Amazon is experimenting with same-day delivery by drones, delivering packages inside your home even when you are away, and eliminating traditional check-out from retail stores. These...

From its introduction in the House Ways and Means Committee on Nov. 2 to the final vote expected in the Senate today, the Tax Cuts and Jobs Act will arrive on the president’s desk after only 47 days.

Simply stating your value to consumers isn’t enough. Children’s hospitals should prove value with facts and analysis. Here’s how to get started.

Numerous parallels can be drawn between retail and healthcare. Like healthcare, retail is beset by converging forces, including large-scale disruptive competitors, intense pricing pressures, and an ever-mounting need to optimize efficiencies

Recent news about investments in outpatient care among non-traditional competitors should put hospitals and health systems on notice: The nature of healthcare today is generating aggressive competition for patients and physicians. The stakes are high. Remaining competitive will require a planning process that is as nimble and assertive as that of new competitors.

Q&A with Eugene Woods, President and CEO, Carolinas HealthCare System Read this Q&A to hear how Carolinas HealthCare System (CHS) approaches and organizes innovation initiatives, as well as how their President and CEO would advise others to go about embracing innovation and creative thinking.

Q&A with Bruce Lawrence, President and CEO, INTEGRIS Read this Q&A to hear how INTEGRIS positions itself for changes to healthcare's business model, if they are able to link consumer focus with strategy for growth, and how it approached innovation at the system level.

Until recently, many hospital and health system executives have counted on relatively stable margins from laboratory departments. The economics of lab testing is changing dramatically due to market forces, including reduced Medicare payments, competition from national labs, higher cost sharing for patients, growth in bundled payments, and more.

The pace of healthcare consolidation has been accelerating significantly. Between 2006 and 2016, the number of announced hospital and health system transactions increased 55 percent. As I discuss these trends with healthcare executives across the country, the question I hear most often is: What is the endgame?

Anthem Blue Cross Blue Shield, the second largest commercial health insurer in the country, is sending a strong message to hospitals about their prices. That message is: “enough.”

Lurie Children’s leadership recognizes the need for continued organizational transformation amid a changing healthcare landscape. As a long-standing partner and strategic advisor to the organization, Kaufman Hall recently was engaged by Lurie Children’s to help the organization assess the impact of industry change on its marketplace, and shape a vision and related strategies for how the hospital should evolve in the years ahead.

When any disruptive force appears to threaten the physical wellbeing of patients—or the financial wellbeing of hospitals and physicians—the understandable first response is to push back.