Insights

With ED volumes surging and inpatient bottlenecks worsening, hospitals must adopt bold, data-driven strategies to streamline care, expand access, and safeguard both patient health and financial sustainability.

Guidance on which models can be helpful when implementing a healthcare technology management program. 3 models are reviewed: Self-operated, hybrid and fully-outsourced.

Your digital front door strategy may see a big shift soon, and AI is at the root of it. I’ve already started to see the signs of it during executive conversations — less talk about portals or wayfinding, and more discussion about the consequential questions forming upstream: • Where do patients go first to make sense of their needs? • Who helps them decide what to do next? • What happens if those decision points increasingly sit outside the health system?

As health systems face intensifying financial pressure, shifting care patterns, workforce shortages and the encroachment of nontraditional competitors, the role of service lines is undergoing a profound shift. No longer merely engines of volume growth or operational standardization, service lines are increasingly expected to shape enterprise strategy, drive systemness and serve as connective tissue across clinical, operational and market-facing priorities.

Healthcare organizations have never had more data. Dashboards track utilization in near real time. Performance metrics cascade from enterprise goals to individual departments. Predictive models flag risk and variation with increasing precision. And yet, many strategy conversations still begin by looking backward. Analytics are essential—but analytics alone cannot answer the most important strategic question facing healthcare leaders today: Where is demand headed, and what do we do about it?

For hospitals and health systems, the One Big Beautiful Bill (OBBB) represents both a stress test and an inflection point: a convergence of policy overhaul, payer realignment, workforce turbulence and healthcare access that will reshape operating models for years to come.

With passage of the Inflation Reduction Act, Medicare gained authority to negotiate maximum fair prices for select high-spend, single-source drugs in Parts B and D. This analysis evaluates how wholesale acquisition cost for top-spend drugs have shifted using pre/post observation windows for each program.

It’s been two decades since Vizient launched its Quality & Accountability Study, which empowers hospitals to improve patient outcomes and achieve lasting performance.

As AI adoption accelerates, leaders must strengthen oversight, accuracy and maturity to ensure safe, scalable and sustainable results.

A deeper dive into the numbers behind the numbers in Kaufman Hall’s National Hospital Flash Report generates a nuanced story, with results that are relevant to setting long-term social health policy agenda and to the strategic management of complex provider organizations.

According to recent Vizient client input, the geographic footprint matters, as does robust digital health capabilities, with a critical need for increased data integration and deeper insights into specialty care.

Two distinguished chief executive officers reflect on how their clinical roots guide their leadership at top academic medical centers.

The Spend Management Outlook provides insight into supply and pharmacy trends anticipated from July 1, 2025, to June 30, 2026. Here are the main highlights for pharmacy and medical devices and services supply chain spend.

Perioperative performance influences every dimension of hospital success. Explore how perioperative leaders connect clinical precision with operational discipline, turning surgical complexity into enterprise resilience and financial stability through data-driven insight, alignment and collaboration across the health system.

With passage of the Inflation Reduction Act, Medicare gained authority to negotiate maximum fair prices for select high-spend, single-source drugs in Parts B and D. This analysis evaluates how wholesale acquisition cost for top-spend drugs have shifted using pre/post observation windows for each program.

As health systems face intensifying financial pressure, shifting care patterns, workforce shortages and the encroachment of nontraditional competitors, the role of service lines is undergoing a profound shift. No longer merely engines of volume growth or operational standardization, service lines are increasingly expected to shape enterprise strategy, drive systemness and serve as connective tissue across clinical, operational and market-facing priorities.

With ED volumes surging and inpatient bottlenecks worsening, hospitals must adopt bold, data-driven strategies to streamline care, expand access, and safeguard both patient health and financial sustainability.

For hospitals and health systems, the One Big Beautiful Bill (OBBB) represents both a stress test and an inflection point: a convergence of policy overhaul, payer realignment, workforce turbulence and healthcare access that will reshape operating models for years to come.

As AI adoption accelerates, leaders must strengthen oversight, accuracy and maturity to ensure safe, scalable and sustainable results.

Economic uncertainty, pharmacy and indirect spend are driving cost surges that squeeze margins and complicate strategic investment decisions — but that doesn’t mean healthcare executives should panic. Here are actionable insights that can be implemented now to support budgeting and system-wide financial planning.

Fluency across clinical and financial perspectives is redefining leadership in healthcare.

It’s been two decades since Vizient launched its Quality & Accountability Study, which empowers hospitals to improve patient outcomes and achieve lasting performance.

Healthcare organizations have never had more data. Dashboards track utilization in near real time. Performance metrics cascade from enterprise goals to individual departments. Predictive models flag risk and variation with increasing precision. And yet, many strategy conversations still begin by looking backward. Analytics are essential—but analytics alone cannot answer the most important strategic question facing healthcare leaders today: Where is demand headed, and what do we do about it?

Guidance on which models can be helpful when implementing a healthcare technology management program. 3 models are reviewed: Self-operated, hybrid and fully-outsourced.

Two distinguished chief executive officers reflect on how their clinical roots guide their leadership at top academic medical centers.

A multi-part series exploring integration as a strategic, cultural and leadership discipline across all stages of organizational evolution. In this series, we will explore the ongoing, essential work of bringing systems, people and purpose together—not just post-merger, but at any point in the life of an evolving organization.

A deeper dive into the numbers behind the numbers in Kaufman Hall’s National Hospital Flash Report generates a nuanced story, with results that are relevant to setting long-term social health policy agenda and to the strategic management of complex provider organizations.

Novant Health chief safety and quality officer Dr. David Priest leads with curiosity, creativity and compassion — proving that influence, not authority, is the true power behind lasting change.