Hospitals and health systems are seeing a shift in operations as we move to a post-COVID-19 world. Growth strategies are evolving, communications are becoming more consumer-centric, and the landscape of care continuum continues to change.
Executives working towards the healthcare system of the future will take learnings and innovations from the pandemic and apply them to their...
Nurses make up the largest segment of the healthcare workforce and, therefore, have the potential to drive the healthcare industry’s evolution. To meet the demands of an increasingly value-based care environment, nurses must possess a different mix of knowledge, skills, education, and competencies than they have in the past as workplaces, care settings, and care teams look different than ever before.
Women in healthcare leadership should lift each other up and engage in supportive, professional relationships with those below them. Mentor and sponsor relationships are mutually beneficial to those who lead and for those striving to be future leaders. Future leaders should actively engage in these relationships to learn from those above them and learn how to strategically network.
Putting the patient at the center of care has long been an aspiration for health systems and hospitals. The pandemic has accelerated the demand for and acceptance of different care delivery models that meet patients where they are, often outside of the hospital.
In this latest roundtable report, HealthLeaders brought together executives from Spectrum Health West Michigan,...
The healthcare industry is barreling toward increased consumerism with its price transparency and surprise billing rules. But it’s not enough to simply comply with these rules. Instead, forward-thinking revenue cycles should seize the opportunity to fundamentally reimagine the way they engage with patients and to differentiate themselves from the competition.
Even before COVID-19, 250-bed hospitals lost $4.7–$11 million a year from mid–revenue cycle leakage. Now, pandemic-fueled volume losses and razor-thin margins mean that hospitals can no longer afford to lose even a single dollar of earned revenue.
Educated guesses and imprecise, stopgap efforts aren’t enough. Revenue cycles need precise strategies to identify exactly where leakage occurs and implement solid processes to stop leakage before it starts.
