Profitable growth is getting hard for health and human service provider organizations. At the same time, growth is essential for assuring financial sustainability in an increasingly turbulent market (see Is Your Organization In The 17% Or The 9%—Or Somewhere In Between? and Quality As Strategy: Leadership When Mission & Margin Pull In Different Directions).

One of the challenges…

Here is a simple scenario: A provider organization has a successful service line, identifies another market with similar needs, reproduces the model there, and meets with all the same success as the original. The problem is that replicating successful service lines in new markets doesn’t work that way. “Successful” does not automatically lead to “scalable.”

The process for analyzing service line feasibility and developing new services can be daunting, but it is a cornerstone of the growth many provider organizations need to remain competitive and sustainable in today’s market. An important part of that process is determining how to replicate a successful service model in new markets. (For a more…

The adage that “all health care is local” has not aged well. Hospitals once rooted in single communities now operate as multi-state health systems. Many specialty provider organizations span multiple states. National retailers are building health clinics, and virtual care reaches consumers everywhere. In this market, geographic expansion is now a standard strategic consideration for…