There has been one lasting lesson for management teams from the pandemic. I remember March of 2020 and the whirlwind of “adjustment” that happened in the month that followed. My thought was that “this” would be over in a couple months and then life would go back to normal.
In the many months since,ā¦
How do you prepare for the future when you donāt know exactly what it will look like? This is a question nearly every provider organization executive asks now that workforce challenges, evolving treatment technologies, increased competition and consolidation, and new customer expectations regarding service delivery and financing are endemic to the health and human servicesā¦
It is critically important to research and understand the macrotrends driving the market on both the national and local levels when building strategy (see Crafting Organizational Strategy: A Best-Practice Path To Success & Sustainability). These environmental trends are part of the external market landscape analysis.
Here is a step-by-step process for researching and analyzingā¦
Executive teams of specialty provider organizations need a plan to ensure their organizationsā long-term sustainability and success. Several discussion points are at the heart of this imperative: leadership models, service lines, margins, organizational size and scale, and more. Large and small organizations are seeing their financial stability eroded by several market forces. As fee-for-service reimbursementā¦
This is a common question many executive teams ask their chief financial officer (CFO). And as with so many financial sustainability questions, the answer is complex. And this is an important question. As we need to plan strategy around plausible scenarios, we need cash (or access to cash) to flexibly implement those scenarios.
