Yesterday, I wrote about the change needed in leadership mindset to navigate this time of crisis and likely discontinuous sudden change (see From Crisis To Growth: A New Leadership Mindset). The challenge? As extreme changes happen in the financing and delivery of health and human services, extreme changes in market positioning and service lines are needed for future success. To do this, leaders need to disconnect their perception of their organizations’ mission from its brand and how it does business.

In no area of strategy development is the problem of mission and brand confusion more pronounced than when executive teams . . .

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Strategy & Strategic Planning

Strategic planning is an essential business process for health and human service provider organizations. A strategic plan provides clarity and transparency from the board on performance expectations and priorities and serves as the overall foundation for organizational infrastructure development and operating plans. However, strategy is only one factor of the overall strategic planning process. Rather, strategy and strategic planning require a scenario-based, tactical, and detailed implementation and execution plan with the right management team and performance metrics to ensure the organization is progressing toward its strategic initiatives. Amid changing reimbursement models, consumerism, and other market disruptors, a strategic plan that is both market-focused and nimble is key for sustainability in an uncertain future.


Adults with a usual source of primary care were more likely to receive preventive screenings and less likely to experience acute care utilization, according to an analysis published by the Milbank Memorial Fund. Data from the 2016–2022 Medical Expenditure Panel Survey (MEPS) showed that adults with a primary care physician (PCP) had substantially higher rates of preventive services. For cardiovascular risk factors, 95.5% of adults with a PCP had their blood pressure checked, compared to… Read