A 5-Part Strategic Framework For Service Line Diversification

Sustainable growth for health and human service provider organizations hinges on many management activities, and some would say the key is having a disciplined approach to service line portfolio management. Without deliberate and strategic oversight, strong service portfolios can erode over time due to shifting consumer expectations, payer dynamics, competitive pressures, technology-driven changes in care delivery, and other changes in market conditions. The result: service lines that once delivered healthy margins become liabilities.;

For executives in specialty provider organizations, the central challenge is making strategic decisions about which services to “expand, reinvent, or retire” (see The Growth Blueprint . . .