Specialty provider organizations start the new year with a few tasks on the to-do list: tackling margin compression, increased competition, and the evolving expectations of payers and consumers, all while crafting a financially sustainable vision for the future. That includes developing next-generation services that address the demands for hybrid and whole-person, growing cash reserves to support value- and risk-based reimbursement models with payers, and maintaining (or growing) the right leadership and management team while keeping staff positions filled.

So, how do the executive teams of provider organizations serving complex consumers address the financial challenges and identify . . .

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