By Sarah C. Threnhauser

A quick look at the health and human service field finds what I like to think of as a living laboratory for change management—from newly empowered consumers, to rapid turnover of employees and leadership, and the increasingly difficult practice of “connecting the strategic dots” in the face of new tech, new competition, new financing systems, and new performance expectations. The requirements to “keep up” are changing so quickly, that the ability to thrive seems close to impossible for many leaders who are under the gun to deliver on value-based contracting. The demand for leaders that can lead provider organizations through…
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