Last week’s institute in New Orleans had an unusually high energy feel. Great discussions throughout the week – but with an edge. I attribute it to the health and human service field moving from market turbulence to permacrisis. 

By definition, permacrisis is an extended period of instability and insecurity, especially one resulting from a series of catastrophic events. In practice, for health and human service executives, permacrisis is a state of constant market change that requires constant change in strategy and practice to remain financially sustainable.

To navigate in a time of permacrisis, I recommended in my closing remarks, Strategy Success In A Chaotic Market, that executive teams focus on two priorities. First, protect financial flexibility by maintaining strong cash…