Leadership

Organizations with high levels of diversity and inclusion perform better on key business metrics, according to a new report and the experiences of health system leaders.

As the lines between health plans and providers blur in today’s integrated healthcare organizations, leaders recognize the benefits of sharing and developing talent across traditional organizational and industry boundaries.

John Toussaint describes building the foundation for a culture of excellence in a healthcare organization.

Given that finance is integral to every decision that is made in healthcare organizations today, everyone on the team should have a basic understanding of healthcare finance.

Maintaining pharmacy revenue integrity requires accurate, longitudinal data; physicians who understand how their prescribing decisions affect revenue integrity; and real-time data. With that information, finance leaders can determine the ROI of various drugs.

Amid the healthcare industry’s ongoing transformation, healthcare leaders are called upon to be stewards in guiding their organizations through change and managing financial and operational risk.

Our shared vision of value is at risk. We won’t attain high-value health care unless we agree on what that means.

Hospital and health system finance leaders should play a central role in ensuring their organizations are applying high-quality enterprise performance management approaches that improve their organizations’ strategic agility in addressing enterprise risk. 

Leaders should place the same emphasis on valued behaviors as they do on performance results, then set about defining, aligning, and refining those behaviors.

John Johnston describes the role of the finance leader in developing a culture of proactively mitigating failures.