.full-article-wrapper a { word-break: break-all; } When it comes to navigating a complex market, the stakes have never been higher for health systems. New payment models and a focus on patient-centered care show real promise to fundamentally change the way care is delivered. At the same time, the current cost pressures threaten the financial viability of hospitals and systems large and small. 

Unprecedented times call for unprecedented C-suite titles. 

In today's healthcare environment, organizations are focused on making adjustments to ensure long-term success. This includes realigning leadership structures. 

Benchmarking and distributed data sets have been available for years, yet many healthcare teams continue to struggle with adoption and usefulness of this data.

Voters may be restless over healthcare issues, but politicians, especially at the potential presidential level, aren't paying enough attention, Paul Keckley writes in his latest report.

The opioid crisis, adoption of telehealth and better use of data are just some of the issues uppermost in healthcare executives' minds, as well as the ever-present labor crisis and bringing innovation into everyday practices.

Hospitals and health systems sit at the intersection of many of today's most pressing social challenges. In the wake of a pandemic that exposed and preyed upon long-standing societal issues, patients, staff and boards are increasingly pushing for hospitals to become drivers of social change.

Peter Fine has led Phoenix-based Banner Health, a nonprofit system including 33 hospitals and other services in six states, since 2000.

Rural healthcare can be a headache for leadership, one many systems won't entertain. But for Wausau, Wis.-based Aspirus, it's the whole model; it's the growth plan. 

Becker's asked C-suite executives from hospitals and health systems across the U.S. to share their organization's areas of growth for the next few years. 

Becker's asked C-suite executives from hospitals and health systems across the U.S. to share their organization's areas of growth for the next few years. 

Companies announced 1,104 CEO exits in the first seven months of 2023, with 100 occurring in hospitals.

Philadelphia-based Thomas Jefferson University, which is integrated with Jefferson Health, has selected a new medical school dean, continuing a revamp of top management at the organization, The Philadelphia Inquirer reported Aug. 23.

As health systems face financial challenges, some are turning focus to the top — finding places to cut, combine or redesign positions on their leadership teams. Others are sticking to the status quo. 

Amid today's extremely challenging financial environment, hospitals are focused on adopting technology that can drive efficiency, provide return on investment and strengthen team cohesion and buy-in.

SSM Health, a 23-hospital health system based in St. Louis, is rolling out a newly aligned leadership structure in Wisconsin.

Precise diagnoses and actionable treatment plans are essential when it comes to one's health. In healthcare, we often find ourselves at odds with both for one condition: burnout.

Krista Curell, RN, may be new to the role of chief operating officer, but she's no stranger to the University of Chicago Health System. She's been with the organization for more than two decades — most recently serving as its chief integration and transformation officer — and brings an abundance of experience to her new role. 

Hospital and health system boards must play an active role in addressing rising violence against healthcare workers, the American Hospital Association said in an Aug. 21 boardroom brief.

The Hawaii State Hospital, a publicly funded, state psychiatric hospital in Kaneohe, is firing three top-level managers as part of a leadership restructure amid patient overcrowding and workforce shortages, local media outlets reported over the weekend.