Strategic Planning

In a previous post, we discussed five mistakes commonly made by healthcare organizations when acquiring physician practices. Here we add another five challenges and missteps associated with acquisitions and alignments.

By noting potential industry headwinds in credit rating agencies' median reports, hospitals can attempt to stay one step ahead of the ever-changing landscape when trying to navigate these difficult times.

Physician practice acquisitions have occurred at a rapid pace for nearly four years. We've identified a few recurring challenges and missteps associated with these transactions that potential acquirers should know in advance.

With an eye toward spotting opportunities and avoiding calamity, some large healthcare companies are moving toward going live with ICD-10 early.

The sea change washing over healthcare is having a profound influence on the way mergers and acquisitions are inspired and configured.

Mark Claster, vice chair of the Board of Trustees at North Shore-Long Island Jewish Health System, says that, to drive growth, hospitals need to focus on cost control, value-based medicine and managing populations.

Trends in healthcare premiums, plans and consumer utilization may indicate potential changes for the profits of health plans.

Eliminating a traditional management exercise as old as the budget may seem risky to hospital CFOs, but many businesses have done just that. Some say using a 19th-century tool to manage a 21st-century organization makes little sense.

The state of Washington finds itself in the middle of a trend that hardly anyone there ever saw coming: a wave of mergers and alliances between Catholic hospital chains and secular, taxpayer-supported community hospitals.

The median total compensation of physician executives increased 7 percent to $325,000 in 2013 from $305,000 two years ago, keeping pace with the salary growth rate in 2011, according to a survey from Cejka Executive Search.