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Healthcare leaders agree on the logic behind population health: that the focus of a care delivery system should be on keeping patient populations healthy rather than waiting to treat illness. Yet transitioning away from single-patient, episodic care is a major economic and organizational challenge for hospitals and health systems. They must revamp the roles of physicians, midlevels, and care team providers; implement data analytics solutions and learn to incorporate the findings; negotiate risk-based payment agreements with payers and partners—all at the same time...

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The role of physicians is changing dramatically. Physicians today are being called on to help lead healthcare organizations through major changes that will impact patient care, cost, and outcomes, as well as be accountable for the business of healthcare. As clinical care becomes entwined with financial results, the chief medical officer is responsible for better results at the bedside and on the balance sheet. Because business skills are not taught in medical school, hospitals and health systems are filling the void with rigorous leadership programs that prepare...

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The paradigm shift occurring in healthcare is elevating transparency from buzzword status to a strategic component of many hospitals' and health systems' efforts to achieve the Triple Aim. Companies that provide consumers with ways to evaluate the quality and safety of hospitals are also driving the call for more transparency. Pushing out data to internal and external audiences so that it will lead to more accountability for quality and patient outcomes takes considerable clinical, technological, and workforce resources. Providers who are tackling the challenge of...

Health systems are positioning themselves for new reimbursement models amid shaky financial, regulatory, and political environments. The uncertainty leaves providers more focused on liquidity. Many have found medium-term capital an attractive alternative in their strategic capital formation to fill the gap between short- and long-term investments. Matching credit term length with the useful life of assets such as electronic medical records systems, clinical integration with outpatient care settings, and infrastructure enhancements (e.g., renovations, energy...

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