Jarrard Phillips Cate & Hancock

High Stakes

It’s More Than Numbers

The 2012 numbers are out and no one should be shocked: consolidation in the hospital space rose significantly in 2012. Last week, Modern Healthcare released their 2012 M&A report with some key statistics: approximately 110 deals representing more than 350 hospitals, a rise from 92 deals representing 212 hospitals in 2011. And, yours truly worked on more than $15 billion in deals last year, an impressive spike from 2011’s $3 billion.

From Modern Healthcare’s article and from our own experience, there are a few significant items to call out:

1. The M&A landscape was marked by a number of nontraditional ...
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High Stakes

How Poor Communications Sinks Healthcare Organizations as They Navigate Change

Which will be tougher for your organization, the Affordable Care Act or whatever Washington devises to deal with the “fiscal cliff”?

Four health system leaders in the Chicago area were asked that question last week at a breakfast hosted by Crain’s Chicago Business. It’s an either-or question, yet the most popular answer among the executives was an uncertain, “Yes?”

The uncertainty is understandable. Today, we don’t know how the fiscal cliff negotiations will play out. We know a bit more about the regulations flowing from the healthcare reform law, but we don’t know how they will affect healthcare in practice. We don’t know how the commercial insurance market will be affected by health ...
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High Stakes

Hospital execs must change their people as they change their strategies

Every hospital leader must be a change management expert. No conscious hospital C-suite resident believes their organization will be successful going forward without undergoing substantial transformation.

Of course, it's not enough to merely change your hospital's business strategy.

You have to change your people. They must make the hugely important mental shift that will allows them to accept change and evolve what they do and how they do it.

There are three key steps making this shift happen. Your people must believe:

1. The current situation is untenable... that protecting the status quo (however comfortable) is a disservice to their patients and their calling.
2. That there is a future that, however different, allows them to serve and ...
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