Articles & Resources

Any CEO transition, whether it’s an executive coming from outside the organization or an internal hire, will cause an impact on the performance of the organization. Hopefully, that impact will be positive, but nearly half of the time, that isn’t the case. A transition at this level affects the entire organization and hoping that it goes well is a plan that more often than not results in negative outcomes.

Sachin Jain develops his team to make his own leadership take root

Respected healthcare executive Ruth Brinkley isn’t sure what’s going to happen next in her career, but she says one thing is certain: “I’m not retiring. This is a very exciting time in healthcare and I want to be a part of it!”

Even though Premier Inc. is one the largest and most successful companies in healthcare, focusing on performance improvement, its CEO, Susan DeVore, has personal as well as professional reasons for seeking to transform the healthcare industry.

Roanoke, Virginia, used to be a train town. Railroads carved their tracks into the community on the edge of the Blue Ridge Mountains, and Roanoke’s manufacturing of steam locomotives helped make a name for the Norfolk & Western Railway. Even the first hospital came into existence because train workers needed care.

If a Fortune 50 company needed a turnaround artist, few CEOs would be in as much demand as Ventas Inc.’s Debra Cafaro

Sometimes, the simple things are the easiest to understand. Perhaps that’s one reason that the Leapfrog Group’s Hospital Safety Grade has caught on in such a big way – even with hospitals, who largely weren’t all that thrilled when it was initially launched five years ago.

Katherine Schneider, MD, the president and CEO of the Delaware Valley ACO in the Philadelphia region—an accountable care organization owned by Main Line Health and Jefferson Health—has long been ahead of the game in whatever pursuit she has chosen.