COVID-19 threatens to wreak havoc on shared savings and quality improvement measures for value-based programs. Payors and providers must act together to ensure progress does not stall.
Feedback is essential to growth, and giving feedback is core to the management function. So why do so many managers struggle to give feedback effectively?
Caps on indirect costs have been a polarizing issue in the social sector for many years. Once they were the most ubiquitous measure of administrative efficiency employed by philanthropic institutions. Today more and more leading voices in philanthropy are calling into question the true utility of these tools.
COVID-19 has forced many health systems to adopt telehealth tools. Even for systems at the forefront of telehealth experimentation, implementation and utilization was extremely uneven before the current public health crisis. Before considering scaling these nascent telehealth programs into more robust digital health offerings, leaders must evaluate how these capabilities align to long-term digital health strategy.
The COVID pandemic has had obvious impacts on consumer behavior over the past six months. But “what” specifically has changed, and “how persistent” will these changes be after the pandemic subsides?
It is critical to maintain a high level of productivity and morale among employees, especially as work-from-home has turned into a long-term arrangement for many.
While there continues to be uncertainty about when we will return to the pre-COVID working environment, leaders can control the current state of remote work by setting their teams up with the right set of collaborative tools and support to avoid employee burnout.
Exceedingly few managers receive formal people management training. In fact, 98% of managers feel their organizations need more formal training, and 87% of managers wished they had received more training when they first became a manager. So why don’t more organizations use widely available, low cost, and effective tools to develop their teams?
Non-profit leaders have had to adjust quickly to a wildly different operating environment than the one planned for at the beginning of the year. Keeping the lights on, maintaining socially distanced and safe programming, standing up remote operations: these are difficult challenges at the best of times. Donors have risen to meet the challenge of the moment, but what happens next?
Social impact programming tends to be most effective when the make-up of the organization that administers it mirrors the community it serves. People, values, perspectives, and backgrounds are key components. When the right components are in place, the output is greater trust in intention and process. So why is diversity still such an issue in non-profit board rooms?
The hits keep coming in 2020. While we all stay focused on executing our plans through the remainder of the year – and within the elements we can control – BCE continues to see signs for optimism in the consumer world for 2021.
Many companies use a phase-gate (or stage gate) process to drive their innovation activities. Somewhere between Phase 1 (Scoping) and early Phase 2 (Business Case Development), many organizations fail to ask certain questions that are crucial to fully vetting a concept – or fail to ask them in the right way. BCE outlines observations on the most common blind spots and related failure modes for innovation programs.
BCE has been tracking consumer attitudes and behaviors in response to the pandemic since May. In this latest round of the tracking survey, respondents were asked to reflect on their spending in 2020 – including any changes caused as a result of the pandemic – and project that forward into 2021.
Most organizations have blind spots. Nonprofit organizations grow up around a social problem or issue area they are uniquely motivated to and capable of addressing. This article outlines how organizations can fight against tunnel vision to drive growth and innovation.
The private equity market entered 2020 riding 10+ years of momentum. However, the COVID-19 pandemic and associated market uncertainty have put the brakes on new deals and forced investors to alter their strategies. While some reactionary GP strategies were focused on near-term survival, we predict others are here to stay as investors adopt to the “new normal”.
A decade after the introduction of meaningful use requirements, EHR systems are a near universal disappointment. It’s important to understand how we got here in order to understand where the market is going next.