Research & Insights

State of the healthcare industry

Our team of more than 200 researchers continuously monitors the latest developments in healthcare to identify what forces really matter — and what they mean for providers, payers, life sciences organizations, health technology companies, and other stakeholders. We cut through the noise of the headlines and policy changes and narrow in on what leaders should know about the state of today's healthcare industry so they can stay ahead.


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Tackle these challenges

Regulators have made dramatic policy steps aimed to tighten the Medicare Advantage business model, heighten employer fiduciary responsibilities, and overhaul the pharmaceutical business.

Fragile hospital finances and increasing M&A by national players continue to move the epicenter of healthcare away from the hospital. These trends are leading to a potential shift in care delivery, with national players taking a more prominent role in directing healthcare at a broader ecosystem level. In response, local and regional incumbents must decide how to scale and when to partner and/or compete.

  • Mega-players with ample capital are vertically aligning care delivery assets with ripple effects on physician employment.
  • Amid labor challenges, supply costs, and rising costs of capital, health systems find four different postures to pursue growth and ensure protective scale. 

Care team roles historically have relied on adding and overextending labor resources. However, the current workforce crisis is intersecting with rapid advancements in technologies such as artificial intelligence (AI). Leaders recognize that they can’t hire their way out of today’s labor challenges. Instead, they must make thoughtful investments in technologies that enable top-of-license care. 

Treatment economics have traditionally been structured around procedures. However, the growing array of transformative, high-cost, and personalized therapies and diagnostics form a new era of bespoke care. This shift toward a more customized treatment portfolio will require new delivery, management, and financing strategies across all stakeholders. 

  • Varied categories of ultra high-cost drugs (from GLP-1s to cell and gene therapies) will require involvement from different players and distinct investments and strategies.
  • Purchasers, cautious about the upfront cost of novel therapeutic drugs, should consider new financing models to balance financial risk and patient and employee appetite for these new treatments.

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