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The board level knowledge required to navigate today’s healthcare environment is broader and more complex than it’s ever been. Organizations whose boards lack this knowledge are at a significant disadvantage versus their competition, and at much higher risk of failure.

With the rapid changes in our industry, there is a tendency to look for a silver bullet, be it implementing an EHR, or forming an accountable care organization. While these strategies may help, what healthcare organizations need before they can succeed at anything else is effective governance.


“Our dumb checklist, or our incredibly sophisticated predictive analytics algorithm, or that incredibly expensive EHR system… none of those change that fundamental failure—the failure of governance. And none of them can, no matter how you design them.”

– Atul Gawande


When boards are not functioning at an optimal level, the results can cost millions—whether in the form of unnecessary readmissions or variations in care, delayed or unexecuted strategies, or decisions that lead the organization down the wrong path.


Misalignment and ineffectiveness in boards can be solved by focusing in two areas: How to govern, and what to govern—having the right governance structures and processes in place, and providing information about the topics board need to know in order to govern effectively.


The Governance Institute shares research and data on best practices, insight and case studies from a network of more than 1,000 organizations, and expertise from industry thought leaders so you don’t have to reinvent the wheel in your efforts to have effective governance.


Good governance is not an accident; it happens when leaders take a comprehensive, intentional approach to developing their boards.

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