A recent report from the Association of American Medical Colleges (AAMC) forecasts a potential shortage of physicians in the U.S. ranging between 13,500 and 86,000 by 2036. This projection is an update from the AAMC's 2021 report, which estimated a significantly higher shortage. The adjusted forecast reflects speculation on the growth of medical residency positions, contingent on further funding beyond current levels. AAMC President and CEO David Skorton emphasizes the critical need for continued investment in the physician workforce to avert this potential shortage. The report also underscores the influence of demographic shifts, such as population growth and aging, on the increasing demand for physicians, highlighting ongoing efforts and the necessity for expanded graduate medical education to train more doctors for future healthcare needs.

US faces potential shortage of 86,000 physicians by 2036: AAMC Becker's ASC Review

The Keckley Report examines the controversial role of private equity (PE) in healthcare, highlighting the growing scrutiny from the government and public over concerns that PE investment compromises patient safety and increases consumer costs. The FTC, DOJ, and HHS announced an investigation into PE's influence in healthcare, amidst U.S. Senate inquiries and public outcry over affordability and accountability issues. Despite criticism, PE plays a significant role in healthcare, owning a notable portion of hospitals, medical practices, and nursing homes. The report details the impact of PE ownership on healthcare, including decreased quality and patient safety, and increased prices and worker discontent, but acknowledges the substantial influence PE has in shaping healthcare policy through lobbying. It discusses the resiliency of healthcare as a target for PE investment, driven by technology-enabled services and AI solutions, despite regulatory challenges and market downturns. The report concludes that while PE investment is unlikely to be displaced, there is a pressing need for regulatory reform to ensure a level playing field that addresses concerns over patient safety and affordability.

Is Private Equity the Solution or the Problem in Healthcare? - Paul Keckley Paul Keckley Report

This podcast episode, featured on "Inside the Strategy Room," discusses the significant advantage companies with innovative cultures have over their peers in deploying generative AI (AI). McKinsey experts Laura LaBerge and Matt Banholzer, who have extensively researched the intersection of innovation culture and technological adoption, outline how leading companies leverage generative AI to foster growth by focusing on new products, processes, customer engagement strategies, and business models. Their discussion also touches on the aspects of innovation culture that contribute to an organization's success, including setting bold aspirations, applying customer insights, challenging assumptions, and embracing uncertainty. Additionally, they highlight the importance of investing in R&D and digital technologies, particularly in ways that amplify strategic differentiation and operational integration. The conversationalists propose a framework for companies at the beginning stages of generative AI experimentation, emphasizing the need for a strategic approach to adoption that involves setting regulatory and security boundaries, identifying high-impact areas for its application, and proceeding with iterative testing and learning. They conclude with recommendations for building the organizational capabilities necessary for maximizing the benefits of generative AI, fostering an environment that encourages rapid experimentation and learning.

Driving innovation with generative AI McKinsey & Company

Dell has introduced a new return-to-office (RTO) policy that discourages remote work by preventing fully remote employees from being eligible for promotions or role changes, favoring those who opt for a hybrid model of coming into the office at least 39 days a quarter. This shift marks a significant change from Dell's previous flexible and supportive stance on remote work, which had been a part of the company’s culture for over a decade. The policy has sparked internal discontent and concerns about its disproportionate impact on women, with fears that it could lead to a stealthy way of reducing the workforce without offering severance packages. Critics argue that the policy overlooks the productivity and well-being benefits of remote work, while the company insists it aims to foster innovation through in-person connections.

Dell workers can stay remote — but they're not going to get promoted Business Insider