Business of medicine predictions for 2026 part three

Even the best clinical care cannot sustain a practice if the business side is broken. As costs rise, margins tighten and payment models shift, physician practices are being pushed to examine how every dollar comes in and goes out. Behind the scenes, leaders are asking hard questions about which investments help stabilize the organization, and which simply add new layers of complexity.

Business executives in health care are watching how practices manage cash flow, negotiate contracts, document the care they provide and communicate with patients about their financial responsibilities. They see practices trying to do more with existing staff and infrastructure, while still meeting regulatory requirements and payer expectations. At the same time, they see opportunities for practices that can better understand and use their own data to guide decisions.

This third story in our forecast series looks at the financial and operational backbone of the 2026 practice. It distills what business leaders are saying about strategy, growth and risk, and what it may take for independent and employed groups to stay viable. For physicians and administrators, their viewpoints offer a candid look at how the economics of practice may evolve in the year ahead and what to start planning for now.