Companies that sustain high performance share a set of habits. Several of the cases first used to illustrate them later reversed, which is why boards should watch the evidence and warning signs for each habit rather than the story.

Continuity of care has three parts, strong evidence behind it, and structural obstacles in the United States. AI now drafts many of the documents that carry it.

Strategy tools do not make strategy. A board that knows what each tool shows, and what it leaves out, can see whether the strategy is sound, carried out, and supported across the organization.

Most new ventures in healthcare and life sciences fail for reasons visible early. Ten principles test a young company, and the same ten test every AI approval.

A reduction in workforce can protect an organization or quietly remove the capabilities it needs next. The difference lies in whether it follows a strategy.

I listed ten precision healthcare trends in 2022. Some reached patients and some faded; the difference is the evidence path, and it is the test boards should apply to AI.

Most acquisitions that disappoint fail for reasons that were visible before the vote. The board does not need to run the tools that expose them; it needs to see what the tools found before it approves the deal.

Constant change exposes how boards and chief executives were built to work. The roles, the gaps directors report, an evidence-tested model of leadership, and the disciplines that close the gap.

A turnaround tests a board more than any other period. Its work intensifies but remains oversight: scenarios with triggers, tests of every cut against viability and patients, and conditions on AI approvals.