Health care deal-making is poised for a rebound in 2026 after a slower year for hospital and private equity M&A. Greater clarity around regulations and mounting financial pressures are setting the stage for an active transaction environment.
But success isn’t guaranteed. Strategic communications can make or break a deal. Exploring a transaction—whether for growth or survival—is never business as usual. In health care, even the hint of change can be disruptive. Today’s deals face heightened scrutiny from regulators, policymakers and local communities as oversight expands and federal control fluctuates.
For organizations considering changes in ownership, governance or structure, anticipating stakeholder response and potential barriers is essential. Controlling the narrative and building alignment can mean the difference between success and failure.
Strategic Communications Imperatives for Deal Success
Transparency Builds Trust Early
- Communicate early—often before deal specifics are finalized—about your “why” and the vision behind the change (e.g., industry pressures, inflation, reimbursement changes, partnership strength, regional growth.)
- Remember: Some announced deals fall through. When that happens, consequences can be significant, including operational setbacks and negative brand impact. Plan for this reality.
Tailor Messaging for Audiences
- Internal audiences like employees and physicians crave clarity: What does this mean for roles, culture, patient care and job security?
- External stakeholders—community leaders, regulators, media—need clear context on local health care access, continuity of services and expected public benefits.
Develop Playbooks Beyond Operations and Finance
- Pre- and post-close communication playbooks guide success in alignment and acceptance. Include milestones for exploration, due diligence, agreement, potential deal collapse, deal close and day-one integration.
- Address patient access continuity, technology alignment, team onboarding and unified branding.
Prioritize Two-Way, Ongoing Dialogue
- One-off announcements won’t suffice. Sustained, interactive channels—town halls, Q&A sessions, feedback loops—help detect concerns and reinforce alignment.
Embed Culture Alignment Early and Post-Integration
- More than 70% of failed mergers cite culture clash as a top reason.
- Conduct early assessments, surface friction points during diligence and communicate with empathy. Leaders should model transparency and openness from agreement through post-close.
The Bottom Line
In a high-stakes environment where scrutiny is intense and change is disruptive, strategic communication isn’t optional—it’s essential. Organizations that plan early, communicate clearly and engage stakeholders proactively will be best positioned to turn opportunity into success.
Connect with Lovell Communications CEO Amanda Maynord and partner with our transaction support team to ensure your next deal is communicated with clarity and confidence.