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Why CEO’s Hire Consultants and Coaches: The REAL Value They Bring with Brad Rex

Consulting Matters

Brad had an unconventional start to his career after meeting his boss's boss while studying finance at college. He is a strategic and operational leader, having led strategic planning, finance and business development teams for these companies, as well as leading large operating units of over $500 million and $1 billion in revenue.

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4 Steps to Sustaining Improvement in Health Care

Harvard Business

Dr. John Toussaint, CEO of the ThedaCare Center for Healthcare Value, describes the pilot unit as the “model cell,” a place for experimentation, learning, and modeling new methods for the rest of the system. Without such clearly defined standardized work for the day-to-day operations manager, two things happen.

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Why GE, Boeing, Lowe’s, and Walmart Are Directly Buying Health Care for Employees

Harvard Business

It is little surprise that direct employer-purchasing of bundled care is a burgeoning area of healthcare payment innovation. Purchasers of healthcare services encounter widely disparate charges across different healthcare delivery systems for equivalent surgical procedures, varying by up to 40%.

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Keeping Human Stories at the Center of Health Care

Harvard Business

We need a metric for humanity to evaluate the human capacity and connection among caregivers and patients. The National Taskforce for Humanity in Healthcare, of which I am a founding member, is piloting a system of metrics for well-being developed by J. Today, he rarely meets in person with doctors.

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How to Get Health Care Employees Onboard with Change

Harvard Business

In healthcare, change is even harder than in most industries. In 2011, when I came to Centura Health in Colorado as President of its largest operating group (Mountains and North Denver Operating Group or MNDOG) and CEO of its flagship health organization, Saint Anthony Hospital, I saw a clear mandate for change.

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Rethinking How Medicaid Patients Receive Care

Harvard Business

Using this approach to build each new Medicaid team, we then armed the primary care team with the operating structure, data, and incentives needed to create engagement with our patients wherever they are, enveloping them with compassion and the latest in evidence-based care. Our primary care clinicians operate in multidisciplinary teams.

Metrics 28
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Making Time to Really Listen to Your Patients

Harvard Business

The physician-sherpa should be a partner on the journey, not simply a medical operative, extracting formulaic rules and implements from a toolbox. Here are some steps such organizations might take: Share patient stories and related lessons at every meeting. Patients need and deserve much more. Consider a narrative-medicine component.