The US healthcare delivery system has long been chided for producing a suboptimal experience and mediocre outcomes at great cost. Now customer-centric companies are seizing the opportunity to meet patient demands for improvement on both fronts.
Surgical care is increasingly shifting to the outpatient setting, fueled by numerous factors that include clinical and technological advances, cost savings, and convenience.
The pace of change in the current healthcare landscape, combined with a national focus on curtailing costs, is challenging provider organizations to apply new ideas and strategies to their clinical and business operations.
The unsustainable trajectory of our healthcare delivery system requires that care delivery transformation be a top priority for today’s healthcare leaders. We have identified four key areas organizations should focus their efforts on and discuss how to successfully deploy a structured approach to the transformation process.
In this paper, we will describe the forces that are changing surgery and outline strategic considerations for navigating this fundamental shift in a crucial business.
Children’s hospitals no longer have the luxury of acting alone and must begin to align with other providers, engaging in co-opetition.
Today’s merger discussions involve a broad range of players so setting expectations in advance is critical. In this article we examine the rationale and value of bringing board members to the negotiation table, and walk through a number of merger myths and recommendations to help manage the process.
To maintain a competitive edge while providing patient-centered care, health systems and their aligned oncology programs need to approach service line planning from an enterprise, regional, and programmatic level.
More medical groups are exploring new partnerships and affiliations that could provide the economic support and/or population health expertise to help further their strategic goals and succeed under value-based contracts.
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