Remove Hospitality Remove Metrics Remove Staffing
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The Perfect Storm for The Project Economy

Mike Griffiths

  Population Growth and Technology Uptake While extremely taxing on hospitals and medical practitioners, hopefully COVID-19 will do little to overall population counts. The housing may happen organically, but the infrastructure for transportation, power, water and hospitals all need projects to make them happen.

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Making Hospital Partnerships Work

Harvard Business Review

In today’s health care landscape, consultants often advise independent hospitals to merge with a larger health system. Our institution — Silver Cross Hospital in New Lenox, Illinois — is taking a different approach: pursuing partnerships. Many of them want to share responsibility in how the hospital is managed.

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Hospitals Can’t Improve Without Better Management Systems

Harvard Business Review

In all of the loud and necessary debates over how to reform health care in the United States before it bankrupts the country, there is one element that has been continually overlooked: the management systems employed by hospitals. We need to trade our dozens of pet projects and strategic initiatives for a few key metrics.

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How a U.S. Health Care System Uses 15-Minute Huddles to Keep 23 Hospitals Aligned

Harvard Business Review

A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. Metrics that are reported daily, such as “units at capacity.”

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In Praise of Face Time

Harvard Business Review

Consider McLeod Health , a community hospital in Florence, South Carolina, with 400 physicians, 1,400 nurses, 4,700 employees, and 616 beds. We go over the metrics in about 4 minutes, and then the VPs do "patient rounding" — they go out to the departments to look for the things we've discussed. Each executive visits two patients.

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Getting Bundled Payments Right in Health Care

Harvard Business Review

Under the proposed rules, hospitals would be financially accountable for not only the cost of the surgery and subsequent hospital stay but also the payments to the physician performing the surgery and all subsequent medical costs in the 90 days after discharge. Data on Outcomes and Costs.

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Health Care Providers Need a Value Management Office

Harvard Business Review

Staffed with dedicated professionals armed with the requisite skills, experience, and credibility, a central group can accelerate the realization of value improvements — better outcomes, more efficient processes, lower costs, and aligned payment models — across the organization.

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