Harvard Business Review

DECEMBER 17, 2015

The emergency department (ED) is no longer just the hospital’s often-overcrowded front door for medical emergencies, accidents, and trauma — or a safety net for people who lack access to care. Many hospitals have responded to crowding by building larger EDs. That’s a very broad-based responsibility.

Hospitality 14

Hospitality Diversity Implementation Operations 14

Harvard Business Review

SEPTEMBER 6, 2013

What is more important to company success, a strong external focus on customer experiences or an internal focus on effective and efficient operations? I described in an earlier post how Tesco worked for years to improve its supply chain capabilities, then leveraged this value by using deeper customer knowledge to enrich customer experiences.

Operations 9

Operations Hospitality Process Improvement Insurance 9

Harvard Business Review

NOVEMBER 16, 2011

I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few. In 2009 Tony Scibelli, Vice President of Human Resources and Operations at Faxton-St. Continuous improvement demands that people not only carry out their jobs, but improve their work too.

Human Resources 17

Human Resources Operations Process Improvement Hospitality 17

Harvard Business Review

OCTOBER 22, 2015

Each Mayo Clinic value-improvement project must: gain senior leadership support, including an approved charter. test process-improvement suggestions. The team also analyzed patient-pain scores during the hospital stay and attempted to access data on patient-reported pain and functionality, both pre-and post-operatively.

Hospitality 15

Hospitality Process Improvement Operations Implementation 15

Harvard Business Review

DECEMBER 2, 2015

They implement process improvement and standardize care pathways from a patient’s initial office visit through all aspects of treating the condition, and then explore offering new value-based payment models, including bundled payments, for those conditions.

Manager 15

Manager Hospitality Insurance Operations 15

Harvard Business Review

OCTOBER 11, 2011

Consider ThedaCare , a healthcare system in Wisconsin, which eliminated its budgeting process in 2010. With four hospitals, 22 physician locations, and over 5,000 employees, ThedaCare managers spent 10,000 hours a year to build their budget, and another 10,000 hours to explain, manage, and argue about it.

Process Improvement 14

Process Improvement Nonprofit Operations Hospitality 14

Harvard Business Review

OCTOBER 19, 2015

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. knee and hip osteoarthritis).

Hospitality 12

Hospitality Operations Metrics Staffing 12

Harvard Business Review

OCTOBER 8, 2015

At Mayo Clinic, surgeons who perform lumpectomies or partial mastectomies for breast cancer work during the operation with the Frozen Section Pathology Lab to determine whether all the cancer has been removed. Yes, 20 minutes is valuable extra time in an operating room while the surgeon and staff wait for pathology findings.

Hospitality 14

Hospitality Revenue Insurance Operations 14

Harvard Business Review

APRIL 21, 2011

Then there's a third killer of continuous improvement: the performance management system. A single-minded focus on next quarter's numbers is sure to crowd out costly, ongoing investments in process improvement. Inspire people to improve customer value — Heart. Mickey Drexler, CEO of J.

Process Improvement 15

Process Improvement Hospitality Performance Management Manager 15

Harvard Business Review

SEPTEMBER 25, 2011

Companies launch process improvement projects with hard financial targets. For example, at a hospital I'm working with, the doctors and nurses for the most part don't care about reducing costs. If they work to improve patient experiences, they'll also reduce costs. It's the business school view of the world.

Banking 11

Banking Process Improvement Revenue Operations 11

Harvard Business Review

SEPTEMBER 20, 2013

Based in Appleton, Wisconsin, ThedaCare is a five-hospital health system with 26 clinics, other allied services, and more than 6,000 employees. ThedaCare opened its first “collaborative care” hospital unit in a medical-surgical unit at Appleton Medical Center in 2007 after 18 months of interdisciplinary planning led by nurses.

Hospitality 10

Hospitality Workflows Implementation Organizational Development 10

Harvard Business Review

MAY 17, 2013

We don''t often think about the way we usually operate at work, whether we''re performing an informal five-step process for evaluating a new proposal, or setting priorities for managing our time. So the organization started documenting standard operating procedures to capture employee know-how and wisdom.

Operations 10

Operations Hospitality Compliance Change Management 10

Harvard Business Review

NOVEMBER 19, 2012

For example, Henry and Cantrell conducted a workshop to examine the need for process improvement at a major Houston-based hospital to avoid unnecessary downtime in the main operating rooms They use many advanced facilitation techniques, with the simple tools of cards, like index cards, and a "sticky wall" (actually sticky paper mounted on the wall).

Hospitality 8

Hospitality Implementation Human Resources Operations 8

Harvard Business Review

JUNE 16, 2017

Since most of Nemours’s patient revenue was from fee-for-service contracts, we designed this pilot program to integrate our population health expertise with our clinical operation, in an effort to better understand value-based care and reimbursement models and to further improve health outcomes in a population of children with asthma.

Hospitality 8

Hospitality Transportation Implementation Process Improvement 8

Harvard Business Review

JUNE 8, 2017

HDP is a third-party administrator with expertise in the development and management of travel surgery programs, providing strategic and operational management of this program. Three key questions employers and providers commonly ask about arrangements like these are: “What is the process to be selected as a site?

Hospitality 8

Hospitality Insurance Travel Administration 8

Harvard Business Review

OCTOBER 8, 2018

.”) This allows leaders to focus on their team members’ well-being and to measure the impact of new processes, technologies, and care models on the well-being of physicians, nurses, and staff. They also enable them to make changes as-needed before fatigue and frustration are imbedded within a system’s operations and culture.

Hospitality 8

Hospitality Metrics Implementation Rollout 8

AIHR

SEPTEMBER 29, 2023

With a strategic HRM plan, HR teams operate more proactively because they are integrated with business strategies. By identifying these behaviors, HR can make strategic process improvements, create incentive programs, set KPIs, and provide learning and development opportunities to drive results.”

Human Resources 111

Human Resources Manager Strategic Planning Hospitality 111

Vantage Circle

JANUARY 9, 2024

Compliance & Security : ADP prioritizes data security and compliance with complex regulations, giving you peace of mind knowing your data is safe and your business is operating legally. Since it operates on the cloud, managers can easily access essential data with just a few clicks and work from anywhere.

Software 64

Software Compliance Onboarding Administration 64

AIHR

NOVEMBER 24, 2023

The tools must be accessible and operate effectively to generate the kind of interactions with employees that build a positive DEX. Meanwhile, the share of businesses operating in a hybrid environment has been 60%. Add self-service functions, automate processes, improve asynchronous communication, etc.)

Digital Transformation 105

Digital Transformation Workflows User Experience Implementation 105

Harvard Business Review

JANUARY 11, 2011

If you've ever spent time in a hospital — either as a patient, staff member, or visitor — then you know that institutional health care is extremely complicated by nature. So, unlike a factory where work flows can be standardized, each patient in a hospital is unique and requires special treatment.

Hospitality 15

Hospitality Transportation Administration Media 15

Harvard Business Review

OCTOBER 20, 2015

Galvanized by the seminal publication of the Institute of Medicine’s report To Err Is Human: Building a Safer Health System in 1999, the patient-safety movement has resulted in substantial improvements in the safety and quality of the care delivered by hospitals. We use these measures help us focus our improvement efforts.

Hospitality 12

Hospitality Operations Engineering Transportation 12

AIHR

FEBRUARY 2, 2023

Contents Organizational development (OD) meaning Organizational development examples Organizational development (OD) meaning Organizational development (OD) is a planned, big-picture perspective effort to steer an organization through adaptations to its operations, structures, or strategies for improved performance and effectiveness.

Organizational Development 52

Organizational Development Digital Transformation Implementation Human Resources 52

Harvard Business Review

NOVEMBER 22, 2017

Improving access to care, increasing workforce productivity, optimizing clinical operations, and managing population health are important—and interrelated steps. Four key outcomes to transforming healthcare: Lower entry barriers and increase geographic reach to improve access to care. Sensitivity to operations.

Hospitality 8

Hospitality Engineering Workflows Operations 8

AIHR

JANUARY 22, 2025

OD involves planned interventions and initiatives designed to support growth, innovation, and cultural transformation, often through employee engagement, leadership development, and process improvement. However, the focus is always on strategic themes, whereas HR is often more operational.

Organizational Development 98

Organizational Development Hospitality Human Resources Implementation 98