As economic reform and regulatory forces accelerate physician group practice formation, health systems must bring diverse personalities and priorities together. Imagine groups that combine academic and community-based physicians, span facilities large and small (sometimes across state lines), and merge differing views about compensation and the role of advanced practice providers.
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Come Together, Right Now: Two Approaches To Building Identity, Alignment, Engagement, And Integration
Doing More With Less: Maximize Use of Assets, Respond to Market Growth, and Create Competitive Advantage
Hospitals and health systems are simultaneously facing the reality of reduced and changing reimbursement models and increased competition including competition from market innovators and disruptors. In this environment providers must learn to plan and act nimbly while pursuing incremental strategies that can create sustained competitive advantage.
How to apply Consumer Product Goods (CPG) tools and concepts to improve business development and planning as consumerism becomes more influential in healthcare decision-making. We will also discuss some of the necessary competencies and culture aspects needed to help you create a more data driven organization. Key takeaways will include few free tools to support your efforts.
Imagine trying to manage strategic planning for a health system that has doubled in size in recent years, but lacks standardized business development processes to maximize growth opportunities. Then, imagine an extremely competitive consumer marketplace where two members of that same network are advertising for the same service in the same newspaper (or on dueling billboards) with no mention of the health system.
Observation patient care continues to be in flux, due to definition and payment changes. Yet the development of a freestanding observation facility may offer a low-cost healthcare alternative.
Unique Experiences for Local Employers by Connecting Through Data Analytics and Lifestyle Demographics (Advanced)
Learn how, with a highly personalized strategy, Kish/Northwestern uses six strategic approaches to help develop stronger community connections, which have led to increased access to hospital services, use of preventive screenings without overuse, and greater awareness of the system brand as a trusted health resource and not just a place to go to when ill.
The Jackson Story is the account of a strategic initiative resulting in the development of Meridian Health Village at Jackson, a health/fitness/wellness center. This presentation focuses on the consumer-centric planning, implementation, and communications which were key to turning this concept into a reality for the local community.
This presentation will focus on Hartford HealthCare's rapid-cycle approach to business development.
This session discusses telehealth as a rural outreach business development strategy for hospitals and health systems, and demonstrates how the University of Mississippi Medical Center (UMMC) built and operates its successful Center for Telehealth.
As healthcare strategists, we may also long for a similar scorecard to help us turn potential opportunities into real winners. The hospital leadership at AAMC teamed up to pinpoint gaps in services as well as the missing pros—the physician specialists and other clinicians—that might help grow patient volume and meet the healthcare needs of the community they serve.
A retail health initiative calls for careful planning. Here are five keys to a successful retail strategy.
"Leakage" is a buzzword today, especially for physician relations professionals and healthcare strategists as they prepare for the future of network referral management. Simply defined, leakage is what happens when primary care physicians send their patients to out-of-system providers rather than to those within your organization's network.
The emergency department (ED) is often considered to be the hospital's "front door." For this reason, healthcare strategists have historically focused their attention—and marketing dollars—on driving ED volume, which subsequently drives inpatient admissions, surgical procedures, diagnostic testing, contribution margin, and net revenue.
This summary report provides insights into new ways to address health care strategy possibilities and innovations.
This report provides an overview of the 2015 Thought Leader Forum, which focused on: examples of creative affiliations, criteria for selecting the right partner, challenges and limitations of non-merger arrangements, and communicating affiliation initiatives to stakeholders.
Elevating Leadership: A Framework for Effective Opportunity Assessments and Problem Solving (Part A & B)
Participants will gain an appreciation for bringing focus on a specific problem or question amidst complexity, setting priorities, channeling data collection and analysis to the specific question, and developing clear answers or recommendations.
Learn the difference between leakage and keepage and what strategies are needed to get results.
Kaiser Permanente's Southern California region views the rapidly changing healthcare environment as an opportunity to rethink how it delivers care.
This session will explore MUSC's experience and extrapolate key lessons for organizations with increasing responsibilities for ambulatory care.