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Futurescan 2019–2024 explores key forces that are transforming the future of health care. The annual publication features articles by a panel of thought and opinion leaders on the following important issues:
Lead Healthcare’s Transformation with SHSMD ADVANCE™ SHSMD ADVANCE™ is a comprehensive learning framework that includes a series of skill building tools that will help you and your health care strategy team assess, build, and promote your strategic abilities.
This presentation provides practical guidance to health care leaders and prepares them for the inevitable challenges they will face personally and professionally during integration.
In this session we will help you: 1. Better understand different types of cultures; 2. Use a tool, Organizational Culture Assessment Instrument (OCAI) to see what your culture is today and what you want it to become; 3. Work on an effective 6-step process you can use to begin to change your organization’s culture.
This webcast will outline key concepts in SHSMD’s newly updated Bridging Worlds report, featuring fresh perspectives on the future role of the healthcare strategist. Through stories and case examples, strategic implications and opportunities for healthcare strategists will be illustrated, and key skills and attributes required for success will be shared.
This highly respected annual guide to health care trends and innovations provides strategic actions you can take to position your organization for future success. In Futurescan 2018–2023, a panel of thought leaders addresses eight key issues transforming the future of health care. The expert insight in these pages is supported by data from a survey of hundreds of health care leaders across the country.
The technology landscape changed immensely in 2016, and continues to race ahead in 2017. The more things change, the harder it is for marketers to keep up.
There are the literal politics–the regulators and elected officials–that empower and ensnare us. But, perhaps more impactful are the organizational and human politics that drive healthcare–the interplay between hospitals and payers, physicians and administrators, employees and unions, and more.
Disruptive innovators take root at the bottom of the market and relentlessly move upmarket. Whether truly disruptive or more incremental, rarely before has the "dare to innovate" challenge been more prominent in healthcare. Action-forward leaders are prioritizing innovation and consumerism strategies. Learn about the hundreds of zigzag innovators advancing retail, digital and consumer solutions.
Gaining a deep understanding of physician behavior by evaluating physician activity and referral data from your market paves the way to achieving physician alignment that drives growth. University Hospitals understood the need to augment their current use data and analytics to continue to grow intelligently.
Learn how the Vanderbilt Health Affiliated Network, the largest physician-led network of doctors, regional health systems and other health care providers in Tennessee, and one of the largest in the nation, used a successful integrated campaign to launch a clinically-integrated network.
The implementation of value-based payments and population health is not moving consistently across all health systems. We know change is imminent. The question is, "How much change and how soon?" Scott Thomas, Administrative Director at Granville Health System, shares how GHS entered a new environment and the lessons learned along the way.
Findings from recent research among U.S. health care leaders suggests that facilitating change management initiatives within an organization requires significant leadership and team building competencies. In this session, facilitators will present a number of existing change models and then introduce one new change theory to be applied during the use of an active simulation model, resulting in the needed buy in for change from key stakeholders and team members.
Senior health care leaders recently gathered in Phoenix at the 2017 SHSMD Executive Dialogue for a collaborative emphasis on Leading Change. Great attention was given to leading change, the challenges of a changing organization, and the need to remain nimble while influencing others through a successful change journey.
We are in a renaissance. The rate of change in the healthcare marketplace is moving at an accelerated pace. There are more opportunities than ever before for healthcare strategists, but there are greater challenges to refine and build upon their skillsets in preparation for an unknown future. Read about the skills and attributes necessary to succeed in a rapidly evolving healthcare environment.
For two decades, research conducted by change management thought leader John Kotter and others has shown that approximately two-thirds of large-scale change initiatives fail to meet their objectives.1 Faced with daunting odds like these, how can strategists position themselves to better lead and communicate the significant changes sweeping through the healthcare field?
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.
This session will help participants build a case for change in their organizations, and provide guidance to help them reach their ultimate destination. Presenters will also share lessons learned: the good, the bad, and the ugly.