The CEO of UCB, a multinational biopharma company, describes his efforts to promote a focus on "patient value" throughout the organization. He believes that all players in healthcare, even those not directly interacting with patients, should prioritize the patient. Under his leadership, UCB has pursued strategies to forge stronger connections with patients and better understand their needs. This includes integrating patient perspectives into research, marketing, and sales. The organization is now structured around patient value teams rather than functions. Measuring employee engagement, customer satisfaction, and patient experience helps track their progress in putting patients first. While making progress, the industry is still early in the journey to be truly patient-centric.
The secret to true patient centricity parke ipJeff Parke
1) For the past couple of years, patient centricity has become a major focus in the pharmaceutical industry but companies need to ensure it is more than just marketing.
2) The document discusses core principles of patient centricity such as regular contact with patients, understanding the patient perspective, and open innovation to meet patient needs.
3) It argues that pharmaceutical companies should focus on improving patient outcomes and regaining trust through a truly patient-centric approach in all aspects of their work.
This document discusses how the healthcare system is shifting from a claims-centric model to a more patient-centric one. It notes that the aging population and increasing diversity are driving changes in healthcare. Currently, healthcare is ineffective and inefficient at influencing consumer behavior. However, applying traditional marketing approaches focused on research can help employers, insurers, pharmacies, and providers be more successful. The system is becoming more complex and segmented, requiring different approaches for different groups. A successful transition depends on empowering consumers with information and tools to take control of their healthcare.
Who is Looking After You? Blurring Industry Boundaries in Health & WellnessTracey Keys
How do you think about the issues of health and wellness for yourself, for your children and family, for your aging parents, for society as a whole? Who is helping you to address the challenges you face in this area? Who is adding true value to you in – value that you willing to pay for?
Are we overlooking the huge changes happening in today’s increasingly interdependent world? How much has the traditional industry view really changed, or more importantly, how much more does it need to change in the future? Let’s take a look at the world of health and wellness to see.
Nick Steele is the national consulting manager at Zoetis, leading a team of 10 business consultants. He provides consultancy support to veterinary practices across the UK to drive business growth. Steele has a background in human pharmaceutical sales before transitioning to the animal health sector. He identifies new service needs for veterinary practices and designs solutions like the Effective Leadership Programme and Profit Solver software. Profit Solver is expected to significantly impact how practices manage costs, set prices, and increase profits by using practice-specific data. Steele sees harnessing data and digital tools as a major trend to enhance client communication and engagement.
Parexel is a clinical research organization that launched a BioPharm Unit to provide innovative solutions and expertise to help emerging biopharmaceutical companies. The BioPharm Unit aims to expand companies' in-house expertise, support decision-making, and position them for success by simplifying their clinical development journey. Services include flexible models for accessing expertise, developing strong data packages, integrating clinical and commercialization services, and leveraging Parexel's therapeutic and regulatory experience across various disease areas to optimize protocols and trials.
Emergency Medicine Associates implemented an innovative coaching program to improve patient satisfaction scores. The program involved one-on-one coaching sessions for providers struggling with lower satisfaction scores. Coaches used role-playing and feedback to help providers strengthen communication skills. The program contributed to an 11% overall improvement in EMA's patient satisfaction scores from 2008 to 2015.
Adding value and patient-centric services and innovation in pharmaplanetkatara
Umamiflow/Katara, VAST Health and the Antwerp Management School (AMS) collaborated on 3 scientific questions: challenges for innovation implementation, a good innovation scan and the service model as alternative for pharmaceutical companies. The analysis was fed by both pharmaceutical companies and patient organizations. Are they ready to go from cure to care?
The secret to true patient centricity parke ipJeff Parke
1) For the past couple of years, patient centricity has become a major focus in the pharmaceutical industry but companies need to ensure it is more than just marketing.
2) The document discusses core principles of patient centricity such as regular contact with patients, understanding the patient perspective, and open innovation to meet patient needs.
3) It argues that pharmaceutical companies should focus on improving patient outcomes and regaining trust through a truly patient-centric approach in all aspects of their work.
This document discusses how the healthcare system is shifting from a claims-centric model to a more patient-centric one. It notes that the aging population and increasing diversity are driving changes in healthcare. Currently, healthcare is ineffective and inefficient at influencing consumer behavior. However, applying traditional marketing approaches focused on research can help employers, insurers, pharmacies, and providers be more successful. The system is becoming more complex and segmented, requiring different approaches for different groups. A successful transition depends on empowering consumers with information and tools to take control of their healthcare.
Who is Looking After You? Blurring Industry Boundaries in Health & WellnessTracey Keys
How do you think about the issues of health and wellness for yourself, for your children and family, for your aging parents, for society as a whole? Who is helping you to address the challenges you face in this area? Who is adding true value to you in – value that you willing to pay for?
Are we overlooking the huge changes happening in today’s increasingly interdependent world? How much has the traditional industry view really changed, or more importantly, how much more does it need to change in the future? Let’s take a look at the world of health and wellness to see.
Nick Steele is the national consulting manager at Zoetis, leading a team of 10 business consultants. He provides consultancy support to veterinary practices across the UK to drive business growth. Steele has a background in human pharmaceutical sales before transitioning to the animal health sector. He identifies new service needs for veterinary practices and designs solutions like the Effective Leadership Programme and Profit Solver software. Profit Solver is expected to significantly impact how practices manage costs, set prices, and increase profits by using practice-specific data. Steele sees harnessing data and digital tools as a major trend to enhance client communication and engagement.
Parexel is a clinical research organization that launched a BioPharm Unit to provide innovative solutions and expertise to help emerging biopharmaceutical companies. The BioPharm Unit aims to expand companies' in-house expertise, support decision-making, and position them for success by simplifying their clinical development journey. Services include flexible models for accessing expertise, developing strong data packages, integrating clinical and commercialization services, and leveraging Parexel's therapeutic and regulatory experience across various disease areas to optimize protocols and trials.
Emergency Medicine Associates implemented an innovative coaching program to improve patient satisfaction scores. The program involved one-on-one coaching sessions for providers struggling with lower satisfaction scores. Coaches used role-playing and feedback to help providers strengthen communication skills. The program contributed to an 11% overall improvement in EMA's patient satisfaction scores from 2008 to 2015.
Adding value and patient-centric services and innovation in pharmaplanetkatara
Umamiflow/Katara, VAST Health and the Antwerp Management School (AMS) collaborated on 3 scientific questions: challenges for innovation implementation, a good innovation scan and the service model as alternative for pharmaceutical companies. The analysis was fed by both pharmaceutical companies and patient organizations. Are they ready to go from cure to care?
FINAL APPROVED Digital transformation of the health sector - summary record o...SochaBlue
The document discusses the opportunities and challenges of digital transformation in the health sector. It states that transformation is fundamentally a cultural change where technology provides tools to improve healthcare outcomes. While the role of doctors will change with new technologies, they are unlikely to be replaced. For health systems to successfully adopt digital tools, organizations need capabilities in their workforce, an understanding of customer needs, and courage to change practices. Key drivers of digital health include rising healthcare costs of aging populations and a shift towards preventative care models over the traditional treatment of sickness.
This document discusses patient-centered drug development and clinical trials. It defines patient centricity as meaningfully including patients, particularly in trial protocol design, and linking clinical trial goals with patients' needs and experiences. It emphasizes measuring what matters to patients. While patient centricity is seen as important, there is no consensus on how to measure it. The document explores definitions of patient centricity, challenges in measuring it, examples of companies working to include the patient voice, and the need for new approaches to drug development that place greater focus on the patient experience.
This document discusses patient-centered drug development and clinical trials. It defines patient centricity as meaningfully including patients, particularly in designing trial protocols, and linking clinical trial goals with patients' needs and experiences. It emphasizes measuring what matters to patients. While patient centricity is seen as important, there is no consensus on how to measure it. The document explores how companies are working to include the patient voice, such as through patient advisory boards and surveys to capture patient perceptions and experiences in clinical trials. It argues that simply talking about patient centricity is not enough, and that meaningful action is needed to achieve it.
The Patient-Centered Clinical Trial: A New ParadigmJohn Reites
The document presents a new paradigm for patient-centered clinical trials that aligns the heart, head, and hands. The heart refers to individual motivation and passion for patient care. The head sets the engagement strategy, vision, and measures of success. The hands demonstrate collaboration through processes and behaviors. Positive patient experiences and outcomes result from alignment in all three areas. The paradigm treats patients as whole human beings and listens to understand what patients value. Developing personal connections through relationships with physicians can increase recruitment and retention.
This document provides an overview of Dr Foster Intelligence's annual audit of hospital quality and performance in England. Some key findings include:
- 95% of trusts have reduced mortality rates over the past 5 years, with fewer trusts performing poorly and less extreme outliers.
- All trusts performing coronary artery bypass grafts have mortality rates within the expected range, though there is up to a 4-fold variation.
- Six trusts had above expected mortality for fractured neck of femur.
- Waiting times are falling but challenges remain for orthopaedics and diagnostics to meet 18-week targets.
- There is significant variation in following best practices and clinical guidelines across trusts and regions.
- Effective measures of patient safety
The document discusses improving health in communities by aligning incentives to make health profitable. It notes the US healthcare system is strained by chronic conditions exacerbated by an aging population. Experts discuss changing models and behaviors, and how to ensure healthcare reform improves overall community health rather than just preserving existing imbalances. Key ideas discussed include making health states profitable through business models, improving data sharing and transparency, and driving behavioral changes through community efforts.
Changing scenario needs an ever changing rational approach to healthcare terms and services.Where "tools"[your knowledge,interpretations,etc] helps you to make the picture better.
For our second edition of our brand new e-zine, we’re shining the spotlight on the intriguing topic of patient insights. We discuss the role of patient insights and what impact it has on improving patient outcomes, and highlight new ways pharma can engage with patients.
So what are you waiting for? Head over to the website now for the latest edition of Spotlight On. Again, if you like what you see, feel free to share it with others. And if the first edition passed you by, don’t worry, it’s still available to read. Enjoy!
Interviews with Dr Torsten Hoffmann (Summit Chairman), Dr Bertil Lindmark and Herbie Newell, speakers at the marcus evans Discovery Summit 2014, taking place in Lisbon, Portugal, 31 March - 1 April 2014.
Running head SKILLS ASSESSMENT PAPER1SKILLS ASSESSMENT PAPE.docxtodd521
Running head: SKILLS ASSESSMENT PAPER
1
SKILLS ASSESSMENT PAPER
4
Skills Assessment Paper
Summary of Skills
For the development of an organization to be successful and effectively achieve set goals and objectives, strong management and organization skills will be required (Bateman & Snell, 2007). Our Team A brings a broad spectrum of skills and talents coming from life, educational and work-related experiences. Each member of the team possesses unique skill sets that will bring fresh ideas, techniques and creative solutions to challenges in the development of our consulting firm.
A thorough evaluation of our team member’s skills, suggests that our key strengths lie within teamwork and dedication, creating presentations, critical thinking, problem-solving techniques, communication, research, and observations. With these skills, this team will be able to successfully achieve most tasks necessary in the development of a consulting firm. This team will need to use these skills to collaborate efforts in a cooperative manner to create, plan, develop and accomplish the goals of the consulting firm. This evaluation also portrays a strong dedication to learning and improving which is beneficial in the development of new skills that may be needed.
Most members of our team currently have educational and professional experience that proves an intense desire to improve and advocate change and educate communities to collaborate an effort enhancing the lives of individuals. This desire will effectively promote positive changes both within communities as well as at a societal level. The team’s overall commitment is to meet basic human needs through education, focusing on identification of challenges and prevention, as well as assist in overcoming personal and organizational obstacles that individuals may face. Our team is committed to improving the overall quality of life through advocacy and action.
The first type of consulting firm that we could possibly work with would be a human services/independent living consulting program. This program would collaborate with a client’s care givers, doctors and independent care organizations to assist in facilitating a client’s independence and improve or maintain health. This consulting firm would collaborate efforts to create an independent, long-term care plan that will enhance the develop of daily living skills, educate on services and programs available, exercise the right to make healthy living choices, and encourage pro-active involvement of all care-giving professionals in the pursuit of personal growth, presence, and participation in the long term care process. This program will improve and emphasis respect and dignity through the promotion of independence.
PLEASE ADD THE OTHER TWO TYPES HERE!
The types of problems these consulting firms might solve.
Inflexible regulatory and legal issues create competitive obstacles human services providers face when offering health services to communities.
Europe's Top 5 Effective Leaders in HealthcareV2_compressed (1).pdfinsightscare
‘Europe's Top 5 Effective Leaders in Healthcare’ we highlight the visionary leaders who have made significant contributions to the advancement of healthcare across Europe.
Making the Shift: Healthcare's Transformation to Consumer-CentricityProphet
In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.
Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.
Ahead of the marcus evans ACO & Payer Leadership Summit 2022, Sebastian Seiguer discusses why medication adherence should be a top priority for payers and ACOs.
Self Compassion Paper
Paper
Best Buy Co. Inc. Essay
Conflict Theory Paper
Elastic Paper
Paper
Paper
Product Pricing Essay
Chevy Volt Research Paper
The Future Of Best Buy
Bitcoin Essay
The Future of Personalizing Care Management & the Patient ExperienceRaphael Louis Vitón
Actionable segmentation model findings - by Raphael Louis Vitón & Dream team of industry experts, physicians and leaders from Blue Cross, GEHealthCare, RingLeaderVentures, Maddock Douglas, Dr.Daniel Friedland, etc working on improving health outcomes by Personalizing the Care Management business model for Better Outcomes & Better Economics (through patient empowerment)
Running Head CASE STUDY 1 ARE OUR CUSTOMER LIAISONS HELPING OR.docxhealdkathaleen
Running Head: CASE STUDY 1: ARE OUR CUSTOMER LIAISONS HELPING OR HURTING? 1
CASE STUDY 1: ARE OUR CUSTOMER LIAISONS HELPING OR HURTING? 6
Case Study 1: Are Our Customer Liaisons Helping or Hurting?
Student Name
Institutional Affiliation
Instructor’s Name
Case Study 1: Are Our Customer Liaisons Helping or Hurting?
Introduction
In any hospital setting, Patient Care Executives usually are charged with the responsibility of ensuring that patients receive high-quality healthcare. At Holy Cross hospital, this position is created to give the executives an opportunity of managing the patients and allow doctors to focus on treating the patients. This is intended to make the functions of the facility much smoother. Initially, a lot of work was being put on the physicians, leaving them with too little time to attend to the patients and offer the quality of care that is required.
Recently, however, physicians have been complaining that the Patient Care Executives do not perform their duties as expected. As earlier mentioned, the position was created in this facility to ensure that patients are well-taken care of and other management functions are also handled effectively. Generally, it was meant to ensure smooth management of the healthcare organization and provide a smooth system and relationship between the PCEs and the healthcare providers. As an administrator, it is essential to work closely with HR to ensure that qualified and competent candidates are hired in this position to avoid future concerns from the physicians. As a result, a regular evaluation is required to identify the factors that affect the functioning of Holy Cross Medical Center.
External Environmental Forces
Various external factors affect the operation of Holy Cross Medical Center. Some of the major external forces include competition and patient outcomes. It is important to note that like any hospital, the patient outcome reflects the image of the organization to the public and clients typically. It is an advantage that in recent years, patient satisfaction has improved. This must be maintained or even further enhanced. Patient outcome is one of the factors that affect the organization because it plays a crucial role in determining patient retention and can improve the image of Holy Cross in public, consequently affecting its competitive advantage in the healthcare market. This means that if the PCEs and the healthcare providers are capable of working closely and collaboratively, they can improve patient outcomes and satisfaction within Holy Cross and bring success to the organization (Ginter, Duncan & Swayne, 2013).
Another external factor affecting the operations of the Holy Cross is competition. It is noted that the organization is surrounded by various healthcare organizations, both public and private, with relatively better facilities. Holy Cross is expected to compete with such organizations by offering better quality care. Competition, in this ca ...
The document discusses how healthcare payments are now determined by quality measures including patient experience, which represents 30% of scores. Improving employee engagement and connecting them to the hospital's mission is key to elevating patient experience. Contrast Creative helps healthcare organizations develop strategies to improve communication, employee engagement, branding, and patient engagement to increase satisfaction. They create customized content and have partnered with organizations like Duke University Hospital to positively impact work culture and patient experience.
The Joint Commission Has Instituted A Number Of Goals...Valerie Burroughs
The Joint Commission has instituted several goals nationally to improve patient safety. The goals focus on areas of concern in healthcare like patient identification, communication between caregivers, and medication safety. The Joint Commission accredits hospitals and other healthcare organizations to evaluate them based on performance standards related to patient care, safety, and rights.
Emma logsdon· 4· 5 the six challenges for resigning health cssuser774ad41
The document discusses six key challenges for healthcare organizations undergoing redesign: (1) redesigning care processes, (2) incorporating performance measurements, (3) managing clinical knowledge and skills, (4) making effective use of information technologies, (5) coordinating care across settings, and (6) developing effective teams. The author believes redesigning care processes is the most important challenge because it impacts all the others. Other top challenges include incorporating performance measurements, managing clinical knowledge, and using information technologies effectively. The author argues that addressing these challenges will help healthcare organizations provide better, more efficient care.
The idea of strategy- a plan designed to achieve a goal – origin.docxarnoldmeredith47041
The idea of strategy- a plan designed to achieve a goal – originated in the military. Strategy is often confused with tactics, which are specific actions taken to achieve a goal. Strategy is also often confused with objectives. Objectives are long-term performance and outcome goals. Strategy is more comprehensive than tactics and objectives; it is an over- arching plan. Strategic planning can and should occur in an organization at many levels. For example, marketing strategy is an overarching plan that enables an organization to concentrate its limited resources on its greatest opportunities to increase sales, attain its goals, and sustain a competitive advantage (Baker 2008, 3). It is informed by careful analysis of the organization’s internal and external environments by the organization’s marketing research process. Finally, strategies at all organizational levels must align with and support the organization’s mission, vision, and values. This chapter begins with a discussion of mission, vision, and values in healthcare organizations and concludes with an explanation of the important role that healthcare marketing plays in achieving an organization’s mission and vision and living its values.
Mission and Vision
An organization’s mission statement is essential to its ongoing success (Bart and Tabone 1998). At the least, an organization’s mission statement should help to distinguish it from other organizations (Griffith 1988). At its best, a mission statement is the embodiment and self-image of an organization. The mission expresses the highest goals of an organization and provides strategic direction (Wiggins, Hatzenbuehler, and Peterson 2008). An organization without a clear, achievable mission is like a traveler without a road map. You seem to be making good time, but you don’t really know where you are going to end up.
In today’s increasingly competitive healthcare industry, it is imperative that mission-driven healthcare organizations—whether hospitals, physician practices, long-term care facilities, durable medical equipment distributors, or pharmaceutical companies—be able to achieve and maintain a clear, identifiable reputation; name recognition; and competitive advantage. What, if anything, distinguishes one hospital from all other hospitals, one pharmaceutical firm from another, or one group of physicians from any other group of physicians? For many decades, this need to set one’s organization apart from all other organizations of a similar nature was greatly hampered by the healthcare industry’s misunderstanding of—and disdain for—marketing. Indeed, a 2005 study of hospital mission statements found that nearly all contained similar language and claims regarding their commitment to the provision of high-quality care (Bolon 2005). In a 2008 study, researchers searched a random sample of hospital mission statements for key words associated with interest in and commitment to education and found that the missions of 21 of the 81 (26 .
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FINAL APPROVED Digital transformation of the health sector - summary record o...SochaBlue
The document discusses the opportunities and challenges of digital transformation in the health sector. It states that transformation is fundamentally a cultural change where technology provides tools to improve healthcare outcomes. While the role of doctors will change with new technologies, they are unlikely to be replaced. For health systems to successfully adopt digital tools, organizations need capabilities in their workforce, an understanding of customer needs, and courage to change practices. Key drivers of digital health include rising healthcare costs of aging populations and a shift towards preventative care models over the traditional treatment of sickness.
This document discusses patient-centered drug development and clinical trials. It defines patient centricity as meaningfully including patients, particularly in trial protocol design, and linking clinical trial goals with patients' needs and experiences. It emphasizes measuring what matters to patients. While patient centricity is seen as important, there is no consensus on how to measure it. The document explores definitions of patient centricity, challenges in measuring it, examples of companies working to include the patient voice, and the need for new approaches to drug development that place greater focus on the patient experience.
This document discusses patient-centered drug development and clinical trials. It defines patient centricity as meaningfully including patients, particularly in designing trial protocols, and linking clinical trial goals with patients' needs and experiences. It emphasizes measuring what matters to patients. While patient centricity is seen as important, there is no consensus on how to measure it. The document explores how companies are working to include the patient voice, such as through patient advisory boards and surveys to capture patient perceptions and experiences in clinical trials. It argues that simply talking about patient centricity is not enough, and that meaningful action is needed to achieve it.
The Patient-Centered Clinical Trial: A New ParadigmJohn Reites
The document presents a new paradigm for patient-centered clinical trials that aligns the heart, head, and hands. The heart refers to individual motivation and passion for patient care. The head sets the engagement strategy, vision, and measures of success. The hands demonstrate collaboration through processes and behaviors. Positive patient experiences and outcomes result from alignment in all three areas. The paradigm treats patients as whole human beings and listens to understand what patients value. Developing personal connections through relationships with physicians can increase recruitment and retention.
This document provides an overview of Dr Foster Intelligence's annual audit of hospital quality and performance in England. Some key findings include:
- 95% of trusts have reduced mortality rates over the past 5 years, with fewer trusts performing poorly and less extreme outliers.
- All trusts performing coronary artery bypass grafts have mortality rates within the expected range, though there is up to a 4-fold variation.
- Six trusts had above expected mortality for fractured neck of femur.
- Waiting times are falling but challenges remain for orthopaedics and diagnostics to meet 18-week targets.
- There is significant variation in following best practices and clinical guidelines across trusts and regions.
- Effective measures of patient safety
The document discusses improving health in communities by aligning incentives to make health profitable. It notes the US healthcare system is strained by chronic conditions exacerbated by an aging population. Experts discuss changing models and behaviors, and how to ensure healthcare reform improves overall community health rather than just preserving existing imbalances. Key ideas discussed include making health states profitable through business models, improving data sharing and transparency, and driving behavioral changes through community efforts.
Changing scenario needs an ever changing rational approach to healthcare terms and services.Where "tools"[your knowledge,interpretations,etc] helps you to make the picture better.
For our second edition of our brand new e-zine, we’re shining the spotlight on the intriguing topic of patient insights. We discuss the role of patient insights and what impact it has on improving patient outcomes, and highlight new ways pharma can engage with patients.
So what are you waiting for? Head over to the website now for the latest edition of Spotlight On. Again, if you like what you see, feel free to share it with others. And if the first edition passed you by, don’t worry, it’s still available to read. Enjoy!
Interviews with Dr Torsten Hoffmann (Summit Chairman), Dr Bertil Lindmark and Herbie Newell, speakers at the marcus evans Discovery Summit 2014, taking place in Lisbon, Portugal, 31 March - 1 April 2014.
Running head SKILLS ASSESSMENT PAPER1SKILLS ASSESSMENT PAPE.docxtodd521
Running head: SKILLS ASSESSMENT PAPER
1
SKILLS ASSESSMENT PAPER
4
Skills Assessment Paper
Summary of Skills
For the development of an organization to be successful and effectively achieve set goals and objectives, strong management and organization skills will be required (Bateman & Snell, 2007). Our Team A brings a broad spectrum of skills and talents coming from life, educational and work-related experiences. Each member of the team possesses unique skill sets that will bring fresh ideas, techniques and creative solutions to challenges in the development of our consulting firm.
A thorough evaluation of our team member’s skills, suggests that our key strengths lie within teamwork and dedication, creating presentations, critical thinking, problem-solving techniques, communication, research, and observations. With these skills, this team will be able to successfully achieve most tasks necessary in the development of a consulting firm. This team will need to use these skills to collaborate efforts in a cooperative manner to create, plan, develop and accomplish the goals of the consulting firm. This evaluation also portrays a strong dedication to learning and improving which is beneficial in the development of new skills that may be needed.
Most members of our team currently have educational and professional experience that proves an intense desire to improve and advocate change and educate communities to collaborate an effort enhancing the lives of individuals. This desire will effectively promote positive changes both within communities as well as at a societal level. The team’s overall commitment is to meet basic human needs through education, focusing on identification of challenges and prevention, as well as assist in overcoming personal and organizational obstacles that individuals may face. Our team is committed to improving the overall quality of life through advocacy and action.
The first type of consulting firm that we could possibly work with would be a human services/independent living consulting program. This program would collaborate with a client’s care givers, doctors and independent care organizations to assist in facilitating a client’s independence and improve or maintain health. This consulting firm would collaborate efforts to create an independent, long-term care plan that will enhance the develop of daily living skills, educate on services and programs available, exercise the right to make healthy living choices, and encourage pro-active involvement of all care-giving professionals in the pursuit of personal growth, presence, and participation in the long term care process. This program will improve and emphasis respect and dignity through the promotion of independence.
PLEASE ADD THE OTHER TWO TYPES HERE!
The types of problems these consulting firms might solve.
Inflexible regulatory and legal issues create competitive obstacles human services providers face when offering health services to communities.
Europe's Top 5 Effective Leaders in HealthcareV2_compressed (1).pdfinsightscare
‘Europe's Top 5 Effective Leaders in Healthcare’ we highlight the visionary leaders who have made significant contributions to the advancement of healthcare across Europe.
Making the Shift: Healthcare's Transformation to Consumer-CentricityProphet
In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.
Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.
Ahead of the marcus evans ACO & Payer Leadership Summit 2022, Sebastian Seiguer discusses why medication adherence should be a top priority for payers and ACOs.
Self Compassion Paper
Paper
Best Buy Co. Inc. Essay
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Paper
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The Future of Personalizing Care Management & the Patient ExperienceRaphael Louis Vitón
Actionable segmentation model findings - by Raphael Louis Vitón & Dream team of industry experts, physicians and leaders from Blue Cross, GEHealthCare, RingLeaderVentures, Maddock Douglas, Dr.Daniel Friedland, etc working on improving health outcomes by Personalizing the Care Management business model for Better Outcomes & Better Economics (through patient empowerment)
Running Head CASE STUDY 1 ARE OUR CUSTOMER LIAISONS HELPING OR.docxhealdkathaleen
Running Head: CASE STUDY 1: ARE OUR CUSTOMER LIAISONS HELPING OR HURTING? 1
CASE STUDY 1: ARE OUR CUSTOMER LIAISONS HELPING OR HURTING? 6
Case Study 1: Are Our Customer Liaisons Helping or Hurting?
Student Name
Institutional Affiliation
Instructor’s Name
Case Study 1: Are Our Customer Liaisons Helping or Hurting?
Introduction
In any hospital setting, Patient Care Executives usually are charged with the responsibility of ensuring that patients receive high-quality healthcare. At Holy Cross hospital, this position is created to give the executives an opportunity of managing the patients and allow doctors to focus on treating the patients. This is intended to make the functions of the facility much smoother. Initially, a lot of work was being put on the physicians, leaving them with too little time to attend to the patients and offer the quality of care that is required.
Recently, however, physicians have been complaining that the Patient Care Executives do not perform their duties as expected. As earlier mentioned, the position was created in this facility to ensure that patients are well-taken care of and other management functions are also handled effectively. Generally, it was meant to ensure smooth management of the healthcare organization and provide a smooth system and relationship between the PCEs and the healthcare providers. As an administrator, it is essential to work closely with HR to ensure that qualified and competent candidates are hired in this position to avoid future concerns from the physicians. As a result, a regular evaluation is required to identify the factors that affect the functioning of Holy Cross Medical Center.
External Environmental Forces
Various external factors affect the operation of Holy Cross Medical Center. Some of the major external forces include competition and patient outcomes. It is important to note that like any hospital, the patient outcome reflects the image of the organization to the public and clients typically. It is an advantage that in recent years, patient satisfaction has improved. This must be maintained or even further enhanced. Patient outcome is one of the factors that affect the organization because it plays a crucial role in determining patient retention and can improve the image of Holy Cross in public, consequently affecting its competitive advantage in the healthcare market. This means that if the PCEs and the healthcare providers are capable of working closely and collaboratively, they can improve patient outcomes and satisfaction within Holy Cross and bring success to the organization (Ginter, Duncan & Swayne, 2013).
Another external factor affecting the operations of the Holy Cross is competition. It is noted that the organization is surrounded by various healthcare organizations, both public and private, with relatively better facilities. Holy Cross is expected to compete with such organizations by offering better quality care. Competition, in this ca ...
The document discusses how healthcare payments are now determined by quality measures including patient experience, which represents 30% of scores. Improving employee engagement and connecting them to the hospital's mission is key to elevating patient experience. Contrast Creative helps healthcare organizations develop strategies to improve communication, employee engagement, branding, and patient engagement to increase satisfaction. They create customized content and have partnered with organizations like Duke University Hospital to positively impact work culture and patient experience.
The Joint Commission Has Instituted A Number Of Goals...Valerie Burroughs
The Joint Commission has instituted several goals nationally to improve patient safety. The goals focus on areas of concern in healthcare like patient identification, communication between caregivers, and medication safety. The Joint Commission accredits hospitals and other healthcare organizations to evaluate them based on performance standards related to patient care, safety, and rights.
Emma logsdon· 4· 5 the six challenges for resigning health cssuser774ad41
The document discusses six key challenges for healthcare organizations undergoing redesign: (1) redesigning care processes, (2) incorporating performance measurements, (3) managing clinical knowledge and skills, (4) making effective use of information technologies, (5) coordinating care across settings, and (6) developing effective teams. The author believes redesigning care processes is the most important challenge because it impacts all the others. Other top challenges include incorporating performance measurements, managing clinical knowledge, and using information technologies effectively. The author argues that addressing these challenges will help healthcare organizations provide better, more efficient care.
The idea of strategy- a plan designed to achieve a goal – origin.docxarnoldmeredith47041
The idea of strategy- a plan designed to achieve a goal – originated in the military. Strategy is often confused with tactics, which are specific actions taken to achieve a goal. Strategy is also often confused with objectives. Objectives are long-term performance and outcome goals. Strategy is more comprehensive than tactics and objectives; it is an over- arching plan. Strategic planning can and should occur in an organization at many levels. For example, marketing strategy is an overarching plan that enables an organization to concentrate its limited resources on its greatest opportunities to increase sales, attain its goals, and sustain a competitive advantage (Baker 2008, 3). It is informed by careful analysis of the organization’s internal and external environments by the organization’s marketing research process. Finally, strategies at all organizational levels must align with and support the organization’s mission, vision, and values. This chapter begins with a discussion of mission, vision, and values in healthcare organizations and concludes with an explanation of the important role that healthcare marketing plays in achieving an organization’s mission and vision and living its values.
Mission and Vision
An organization’s mission statement is essential to its ongoing success (Bart and Tabone 1998). At the least, an organization’s mission statement should help to distinguish it from other organizations (Griffith 1988). At its best, a mission statement is the embodiment and self-image of an organization. The mission expresses the highest goals of an organization and provides strategic direction (Wiggins, Hatzenbuehler, and Peterson 2008). An organization without a clear, achievable mission is like a traveler without a road map. You seem to be making good time, but you don’t really know where you are going to end up.
In today’s increasingly competitive healthcare industry, it is imperative that mission-driven healthcare organizations—whether hospitals, physician practices, long-term care facilities, durable medical equipment distributors, or pharmaceutical companies—be able to achieve and maintain a clear, identifiable reputation; name recognition; and competitive advantage. What, if anything, distinguishes one hospital from all other hospitals, one pharmaceutical firm from another, or one group of physicians from any other group of physicians? For many decades, this need to set one’s organization apart from all other organizations of a similar nature was greatly hampered by the healthcare industry’s misunderstanding of—and disdain for—marketing. Indeed, a 2005 study of hospital mission statements found that nearly all contained similar language and claims regarding their commitment to the provision of high-quality care (Bolon 2005). In a 2008 study, researchers searched a random sample of hospital mission statements for key words associated with interest in and commitment to education and found that the missions of 21 of the 81 (26 .
Similar to Putting the patient first in pharma, an interview with ucb’s jean christophe tellier, by bob atkins (20)
The idea of strategy- a plan designed to achieve a goal – origin.docx
Putting the patient first in pharma, an interview with ucb’s jean christophe tellier, by bob atkins
1. HEALTHCARE AND LIFE SCIENCES PRACTICE
Putting the patient
first in pharma:
UCB’s Jean-Christophe Tellier
Consumers are exerting unprecedented control
over their healthcare spending, leaving payors and
providers alike scrambling to adopt a customer-
focused mind-set. For these organizations, which have
direct contact with patients, the move to offer better
customer service and greater access to information
is a necessity amid fierce competition. But does this
imperative of putting the customer first extend to all
players in the healthcare industry, even those that
don’t interact directly with patients?
Jean-Christophe (J.C.) Tellier believes so. Tellier joined
UCB in 2011 after a distinguished career in which he
held senior positions at pharmaceutical companies
such as Macrogenics and Novartis. UCB, a Belgium-
based multinational that focuses on drugs to treat
neurological and immunological chronic diseases, has
8,500 employees in approximately 40 countries and
generated nearly $4 billion in revenues in 2014.
Since taking the helm in January 2015, Tellier has
sought to promote the concept of“patient value”
throughout the organization. UCB has pursued a
range of strategies to forge a stronger connection
with the end users of its products. Tellier believes
that UCB can deliver lasting value only by better
understanding the specifics of complex diseases and
truly listening to the real needs of patients in order
to improve their quality of life.
Heidrick & Struggles’Bob Atkins recently spoke with
Tellier to learn about UCB’s efforts to embrace a
patient value mind-set at all levels of the organization,
how UCB measures progress in this area, and the
critical role that culture plays in putting the patient
front and center.
Heidrick & Struggles: How you would define your
patient-focused approach?
J.C. Tellier: Traditionally, the patient has
been relatively far from the pharma industry’s
consciousness. If you think about the past 10 to 20
years, biopharma companies have been organized
The CEO of multinational biopharma company UCB describes how
its focus on patients is creating business opportunities and instilling
a deeper sense of purpose across the organization.
Heidrick & Struggles 1
2. around key functions: for example, regulatory
compliance, account management, and sales. None
of these functions was really focused on the patient. A
stronger patient focus reminds us every day that our
purpose is helping people who suffer from chronic
diseases to manage their condition and improve their
quality of life.
Now, our challenge is to take patient centricity — or
what I call patient value — to the next level. It involves
integrating the patient into every step of our activity
chain, from research to marketing and sales, to drive
better solutions and meet the patients’diverse needs
more effectively.
Heidrick & Struggles: Has patient value also changed
UCB’s approach to research and clinical development?
J.C. Tellier: Today, the vast majority of clinical
development involves taking all the patient
populations with one disease — rheumatoid arthritis,
Parkinson’s disease, epilepsy — and then dividing
them randomly into two groups: one exposed to
the new treatment, one that is a control group. The
results from a relatively large number of patients are
observed over a long period of time to see if their
response is typical for this disease.
This approach does not give you a very true picture
of reality. Chronic diseases are indeed very complex
conditions with diverse symptoms and root causes.
By better connecting science with patients from
the start and by leveraging new scientific advances
such as human biology, biomarkers, genetics, and
analytics, we can define specific patient populations
more precisely and gain a better understanding of
how different patients react to potential treatments.
The likelihood of success significantly increases, and
the odds that we can come up with breakthrough
solutions and create more targeted value for the
patient become much higher.
A good example of this approach is romosozumab,
one of the key drugs on UCB’s late-stage
development pipeline. The drug, an anti-sclerostin
monoclonal antibody, was developed as a result of
our observations of a small group of South African
people with a specific genetic profile: they suffer
from a disorder called sclerosteosis; it is caused by a
specific gene and characterized by bone overgrowth.
Our scientific research around that gene enabled us
to explore the potential it might have in rebuilding
bone mass in people who are suffering from bone-
reduction diseases such as osteoporosis. If successful,
UCB’s romosozumab would probably be the first
compound that could be used not just to stop bone
resorption but to stimulate bone formation.
Heidrick & Struggles: Has the move to patient value
changed how the organization is structured?
J.C. Tellier: UCB is not organized by function but by
the patient value that we want to create. We have
patient value teams in each of our major therapeutic
areas. That has facilitated cross-functional teams
working at every level of the organization to be
as close as possible to the customers and to the
outcomes that we want to deliver.
Patient value is also a key focus for the many
employees — such as those in human resources,
legal, or research — who don’t have that direct
connection between their work and the potential
value for patients. Our solution is to give them field
experience with a sales representative or an account
manager to learn about the lives of patients, how they
interact with their physicians, and, more important, to
understand the business we are in. When they come
back, they don’t see the company the same way. They
gain an understanding of how we can all look at our
resources, the time to maximize the impact, and the
value that each of us can create for the patient.
The key characteristic of our organizational structure
is that it is more connected. No one person owns the
solution. It’s always the result of a cross-functional
team with shared accountability working together
to understand the complexity of the environment.
2 Putting the patient first in pharma: UCB’s Jean-Christophe Tellier
3. Nothing can come just from the top through
directives and a hierarchical culture. To be efficient
in that more open and complex environment, you
need to be crystal clear on the vision, the objective,
the expectation, and the framework. Within this
framework, however, each of us needs space to own
the solution in order to create patient value.
Heidrick & Struggles: It’s always been my belief that,
in any kind of organizational change, the single most
important factor is that the senior management team
models the right behaviors.
J.C. Tellier: Every employee looks to the senior
leadership team, and in particular the executive
committee, to see if we are“walking the talk.”Culture
is probably one of the most important elements
in achieving this strategy, because it’s essential in
creating consistency throughout the company. If
the organization sends one message, the leader
sends another message, and the strategy sends a
third message, then it’s very difficult to overcome
this misalignment. Making sure that we have an
organization built on the value that we can create
for patients is an important element. Consistency is
critical to make these changes successful.
It’s also important to have transparency and share the
progress together. Then people can see what we are
doing right, where we are improving, and where we
are facing some challenges. I do think that also creates
a lot of energy. When we share the same learnings,
when we share the same objectives, and we respect
each other, we can leverage the team’s differences
and diversity to make the whole company much
stronger. And that makes the overall organization
much more confident in our ability to deliver what we
are aiming for.
From my perspective, it’s very important to build this
environment of trust and safe space. Otherwise, you
never will get the feedback that you need in order to
continue to grow.
Heidrick & Struggles: How do you measure progress?
J.C. Tellier: First, I’m convinced that if we are doing
good things for the patient, we are doing good things
for UCB and for the shareholders. That’s the best
way to maximize our impact. Second, we think these
strategies should translate into a higher engagement
from our people, so we are measuring the level of
Education
Doctor of Medicine (M.D.), University of
Reims Champagne-Ardenne, France
Post-graduate: Rheumatology, University
of Paris V; France Executive business
programs at Harvard and INSEAD
Career highlights
UCB
CEO (2015–present)
Executive Vice President,
Biopharma Brands and Solutions (2011–2014)
Ipsen
President and General Manager of North
American Operations (2009–2011)
Macrogenics
Executive Vice President and Chief
Commercial Officer (2008–2009)
Novartis
Chairman and CEO,
Novartis Pharma France (2006–2008)
CEO,
Novartis Pharma Belgium (2003–2006)
Jean-Christophe
Tellier
Heidrick & Struggles 3
4. engagement on a regular basis. The third element
is customer satisfaction. A couple of years ago, we
started conducting in-depth analysis of the level of
satisfaction of our partners, or other people with
whom we are interacting. We started with physicians
to get a qualitative idea of their experience. And so we
are doing that on a more regular basis.
We are also considering how we can evaluate
the patient experience across geographies and
understand how it can be improved. Getting more
input from stakeholders, including our employees and
patients, will be the way to go.
Heidrick & Struggles: Do you agree that the
industry is still pretty much in the early stages of the
patient-centric journey?
J.C. Tellier: I do, and I think we are moving in the
right direction. In the past century or so, the life
expectancy has increased by 30 years. A good share
of this progress is due to medication, but it’s not
always recognized. The industry should embrace
its achievements: I think that we can be reasonably
proud of what has been achieved during the past
century and how medications have helped patients to
manage their condition and extend their life span.
The new patient value approach we’re advocating
for will hopefully enhance the industry’s reputation
compared with what we have today. A key to the
industry’s success going forward will be for all
stakeholders to learn how to work better together
rather than fall into an adversarial dynamic of industry
against payers or regulators or physicians.
Clearly, there is value to building cross-discipline
relationships and putting different stakeholders
together to achieve results, avoid wasted effort, and
make sure that any dollar invested by any key partner
creates the maximum value for the patients. As the
industry continues to evolve, the voice of the patient
will be more and more powerful in helping us to work
better together — for them.
This interview was conducted by Bob Atkins, a partner
in Heidrick & Struggles’Philadelphia office and
a member of the Healthcare and Life Sciences Practice
(ratkins@heidrick.com).
4 Putting the patient first in pharma: UCB’s Jean-Christophe Tellier
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