The Public Private Debate Whats Best For Hospitals
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The document discusses the role of the private sector in healthcare and lessons learned from public-private partnerships. It argues that the private sector can help keep costs low by bringing scale and process efficiencies, while also increasing innovation. The document analyzes 12 areas of healthcare operations and determines which are core to patient care and which may benefit from alternative sourcing arrangements. Finally, it emphasizes that strategy without tactics leads to slow victory, and tactics without strategy leads to defeat.
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Decision-making in today’s environment is difficult, and
new managers in R&D and other technical positions are
often shocked at the lack of systematic decision-making
they find in their interactions with upper management
and their peers in other parts of the organization.
However, there is a well-tested source of insight into how
to improve the decision-making in business: the scien-
tific method. Although it has revolutionized our lives and
the ability to manipulate our material world, the scien-
tific method has not been widely adapted for business
executives. Nevertheless, we believe it can improve the
efficiency and effectiveness of decision-making for
executives, research managers, and business leaders in
general.
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play a role in overcoming several of the key decision-
making deficiencies. We then describe a five-step
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method techniques in daily decision-making, illustrated
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Three key macro-level elements that differentiate the
daily decision-making of today include information
overload, shareholder pressure, and shortened business
cycle time:
• The search tools in use for problem solving by execu-
tives at most companies today yield a quantity of infor-
mation that can be overwhelming. This situation has
increased the importance of knowledge management
skills to sort the data, identify what is truly relevant, and
then to create value from it.
• Shareholder pressure, a result of the rise in worldwide
capital markets, has led to a relentless drive to achieve
short-term financial results, often at the expense of long-
term considerations. A number of well-known corporate
failures may have resulted from the pressure to achieve
consistent growth at any cost.
• Finally, the time-to-market and overall business cycles
have shortened to a level unimaginable 50 years ago.
Decisions must be made faster than ever before (1).
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Paul Friga was clinical associate professor of strategic
management at the Kelley School of Business at
Indiana University in Bloomington, Indiana, when this
article was written. He is now a professor at the
Kenen-Flager School of Business, Chapel Hill, North
Carolina. He researches strategic decision-making,
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practices, and entrepreneurship. His work has been
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challenges executives face in their quest for better per-
formance. Next, we introduce some of the basic tenets
from the scientific method and describe how they can
play a role in overcoming several of the key decision-
making deficiencies. We then describe a five-step
process that can assist in the implementation of scientific
method techniques in daily decision-making, illustrated
by a case study relating to new technology develop-
ment.
Challenges Executives Face
Three key macro-level elements that differentiate the
daily decision-making of today include information
overload, shareholder pressure, and shortened business
cycle time:
• The search tools in use for problem solving by execu-
tives at most companies today yield a quantity of infor-
mation that can be overwhelming. This situation has
increased the importance of knowledge management
skills to sort the data, identify what is truly relevant, and
then to create value from it.
• Shareholder pressure, a result of the rise in worldwide
capital markets, has led to a relentless drive to achieve
short-term financial results, often at the expense of long-
term considerations. A number of well-known corporate
failures may have resulted from the pressure to achieve
consistent growth at any cost.
• Finally, the time-to-market and overall business cycles
have shortened to a level unimaginable 50 years ago.
Decisions must be made faster than ever before (1).
Ultimately, decision-making is done on an individual
level. Alarmingly, much of the research suggests that
humans are extremely limited in their decision-making
Paul Friga was clinical associate professor of strategic
management at the Kelley School of Business at
Indiana University in Bloomington, Indiana, when this
article was written. He is now a professor at the
Kenen-Flager School of Business, Chapel Hill, North
Carolina. He researches strategic decision-making,
knowledge transfer, intuition, management consulting
practices, and entrepreneurship. His work has been
published in The Academy of Management Learning
and Educa.
Top 12 NET IMPACT for investors and innovators
Top 12 of NET IMPACT for Investors & Innovators
12: Net Impact of the First Step
11: Small Part-> Big Impact
10: Impact Scaling Risks
9: Effectivity: Impact Types
8: Impact Alpha: Facts & Figures
7: Impact Risks
6: Business Dimensions
5: Efficiency: Impact P's
4: Impact Materiality (Oops forgot the 2nd NOT here)
3: Impact of Core Activities
2: Impact: Profitability & Prosperity
1: Impact MOAT Contribution to the Global Goals
the-effective-founders-project.pdf
The most effective founders treat people like volunteers by inspiring them and helping them understand how they personally gain from working hard towards the startup's success. They develop a shared vision and purpose among employees. This leadership style leads to higher employee agreement that the founder leads by inspiring people and gets others to feel they share the same vision. Treating people like volunteers is effective across countries, economies, and industries. It helps founders build a talent monopoly by understanding what attracts and motivates the best people.
Lss healthcare whitepaper
While Lean Sigma is not a silver bullet for driving business performance improvement, it is a key element of a high-performing business ecosystem which provides the ongoing catalyst to drive innovation while also improving business outcomes.
Abhi Market Access Conference V3
I gave this speech at the ABHI market access conference in June 2010 on the NHS and chances to work in partnership.
Patient Engagement: Motivation as the Tipping Point
1) The document discusses using patient motivation as the tipping point for successful patient engagement and care management. Analytics can be used to stratify patients based on motivation and risk levels.
2) Intervening with high-risk, high-cost patients and those who are highly motivated can lead to improved compliance, reduced costs from avoidable hospitalizations and complications, and healthier populations.
3) Combining risk stratification, clinical integration, and data sharing allows care managers to engage the right patients and bring about fundamental changes in behaviors that spread through communities.
product development checklist manifesto
The document discusses how checklists can be used to improve product development processes. It provides examples of effective checklists from hospitals and Apple. Checklists increase "eptitude" by ensuring knowledge is consistently applied, diminish complexity, impose discipline, focus attention, aid judgment, and encourage efficiency and conversation. Product development checklists could focus on features, testing, and deployment. Teams should get buy-in, create checklists iteratively, and use data to identify areas to target.
Presentation at Hargraves CONNECT: The evidence-based organization
Presentation at Hargraves CONNECT: The evidence-based organizationJan Recker @ University of Hamburg
The document discusses the importance of evidence-based decision making for organizations. It argues that relying on valid, reliable evidence from internal and external sources, rather than just opinions, intuition or rules of thumb, can help organizations innovate more effectively and reliably. Looking at what truly drives success for both average and exceptional performers within an organization, rather than just following standard processes, can help uncover the true root causes of performance that can be replicated elsewhere. With access to data and data science capabilities, organizations can capitalize on available evidence to support innovation and level hierarchies between those with opinions versus facts.The Harsh Reality of Pursuing Innovations: Emerging Market Perspectives
We start with a common understanding of innovation as the process of creating new “things” out of useful and novel ideas, followed by creating new values once the “new things” become goods and/or services accepted by customers in the marketplace. It is the degree of ‘usefulness’ and ‘novelty’ that will determine the possible value a customer may realize, and thus a firm may gain when providing them to the market.
John seddon it’s the system stupid!
The document discusses the "Vanguard Method" which challenges conventional management thinking. It argues that management assumptions can lead to sub-optimization in organizations. The Vanguard Method takes a systems approach to understand an organization, revealing counterintuitive truths. Specifically, it finds that 95% of variation in worker performance is due to the system, not the workers themselves. It advocates measuring actual performance in customer terms to drive improvement.
Marketing Producded by Venkatesh
Everywhere is marketing in the world.
“Meeting Needs Profitability”
Marketing is an organizational function
and set of processes for
creating, communicating & delivering value to customers and
for managing customer relationships in ways that
benefit the organization & its stakeholders
Production Concept
Service Concept
Selling Concept
Product Concept
Marketing Concept
Holistic Concept
Internal Marketing
Integrated Marketing
Relationship Marketing
Performance Marketing
Digital Health Success Stories (and Failures) Report - Part 2
Part 2 of our report looks closely at some of the high profile failures to date in order to highlight warnings signs for projects and collaborations in the future. You’ll hear from Skip Fleshman, General Partner at Asset Management Ventures, about his perspective on the enormous investment being pumped into the market and how it should be managed. You’ll get an insider view from Cure Forward and Imperial College Health Partners about some of the reasons behind failures they have experienced and what we can learn from them. And through 2 case studies, you’ll learn more about how transparent and accurate results and trials are integral to ongoing development and success.
How ImagineSoftware is Changing the Game for Healthcare Revenue Cycle Managem...
This edition features a handful of business leadersHow ImagineSoftware is Changing the Game for Healthcare Revenue Cycle Management several sectors that are at the forefront of leading us into a digital future.
LEAN SIX SIGMA HEALTHCARE
Ricardo Leaño is a physician, anesthesiologist, and healthcare executive with extensive leadership training and certifications in business administration, quality improvement, and Lean Six Sigma. He advocates applying Lean and Six Sigma principles through the H.O.R.S.E. framework to empower healthcare organizations, reduce waste, and improve processes, patient outcomes, and financial sustainability. The presentation emphasizes eliminating variation through data-driven problem solving and focusing on continuous process improvement.
Innovating in Good Times & in Bad: Best Practices in Innovation
In the current economic climate, the discipline of innovation is taking a different form. Leading organizations recognize the importance of investing in their future to be in a stronger competitive position in a post-economic crisis world. But what exactly are companies doing to stay ahead of the curve and how are they building their innovation programs to accomplish this?
Fortune 1000 innovation health verbatim comments
A Summary Of Findings & Respondent Verbatim Comments From A Recent Study Of Innovation Culture, Orientation, And Performance Inside Fortune 1000 Companies
Growth hacking
This document discusses the concept of tipping points and how small actions can create large changes through growth hacking. It identifies three key factors for creating a tipping point: the law of the few, stickiness factor, and power of context. The law of the few refers to certain individuals ("connectors", "mavens", "salesmen") who can spread ideas widely. The stickiness factor means making ideas unique and engaging to capture attention. The power of context means enabling situations using psychological principles to allow ideas to spread virally. The overall message is that intelligently applying these factors of tipping points can enable significant changes through focused growth hacking efforts.
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Patient Engagement: Motivation as the Tipping Point
Patient Engagement: Motivation as the Tipping Point
Presentation at Hargraves CONNECT: The evidence-based organization
Presentation at Hargraves CONNECT: The evidence-based organization
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Innovating in Good Times & in Bad: Best Practices in Innovation
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The Public Private Debate Whats Best For Hospitals
- 1. The Public-Private Debate Best Practices & Future Directions Paul Faguy Integrated Vice President St. Joseph’s Healthcare Hamilton Hamilton Health Sciences
- 2. “ There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” Niccolo Machiavelli
- 5. Transactional to Strategic Transactional activity is defined by the importance of what is done or accomplished or delivered, not how. Strategic actions are activities that define the very nature of the enterprise. Any enterprise that wishes to succeed must constantly shift its intellectual energies from the transactional to the strategic. What is transactional for one organization, is strategic for another!
- 6. “ A secret in life is to keep things simple, but not too simple.” Albert Einstein
- 12. “ The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” Albert Einstein
- 13. First decide what is core and then determine opportunity and priority.
- 14. A Working Perspective Our core competency is the patient care process and relationship.
- 16. N Laundry and linen Y Inpatient nutrition N Retail food N Materials management N Parking N Grounds keeping N HR BPO N Transportation N Core housekeeping Y Clinical housekeeping Y Emergency physicians Y Security Y Nursing relief Patient care core
- 17. High Impact Medium Impact Low Impact H M H H Laundry and Linen H M M H Retail food H H M M Materials management H H H H Parking H M H H Grounds keeping H H H L HR BPO H M H H Transportation M L L H Core housekeeping Economies of scope Innovation Transfer of risk Lights on