Harvard Business Review
JUNE 19, 2017
To address this problem, in 2011 a group at Mayo Clinic led by the Department of Obstetrics & Gynecology launched an initiative to transform prenatal care from this medicalized model to an innovative wellness model. In 2016 it was added as a standard care option at Mayo Clinic in Rochester, Minnesota. Home-monitoring equipment.
Harvard Business Review
MARCH 2, 2018
We have closely studied three of these models: The Helix Center at Imperial College London, the Center for Innovation at the Mayo Clinic, and the Consortium for Medical Technologies at Massachusetts General Hospital.
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Harvard Business Review
DECEMBER 22, 2014
The challenges of combining and managing the resources and operations of the different organizations and aligning their cultures may actually make the goal of integrated, patient-centered care much harder to achieve. In 2011 Mayo elected to follow this course. What’s the alternative?
Harvard Business Review
DECEMBER 31, 2015
When redesigning the new and expanded emergency room at the Mayo Clinic’s Saint Marys Hospital in Rochester, Minnesota, Mayo leaders didn’t just want to add more rooms and square feet. Mayo is now evaluating the use of RFID systems in other areas of patient care. Use technology to identify and address barriers.
Harvard Business Review
DECEMBER 3, 2015
Dr. Ryan Uitti, a neurologist at Mayo Clinic in Jacksonville, used a simple spreadsheet to track outcomes for patients with Parkinson’s disease for more than a decade. Last year, Mayo’s Center for the Science of Health Care Delivery (CSHCD) worked with Dr. Uitti to launch a broader outcomes measurement program.
Harvard Business Review
OCTOBER 23, 2017
Mayo Clinic’s Dr. Shehzad Niazi had a problem. Patients give the program high ratings, and Mayo doctors are happy too; natural language processing and strategically-designed automated-report generators are saving them time — 15 minutes per initial evaluation per patient, on average.
Harvard Business Review
MARCH 1, 2011
The Mayo clinic in Minnesota shows that care can be coordinated. Coordinating health care information technology requires government action, which was a decade slow in coming. Will hospital managers search for efficiency, or continue to manage volume? Look deeper and the situation becomes even more puzzling.
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