Six Disciplines

OCTOBER 4, 2011

Breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance. By creating a closed-loop management system, companies can avoid such shortfalls. Innovate Purposefully ). Discipline I. Decide What's Important ). Discipline IV.

System 98

System Balanced Scorecard Execution Strategy 98

Six Disciplines

OCTOBER 4, 2011

Breakdowns in a company’s management system, not managers’ lack of ability or effort, are what cause a company’s underperformance. By creating a closed-loop management system, companies can avoid such shortfalls. Innovate Purposefully ). Discipline I. Decide What's Important ). Discipline IV.

System 85

System Balanced Scorecard Execution Strategy 85

Harvard Business Review

DECEMBER 2, 2015

A “value management office” can greatly enhance an institution’s ability to improve outcomes and costs across the enterprise. ICCI now has five full-time employees with expertise in analytics and project management and three part-time graduate students. Integrate quality data into care delivery.

Health Care 8

Health Care Management Cost Efficiency 8

Harvard Business Review

OCTOBER 14, 2013

As we move forward we need to be mindful of two principles that must be at the heart of any fundamental health care reform: “no margin, no mission” and “if you can’t measure it, you can’t manage it.” Specifically, the center wants estimates of: The costs of caring for groups of patients with similar conditions. Kaplan and Michael E.

Health Care 8

Health Care Kaplan Porter Cost 8

Harvard Business Review

OCTOBER 3, 2013

Harvard Pilgrim agreed to design new, innovative plans whose features included waiving such liabilities as co-payments if a member chose a high-value RCR provider for the surgery. Follow the Leading Health Care Innovation insight center on Twitter @HBRhealth. Leading Health Care Innovation.

Insurance 8

Insurance Health Care How To Price 8

Harvard Business Review

OCTOBER 22, 2015

These efforts were part of the providers’ quest to increase the value of their care delivery — in other words, achieve better outcomes at the lowest-possible cost. Every Mayo value-improvement project tests one or more innovations for improving the value of care. Test process-improvement suggestions.

Mayo 8

Mayo Health Care Committee Project 8

Harvard Business Review

JANUARY 25, 2012

Tommy was a director and Jane was the Midlands regional sales manager for Egan & Sons, a supplier of doors and staircases to Westmid for 63 years. The Power of Customer Costing. The lack of traceability and transparency extended to the costs for specialized equipment that was used only for particular products or customers.

Case Study 14

Case Study P&L Cost Due Diligence 14