Harvard Business Review
OCTOBER 11, 2018
trillion on health care , or more than $10,000 per person, which is twice as much as any other industrialized country. If the Affordable Care Act unravels in the near term, the number of insured could creep back up to 50 million, the level in 2009. The Future of Health Care. Bjarte Rettedal/Getty Images.
Harvard Business Review
MAY 31, 2017
Before 1999 “performance” had a simple, unidimensional definition for health care leaders and their boards: It was shorthand for the CFO’s financial report, summarizing operating margins. The financial health of the organization was the most important metric for management and governance to follow.
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N2Growth Blog
FEBRUARY 8, 2019
Maybe your CFO is a family friend. And, you operate in a fishbowl. He holds a BA in Philosophy and History from Colorado College and an MBA in Health Care Administration from the University of Colorado Colorado Springs. Their organizational culture happens by default. You’re avoiding some tough calls. Here’s an example.
Harvard Business Review
OCTOBER 26, 2011
As finance shifts its focus from controlling costs to advising managers on improvement activities, CFOs must change their thinking and behaviors. Getting the CFO on board is key. CFO Tim Olson of ThedaCare , a healthcare system in Wisconsin, went through a similar conversion. Then I became an advocate. Now I know that.".
Harvard Business Review
DECEMBER 2, 2016
In this case, a team of the Rotterdam Eye Hospital’s CEO, CFO, managers, staff, and doctors wanted to understand how their patients felt when they entered the hospital and what could be done to improve their experience. Innovating for Value in Health Care. They started with patient-first thinking. Insight Center.
Harvard Business Review
JULY 31, 2017
There has been a rapid uptake in health care, consumer marketing, crime reduction, agriculture, scientific research, and many other areas. The issue is that they operate as artisans, not scientists. This makes it difficult to justify investment in change management with the rigor that a data-driven CEO or CFO might expect.
Harvard Business Review
OCTOBER 18, 2013
Banner’s leaders used its G&A success to extend the optimization program to its clinical operations, starting with Banner Good Samaritan Medical Center, the system’s flagship teaching hospital in Phoenix. The result is akin to turning on a light bulb—it releases the energy needed to truly transform the quality and cost of care.
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