Standardizing care cost-effectively, while carefully tracking individual patients' progress through the care continuum, has challenged health systems around the country. In an excerpt adapted from a new book, the author, the operations strategist at ScrippsHealth, describes how one of the nation's leading integrated delivery organizations has answered the call.
How should an integrated health care network sell itself? Four very different systems talk it over with the president of the American Hospital Association's Society for Healthcare Strategy & Market Development.
UniHealth was evolving into the essence of a modern integrated delivery network. Should it hang its name on the parts of its system? One architect of that decision takes a look back at a debate that forced fundamental questions about the identity and soul of an organization.
Aurora Healthcare in Wisconsin gets high marks in the marketing community for conveying a strong and consistent image to its potential customers. Here, the VP for business development and market planning for Aurora's St. Luke's Medical Center offers a way to think through how your organization sells itself.
Forget "stage four" markets and the managed care revolution for a second. Hospitals have to focus on the basics: cutting costs and delivery high quality care. A consultant shares two tales from the road to high performance.
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