Since the explosion of COVID-19, most countries have put in place public health measures to “flatten the curve” and accepted the concomitant economic pull back. But there is another number everyone should watch now: the capacity in hospitals to deliver critical care in intensive care units (ICU) with ventilators. It is the metric that indicates whether hospital systems will be overwhelmed.
Topic Organizational excellence
Artificial intelligence (AI) has the potential to transform how healthcare is delivered. A joint report with the European Union’s EIT Health explores how it can support improvements in care outcomes, patient experience and access to healthcare services. It can increase productivity and the efficiency of care delivery and allow healthcare systems to provide more and better care to more people. AI can help improve the experience of healthcare practitioners, enabling them to spend more time in direct patient care and reducing burnout.
State and federal stakeholders are sharpening their focus on the dual eligible population. What will it take to improve quality, outcomes, and value for this population?
This analysis reflects carrier participation, pricing, and plan type trends for the 2020 individual exchange open enrollment period. Findings are across 50 states and DC.
Although they are often pursued as an approach for vertical integration, their value is not always clearly demonstrated.
In transformations, healthcare providers and payers must attend to their organizational health, not just their short-term performance.
Medicaid’s scale and complexity are unprecedented. State Medicaid leaders will need to innovate if they are to develop the capabilities that will enable them to steer their agencies into the future.
Done well, a recovery phase can be used as a catalyst—or jolt—to move a hospital trust towards a sustainable improvement in performance. Done poorly, it can leave the trust in a “turnaround trap”.
Agility requires organizations to be dynamic and stable. Master agility, and you’ll be equipped to meet the demands of a turbulent healthcare environment. Don’t, and you’ll be left behind.
The odds are stacked against healthcare organizations as they pursue sustained growth and differentiated performance. Six strategies can help them achieve successful transformations at scale.
The US health insurance industry continues to be defined by uncertainty. The 25 articles in this compendium can help health insurers navigate the changes ahead.
A new concept, organizational agility, can help healthcare companies adapt more quickly to changing customer needs, competitor responses, and regulatory guidelines—without requiring a full-scale restructuring.
This new framework can help states improve their ability to design and contract for managed Medicaid programs for these individuals—and maximize the programs’ likelihood of success.
Two steps—increasing healthcare-sector productivity and improving healthcare-market functioning to better balance the supply of and demand for health services—would likely produce sufficient savings to lower medical cost inflation to the rate of GDP growth.
To make meaningful progress on gender diversity, companies must move beyond the averages and focus on the biggest pain points.
Last year, in partnership with LeanIn.Org, we conducted the first annual comprehensive study of the state of women in corporate America. The findings reveal challenges – but also optimistic notes – for women in healthcare.
The former CEO of Kaiser Permanente describes the formative experiences that led him to champion gender diversity, and reflects on the ways that diversity benefits both leaders and organizations alike.
An evolved approach to RN staffing, optimizing the nursing skill mix leads to lower costs, improved RN satisfaction and better patient outcomes. Here's how to get from 'here' to 'there.'
Restructuring can help a payor become more nimble and innovative—but only if the redesign is rigorously planned to help deliver on the company’s most pressing strategic imperatives and is carried out in combination with improvements to organizational health.
Regulatory changes and the economic recession have disrupted the U.S. healthcare industry, threatening to erode the advantages of market leaders. As many payors turn to M&A strategy, its imperative for them to understand the inherent risks and the factors that guide M&A success.
This series of articles examines transformational imperatives specific to health systems in the post-reform era, drawing on extensive work with healthcare stakeholders across the value chain.
By giving nurses more control over their work environment and more opportunities for professional advancement, hospitals and health systems can reduce nurse turnover, lower costs, and improve patient care.
Given today’s realities, health systems must look beyond the traditional economies of scale if they want to reap the full benefits of M&A. They must consider other economies that M&A can offer, commit themselves fully to the effort, and execute flawlessly.
Operating margins at AMCs are under severe pressure, placing their tripartite mission at risk. To survive, AMCs need significant structural and cultural changes. Five steps are imperative if they are to navigate the challenges ahead.