Why innovation health care hard harvard business review

Managed Care and Integrated Health Networks

BusAdm 757-001

Office: S379

Office Hours: Wednesday 4:00 – 5:00;

Email: hekman@uwm.edu

Course description

Grading

Five individual case write-ups………………………25 percent

2. Case Presentation (15 percent of final grade). Each student will present one of the cases. The presentation should not exceed 30 minutes and should have two main components. First, the presentation should cover the details of the case so that everyone is up to speed regarding its main points. Second, the presenter will seek to persuade the class that their answers to the assigned case questions are correct. To do so, presenters should clearly lay out the logic supporting their own opinion and also pre-emptively refute contrary opinions. Presenters should be prepared for potentially tough questions from the audience. This case presentation is intended to help presenters gain experience analyzing difficult healthcare problems and defending their proposed solutions.

Table 1. Schedule of Individuals Writing-up and Presenting Each Case.

4. 1. 2. Reasons and ways to control specialist’s pay

      3. Why physician autonomy is important for high quality medical care

      8. “Stayin’ alive” or “puttin’ on the ritz:” Why healthcare provider competition should be based on reducing costs rather than increasing revenues

   2. Managing Healthcare Customers Topics

      5. How shared decision-making between providers and patients can ease doctor workload and reduce patient anxiety

   3. Managing Healthcare Process Topics

      5. Increasing transparency: Ways to increase trust and decrease the amount of information that doctors, health plans and patients withhold from each other

      6. How hospital design and regulations could decrease surgical, pharmaceutical, and ICU error rates

1. Frei, Francis, X., (2008) “Four Things a Service Business Must Get Right” Harvard Business Review. April Issue.

2. Text—Chapters 1 and 2

2. Text—Chapters 3 and 12

3. Bohmer, Richard M.J., and Ann Winslow. "The Dana-Farber Cancer Institute." Harvard Business School Case 699-025.

4. What are the key issues that must be addressed in the first few days after the error was discovered?

5. How should the Dana-Farber reduce the risk of future errors?

1. Bohmer, Richard M.J. "Note on Managed Care." Harvard Business School Note 698-060.

2. Text—Chapter 9

3. What is the likely effect on quality of care?

4. Why is utilization rising?

Reading:

1. Bohmer, Richard M.J. "Changing Physician Behavior." Harvard Business School Note 699-124.

3/11/2009

Reading

3. How does disease management differ from routine care? How does Duke run its CHF disease management program?

4. Which entity is best placed to undertake disease management: the insurer? The employer? The provider?

3/25/2009

Reading:

3. How should QuickMedx grow?

4. Is QuickMedx a “disruptive” innovation?

2. Frei, Frances X., “Zipcar: Influencing Customer Behavior.” Harvard Business School Case 605-054.

Case write-up questions:

5. What is the healthcare equivalent of Zipcar?

Session 11—How Complex Customers Can Become Simple Over Time

Case write-up questions:

1. How well is Intermountain Health Care performing?

Session 12—Quality and Efficiency Improving Processes

4/15/2009

1. What is Gary Kaplan trying to achieve at Virginia Mason?

2. How does the Toyota Production System fit into his strategy?

Reading

1. Edmondson, A., Roberto, M.A., & Tucker, A., (2007) Children’s Hospital and Clinics, HBS Case 9-302-050

Children’s? Consider the challenges she faced at each stage of the transformation process

and evaluate her effectiveness in addressing these challenges.

Session 14—The Turnaround Process

4/29/2009

1. How would you describe the situation Levy inherited at the BIDMC? What challenges did he face? Why did previous turnaround efforts fail?

2. How did Levy get started in his new job? In particular, what were his objectives and what did he accomplish:

4. How did Levy tackly the problem of BIDMC’s “curious inability to decide”?

5. In describing his leadership style, Levy speaks of the “CEO as teacher.” How has he defined that role? Why has he chosen to focus on it? What skills does it require? In what settings is it likely to be useful? Will Levy have to assume a new role (or roles) in the months ahead?