A well-thought and skillfully delivered training plan can help health organizations realize a return on their investments, reduce operational risks, heighten the skills, engagement and productivity of employees and improve the quality of care and services.
By having an agreed-upon governance structure and ranking approach, you will have a sound basis for objectively prioritizing, sidelining or abandoning projects. It also helps you choose projects that align with your organization’s strategic goals and promote competitive growth.
A premortem process is a managerial strategy that asks project team members to envision the failure of their project, to think backwards and determine how and why this failure occurred, and to create ways to address any risks identified.
We show how it is possible to maximize and systematize your risk arrangement opportunities by pursuing a two-stage, value-based care initiative. The key is adopting a team-based approach toward governance, shared vision, accountability, flexibility and execution.
With a focused effort and the right resources, it is possible to create a modern, efficient and timely referral process that enhances office practices and increases patient satisfaction and referral compliance.
Employee ignorance about consumer-driven health plans (CDHPs) is a significant barrier to CDHP adoption and usefulness. Health plans, brokers and employers have an obligation to ensure that CDHP end-users know how their plans work, via their CDHP-related communications and materials.
A hospital merger or acquisition can easily complicate credentialing and re-credentialing. Rather than potentially alienating your physicians and jeopardizing your revenue stream due to post-merger credentialing issues, consider instead these five steps for credentialing success.
Why do some external consulting relationships seem to thrive, while others become challenging? In this article, we explore how and why a major health care provider significantly benefited from an external consulting relationship, and how you can apply these lessons to your organization, no matter its type or size.
A recent Harvard Business Review article revealed that only 29 percent of employees could correctly identify their employer’s strategy when given a list of six strategic choices.
Failure to effectively manage the CDM leads to incorrect bills and missed reimbursement opportunities, as well as potential compliance and regulatory risks and lower patient satisfaction scores. All of these items can cost an organization millions or even tens of millions of dollars annually.
No matter your type of health care organization, your project management fundamentals should be defined by the terms why, what, when, who, where, and how.