topic: Strategic and Advisory Services
Why You Need to Build a Continuous Improvement Culture By Carly Dunham
Continuous improvement (CI) and employee engagement go hand-in-hand because engaged employees strongly believe that their CI-related ideas and actions matter – as long as such input is consistently valued. Employees who feel heard are 4.6 times more likely to feel empowered to perform their best work.
Eight Steps for Health Care Change Management Success By Zaida S. Aronovsky
What’s behind employees’ hesitancy toward change management in health care? How can leaders help their employees understand and sustain such changes? By understanding the most common reasons people object to changes and proactively taking steps up-front to address such resistance, health care leaders will more likely and consistently achieve change management success
Accelerate Your Organizational Transformation by Taking These Five Key Steps By Alex Go
Whether you’re about to undertake a restructure or it’s on the horizon, how can you be sure it goes well? You’re more likely to achieve a successful restructuring when adhering to these five critical steps.
Making the Most of Your State Health Database By Gwen Elwood
Symphony’s success in gaining increasing marketplace interest shows the opportunities available when introducing a statewide health-related database. Yet there can also be significant stumbling blocks. As one of the nation’s leaders in offering statewide health-related databases, California offers ample examples of the possibilities – and challenges – common with such initiatives
Getting the Most from Your State’s All-Payer Claims Database By Samir Panchal
All-Payer Claims Databases (APCDs) offer considerable potential, yet what is their ultimate value? What can states with new APCDs, such as California, learn from one another as they build them? And how can health care organizations in these states best prepare to be part of an APCD?
Get the Big Picture: Four Steps for EPM Success By Nikki Iantuono
With enterprise portfolio management (EPM), large projects are centrally evaluated to determine overall progress and effectiveness, actual project spend versus budget, and continued alignment with the larger, strategic objectives of the organization.
Should Our Practice Participate in the New CMS Primary Care First Initiative? By Hanna Woldu
As primary care practitioners consider participating in the Primary Care First (PCF) initiative, it will be prudent to determine their practice’s tolerance to assume the financial risk for population management, as well as broadly assess their readiness to deliver comprehensive primary care to achieve PCF's targets.
Avoid These 5 Leading Pitfalls of Program Management By Zaida S. Aronovsky
How can organizations more consistently enjoy the benefits of superior program management? Start by avoiding these five leading program management pitfalls and instead embracing best practices.
The 7 Key Factors for Health Care Mergers By Robin Figueroa
Many questions arise with a merger or affiliation: Will departments and staffs be combined, will there be a consolidation of the systems used, and will there be opportunities to create a shared services model? Ultimately, how do you ensure merger or affiliation success? Here are seven detail-oriented steps to consider.
Is Your Health Care Project Headed the Wrong Way? By Zaida S. Aronovsky & Chet Stagnaro
Just because a major project is treading new ground does not mean it is destined for failure. By knowing the warning signs of a troubled project, you can intervene more quickly and effectively. Based on our more than 45 combined years of experience rescuing faltering projects, here are five of the most common red flags – and what you can do about them.
Six Steps to Superior Medical Practice Acquisition Integration By Hanna Woldu
Once an insurer or hospital has acquired a medical practice, what is next? Acquirers should proactively ensure a seamless integration of services within their new practices. The success of a major medical foundation in acquiring and integrating a pair of specialty physician practices offers six rich lessons other organizations should consider with their integration implementations.