What one radiologist learned when she went from doctor to patient


The Growth Channel

The latest innovations in market strategy and share competition

Planning departments at health systems: Should you centralize?

Shay Pratt January 29, 2015

"How centralized should our planning department be?" That’s the question I heard most from health system planners in 2014—and I’m not surprised. Many large health systems have shifted their focus from asset acquisition to asset management. Planning teams, like other departments, are now reevaluating their organizational model to pursue "systemness."

However, achieving systemness in planning functions doesn’t mean you have to centralize planning authority at the corporate level. Before pursuing a highly centralized model, I encourage you to answer one question: What are you trying to accomplish?

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Get out ahead of Apple Watch

By Caitlin Stuhan January 20, 2015

Jawbones, FitBits, and soon Apple Watch: over 20% of Americans own a health tracking device, and 10% use them every day. The data they’re collecting present an enormous opportunity for providers to transform care processes, patient relationships, and outcomes.

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Planning service lines for 2020: Three exercises you can’t overlook

Matt Garabrant January 15, 2015

Today’s service line leaders have to answer a lot of opaque questions about the future of their businesses: How do we balance growth and greater efficiency in our service footprint? What outpatient market opportunities should we pursue—and when? And how do we protect our programs given the patient steerage occurring upstream from acute care?

If you try to answer these questions without appropriate due diligence and the right analytic approach, you risk creating a strategic plan that’s neither strategic nor effective. To avoid this trap, we recommend you conduct three exercises during your service line planning process.

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Pleasing patients and providers with point-of-care radiology

by Tali Warburg January 12, 2015

As hospitals feel the pressures on their imaging departments from increasing consumerism and freestanding competition, many members wonder whether there is any way to stem the outflow of radiology revenues.

One hospital, Sidra Medical and Research Center in Doha, Qatar, has developed an innovative strategy to keep imaging services within their hospital while meeting demands of patients for timely, convenient, quality care. They call their approach "point-of-care radiology."

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The checklist proven to improve cardiac surgery program efficiency

by Jessica Wen January 8, 2015

A readiness checklist developed by the Northern New England Cardiovascular Disease Study Group (NNECDSG) has been shown to drastically reduce length of stay (LOS) and intubation times after coronary artery bypass graft (CABG) surgery.  In this post, we outline how to harness checklists, such as this one, to enhance patient management and increase efficiency.

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Member asks: Are interventional cardiovascular services right for our hospital?

by Jacob Kahane January 2, 2015

Times are tight, financially, for many community hospitals throughout the country. Across all major services lines, community hospital administrators have to make tough decisions on which services to offer and which services to refer out to regional medical centers.

Within the cardiovascular service line, offering interventional services presents an enticing expansion opportunity; especially given that in-house surgical backup is no longer required to offer cardiac catheterizations. But gaining access to the capital necessary to develop an interventional program can prove difficult for smaller hospitals.

So, given limited capital resources, are interventional cardiovascular procedures where you should place your bet? We helped one member answer this question, and here we outline what we found.

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Why some service lines grow—and others don’t

by Jacob Kahane December 18, 2014

In this year’s Market Strategy Summit, we highlight how price-sensitive consumers and cost-conscious referring physicians are becoming more scrutinizing health care shoppers. And while you undoubtedly need a consumer marketing strategy, referring physicians still hold the key for inflecting large market share shifts in our most profitable service lines.

In fact, a recent study showed that 80% of new specialist visits originated from a physician referral. These figures are even higher for our most profitable service lines, such as cardiology and neurology, which demonstrated referral rates above 85% and 91%, respectively.

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What’s better: 4,000 new patients or 1,000 repeat customers?

Madhavi Kasinadhuni December 12, 2014

If you’re putting together a strategic plan for 2015, chances are patient preferences are playing a big part in the discussion (if they’re not, here’s why they should be). Maybe you’re considering opening a retail clinic. Or maybe you’re going to expand your virtual visit program. No matter the strategy, you’ll want to see return on your patient-centered care investment. So how do you measure it?

Traditionally, you’d look at volumes. So let’s say you launch a retail clinic, and in the first year, the clinic sees 4,000 patients. Seems like your strategy is paying off, right? Not necessarily. Volumes don’t tell you whether you’ve attracted new patients, and they don’t tell you anything about patient loyalty or satisfaction. The extra visits could have come from 1,000 repeat customers—or 4,000 one-time patients.

So to see how well you’re meeting your goals, you need a new metric: patient share. And we have a tool that calculates it for your Medicare population.

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