Many health systems are only scratching the surface of the potential their scale offers. But today’s market leaders are leveraging purposeful integration and cohesive effort—what we call ‘systemness’—to streamline operations, deliver more reliable and coordinated care, rationalise fixed costs, and even transform entire delivery models.
An organisation whose assets and stakeholders all work toward a common goal can accomplish things that more fragmented organisations cannot—and yours can too.
This issue offers expert insights and strategies for achieving true systemness from our researchers and consultants. Download the entire publication now or explore the individual pieces below.
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3 reasons health systems are stuck in neutral
Practically every health system we work with is an aggregation of disparate assets that have accrued over time. To turn this mixed portfolio into a unified entity, organisations will need one key ingredient. Read post.
Providers' top 'systemness' priorities for 2018 and beyond
With promises of a more unified brand, strategic nimbleness, and tangible cost and quality improvements, integration is on many executives' priority lists. However, pursuing integration means different things to different people—so we conducted a survey to identify a short list of the most critical and challenging initiatives. Read post.
5 questions to determine your accountable care readiness
Pursuing accountable care is no easy task—it involves taking on increased risk, tracking non-clinical outcomes, and relying on partners across the continuum. Read on for our take on the most critical questions you need to ask yourself and your organisation before moving forward on accountable care. Read post.
‘Access’ isn’t just a buzzword: Learn what 14 health care leaders shared about their system strategies
Last summer, we held our first ever Patient Access Executive Summit in the US, where we discussed what it actually means to focus on system access. Here are four patient access best practices you need to know from health care leaders who attended. Read post.
7 ways to make systemness an asset in clinical standardisation
In many cases, the larger a system gets, the less effective it becomes—but our research shows that properly organised systems can excel in providing predictable, consistent care. Here are seven characteristics that set these organisations apart. Read post.
M&A not your strategy? Here’s the deal on alternative network models.
To avoid M&A challenges, many systems are taking a ‘merger-lite’ alignment approach, such as clinical integration or accountable care organisations, to form multi-member networks that offer benefits of scale and continued independence. We spent a few enlightening days with some of the largest regional networks and wanted to share the following lessons. Read post.
CEO Q&A: Nurse-led ‘neighbourhood care’ in the Netherlands
We sat down for an original Q&A session with Buurtzorg, a Dutch home care organisation that has attracted international attention for its innovative use of independent nurse teams in delivering high-quality, relatively low-cost health and preventative care. Read post.
The Esther Model: How one patient redefined an entire system vision in Sweden
In 1997, an elderly Swedish patient known as ‘Esther’ arrived at her GP experiencing shortness of breath—and ended up speaking with 36 clinicians before she was finally admitted to the hospital. Learn how Jönköping County Council sought to transform its system's vision with Esther's experience in mind. Read post.
Banner Health's approach to system-wide clinical standardisation
In recent years Banner Health has become a global leader in taking a system approach to reducing care variation. Learn about the three strategies that turned the dial on this clinical, and cultural, transformation. Read post.
What Tide Pods tell us about health system strategy
In 2012, Procter & Gamble revolutionised the laundry detergent industry by creating Tide Pods, a product that supported consumer preferences rather than increased detergent use. Here's how your organisation can be like Procter—rather than get left behind. Read post.