Clayton Christensen coined the phrase disruptive innovation two decades ago as a way of embracing the deconstruction that is necessary when a new technology displaces an old one.
Retailers didn't change their business because they didn't want to. Are hospitals and health systems, when presented with the same shift of consumer preference, poised to do any better?
The health system is committed to a high-value, population health-focused, telehealth approach. "In our effort to work well with the consumer, we don’t dumb down the medicine," says Marc Harrison, MD.
To manage the health of a customer group with incentives that align for the system and customer today, the Wisconsin health system has been aggressively marketing a broad-based portfolio of health services to area employers.
Leaders at Sharp HealthCare have developed a pod-and-huddle system built for speed, quality, and communication.
Leaders at Memorial Hermann have developed an accountable care organization that combines care coordination and physician alignment to drive savings.
Leaders at Baylor Scott & White Health have developed a program to lower costs, improve quality, and reduce readmissions.
Leaders at Catholic Health Initiatives have committed resources to eliminating variation by standardizing care, aligning physician compensation, and building the efficient service line.
Leaders at Intermountain Healthcare have committed resources in analytics, care management, and clinic models to reduce high utilization.
Leaders from Baylor Scott & White Health developed a merger partnership built on cultural fit, clinical alignment, and market growth.