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Redefining health care: creating value-based competition results

Author: Porter, Michael E. ; Olmsted Teisberg, ElizabethPublisher: Harvard Business School Press, 2006.Language: EnglishDescription: 506 p. : Graphs ; 24 cm.ISBN: 1591397782Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Asia Campus
Main Collection
Print RA410 .P67 2006
(Browse shelf)
Available 900095849
Book Europe Campus
Main Collection
Print RA410 .P67 2006
(Browse shelf)
Available 001174550
Total holds: 0

Includes bibliographical references and index


Redefining Health Care Creating Value-Based Competition on Results Contents L is t of Figur es x List of Boxes xii Preface xiii Introduction 1 The Failure of Competition 3 Competing on Value 4 Competing on Results 6 The Structure of This Book 9 How Will Redefining Health Care Occur? 13 1. Scoping the Problem 17 2. Identifying the Root Causes 33 Positive-Sum Competition on Value 33 Zero-Sum Competition in Health Care 34 The Root Cause: Competition at the Wrong Level 44 Why Is Health Care Competition at the Wrong Level? 46 3. How Reform Went Wrong 71 The Rise of Group Health Insurance 71 Limiting Payments to Physicians and to Hospitals 74 Managed Care 76 The Medical Arms Race 78 viii Contents The Clinton Plan 79 Patients' Rights 81 Consumer-Driven Health Care 83 Quality and Pay for Performance 84 A Single-Payer System 88 Medical or Health Savings Accounts 90 Non-Reforms 93 Reforming Competition: The Only Answer 95 4. Principles of Value-Based Competition 97 Focus on Value, Not Just Costs 98 Competition Is Based on Results 101 Competition Is Centered on Medical Conditions over the Full Cycle of Care 105 High-Quality Care Should Be Less Costly 107 Value Is Driven by Provider Experience, Scale, and Learning in Medical Conditions 111 Competition Is Regional or National 117 Results Information Is Widely Available 122 Innovations That Increase Value Are Strongly Rewarded 140 The Opportunity of Value-Based Competition 147 5. Strategic Implications for Health Care Providers 149 The Strategy Vacuum in Health Care Delivery 150 Defining the Right Goal: Superior Patient Value 155 Moving to Value-Based Competition: Imperatives for Providers 157 How Would Industry Structure in Health Care Delivery Change? 200 Enabling the Transformation 202 Overcoming Barriers to Value-Based Competition 218 The Benefits of Moving Early 227 6. Strategic Implications for Health Plans 229 Past and Future Roles of Health Plans 230 Contents ix Moving to Value-Based Competition: Imperatives for Health Plans 239 Overcoming Barriers to Health Plan Transformation 275 The Benefits of Moving Early 281 7. Implications for Suppliers, Consumers, and Employers 283 Implications for Suppliers 284 Implications for Consumers as Subscribers and Patients 295 Implications for Employers 304 8. Health Care Policy and Value-Based Competition 323 Implications for Government Broad Issues in Health Care Policy 327 Moving to Value-Based Competition: Improving Health Insurance and Access 329 Moving to Value-Based Competition: Setting Standards for Coverage 338 Moving to Value-Based Competition: Improving the Structure of Health Care Delivery 341 Implications for Health Care Policy in Other Nations 374 Conclusion 381 Appendix A: Making Results Public 387 The Cleveland Clinic Appendix B: The Care Delivery Value Chain 397 Notes 413 Bibliography 445 Index 489 About the Authors 507

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