Case | HBS Case Collection | October 2002 (Revised March 2013)

Intermountain Health Care

by Richard M.J. Bohmer, Amy C. Edmondson and Laura Feldman

Abstract

Intermountain Health Care (IHC), an integrated delivery system based in Utah, has adopted a new strategy for managing health care delivery. The approach focuses management attention not only on the facilities where care takes place but also on physician decision making and the care process itself, with the aim of boosting physician productivity and improving care quality, while saving money. This case explores the challenges facing Brent James, executive director of the Institute for Health Care Delivery Research at IHC, as he implements new structures and systems (including a data warehouse for care outcomes, electronic patient records, computer workstations, clinical data support systems, and protocols for care) designed to support clinical process management across a geographically diverse group of physicians with varying levels of interest and dedication to IHC. Also highlights an innovative strategy for creating and disseminating knowledge at the individual and organizational levels to maintain high standards in care delivery.

Keywords: Ethnicity Characteristics; Innovation Strategy; Cost Management; Information Technology; Organizational Structure; Technology Adoption; Performance Improvement; Problems and Challenges; Adoption; Change Management; Cost vs Benefits; Health Care and Treatment; Health Industry; Utah;

Citation:

Bohmer, Richard M.J., Amy C. Edmondson, and Laura Feldman. "Intermountain Health Care." Harvard Business School Case 603-066, October 2002. (Revised March 2013.)