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• Editorial | Annals of Internal Medicine | April 2, 2013

  Getting the Most Out of Financial Incentives for Weight Loss

  Jason Riis

  Citation:

  Riis, Jason. "Getting the Most Out of Financial Incentives for Weight Loss." Annals of Internal Medicine 158, no. 7 (April 2, 2013): 560–561.

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• Case | HBS Case Collection | 2013 (Revised from original 2009 version)

  Cleveland Clinic: Growth Strategy 2012

  Michael E. Porter and Elizabeth O. Teisberg

  The Cleveland Clinic's health care services are internationally renowned for quality. In 2008, The Clinic is restructuring the organization into teams defined around patient needs, rather than traditional medical specialties. "Patients First!" takes shape as the teams measure and report outcomes, coordinate care, and develop to support improving value for patients. In addition to restructuring care delivery in the hospitals and throughout northeastern Ohio, The Clinic has investments, facilities, and staff in several other states in the U.S. as well as in Canada and Abu Dhabi. It is also considering initiatives in Austria, China, and India. Students can explore strategy transformation, geographic expansion, the process of introducing new measurement approaches, alignment of activities with strategic goals, and issues in leading change both within a company and across an economic sector.

  Keywords: Health Care and Treatment; Leading Change; Goals and Objectives; Growth and Development Strategy; Measurement and Metrics; Service Delivery; Organizational Change and Adaptation; Outcome or Result; Health Industry; Cleveland;

  Citation:

  Porter, Michael E., and Elizabeth O. Teisberg. "Cleveland Clinic: Growth Strategy 2012." Harvard Business School Case 709-473, February 2013. (Revised from original February 2009 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  H-E-B: Creating a Movement to Reduce Obesity in Texas

  Jose B. Alvarez, Jason Riis and Walter J. Salmon

  In January 2012, H-E-B Grocery Co., a private retail chain with stores located in Texas and Mexico, was introducing its Healthy at H-E-B program to its customers. The program, which started with the company's employees a few years earlier, was an effort to educate and inform customers on how to lead a healthier lifestyle. What CEO Craig Boyan had in mind was creating a state-wide healthy living movement in Texas, where obesity was high relative to other states in the U.S. But how far to go with its employees and customers was a question that President and COO Craig Boyan and his team struggled with. On one hand Boyan believed that H-E-B, long recognized for its community involvement, had a role to play in Texans' health and well-being. On the other hand, he recognized that H-E-B was first and foremost a retailer that had to compete against the likes of Walmart. He needed to make sure that H-E-B was serving its customers what they wanted while also trying to influence their buying behavior toward healthier foods. Some would say that H-E-B had no role in changing the lifestyle and food choices of its employees or customers. But Boyan and his team thought differently.

  Keywords: Corporate Social Responsibility and Impact; Profit; Leading Change; Customer Focus and Relationships; Food and Beverage Industry; Retail Industry; Texas;

  Citation:

  Alvarez, Jose B., Jason Riis, and Walter J. Salmon. "H-E-B: Creating a Movement to Reduce Obesity in Texas." Harvard Business School Case 512-034, February 2013. (Revised from original April 2012 version.)

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