More from the Author

• Article | Health Affairs

  Navy Medicine Introduces Value-Based Health Care

  Alee Hernandez, Robert S. Kaplan, Mary L. Witkowski, C. Forrest Faison III and Michael E. Porter

  In 2016 the newly appointed surgeon general of the Navy launched a value-based health care pilot project at Naval Hospital Jacksonville to explore whether multidisciplinary care teams (known as integrated practice units, or IPUs) and measurement of outcomes could improve the readiness of active duty personnel and lower the cost of delivering care to them, their dependents, and local retirees. This article describes the formation of the project’s leadership structure; the selection of four conditions to be treated (low back pain, osteoarthritis, diabetes, and high-risk pregnancy); the creation of the care team for each condition; outcomes and costs measured; and the near-term changes in outcomes during the twelve-month pilot period. Patient outcomes improved for three of the four conditions. We describe factors that contributed to the project’s success. After the pilot concluded, the Navy combined the back pain and osteoarthritis IPUs into a single musculoskeletal clinical unit and established a similar IPU at another naval hospital and its clinics. The diabetes IPU was continued, but the high-risk pregnancy IPU was not. We offer several observations on the elements that were key to the success of the project, explore challenges and opportunities, and suggest that the pilot described here could be taken to greater scale in the Military Health System and elsewhere.

  Keywords: military health system; Health Care and Treatment; Cost Management; Projects;

  Citation:

  Hernandez, Alee, Robert S. Kaplan, Mary L. Witkowski, C. Forrest Faison III, and Michael E. Porter. "Navy Medicine Introduces Value-Based Health Care." Health Affairs 38, no. 8 (August 2019): 1393–1400.  View Details

  CiteView DetailsFind at Harvard Register to Read

  Related

• Case | HBS Case Collection | March 2017 (Revised July 2019)

  Walmart: Navigating a Changing Retail Landscape

  Michael E. Porter and Jorge Ramirez-Vallejo

  As the largest company, by revenue, in the world, Walmart has been a lightning rod for criticism. However, in an attempt to stay ahead of traditional and digital retailers, and keep customers satisfied with evolving demands, the company is strengthening its competitive advantage by creating Shared Value. Current CEO, Doug McMillon outlines his strategy for fending off competition, navigating a challenging retail landscape, and positioning Walmart as a leading retailer for today and the future.

  Keywords: shared value; strategy; Retail industry; department stores; sustainability; social responsibility of business; Value Creation; Competitive Strategy; Corporate Social Responsibility and Impact; Retail Industry;

  Citation:

  Porter, Michael E., and Jorge Ramirez-Vallejo. "Walmart: Navigating a Changing Retail Landscape." Harvard Business School Case 717-474, March 2017. (Revised July 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | March 2014 (Revised June 2019)

  Martini Klinik: Prostate Cancer Care

  Michael E. Porter, Jens Deerberg-Wittram, Thomas W. Feeley and Clifford M. Marks

  Since its establishment in 2005, Hamburg’s Martini Klinik had single-mindedly focused on prostate cancer care with a commitment to measure long term health outcomes for every patient. A wholly owned subsidiary of the University Hospital Hamburg, Martini Klinik was a “hospital in a hospital” in close proximity to other medical departments and services. By 2019, Martini Klinik had become the largest prostate cancer treatment program in the world with 8,000 outpatient cases and more than 2,500 surgical cases annually. Patients came from all over Germany and from around the world. A new and expanded facility was under construction to have the capacity to manage more patients with prostate cancer.

  Keywords: health care; Michael Porter; Jens Deerberg-Wittram; Clifford Marks; prostate cancer; health care policy; value agenda; integrated practice units; outcomes measurement; value-based healthcare; certification; International Consortium for Health Outcomes Measurement; ICHOM; Health Care and Treatment; Value; Health Disorders; Insurance; Medical Specialties; Outcome or Result; Measurement and Metrics; Business Processes; Insurance Industry; Health Industry; Germany;

  Citation:

  Porter, Michael E., Jens Deerberg-Wittram, Thomas W. Feeley, and Clifford M. Marks. "Martini Klinik: Prostate Cancer Care." Harvard Business School Case 714-471, March 2014. (Revised June 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related