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• Case | HBS Case Collection | May 2008 (Revised April 2018)

  The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care

  Michael E. Porter and Sachin H. Jain

  In 2006, University of Texas MD Anderson Cancer Center was an internationally leading institution for cancer care, education, and research. Since 1996, it had successfully reorganized itself from a cancer hospital that was physically organized around clinical specialties into one that was organized into disease-based integrated practice units called multidisciplinary care centers. These units were supported by a new construction project that had created new disease-specific facilities and a widely-supported administrative plan in which physicians reported both to leadership of specialty-based academic departments and disease-based clinical centers.

  Keywords: Buildings and Facilities; Health Disorders; Organizational Structure; Medical Specialties; Organizational Change and Adaptation; Value Creation; Service Delivery; Research; Health Care and Treatment; Education Industry; Health Industry; Texas;

  Citation:

  Porter, Michael E., and Sachin H. Jain. "The University of Texas MD Anderson Cancer Center: Interdisciplinary Cancer Care." Harvard Business School Case 708-487, May 2008. (Revised April 2018.)  View Details

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• Case | HBS Case Collection | February 2017 (Revised April 2018)

  Oak Street Health: A New Model of Primary Care

  Michael E. Porter, Thomas H. Lee and Meredith A. Alger

  Citation:

  Porter, Michael E., Thomas H. Lee, and Meredith A. Alger. "Oak Street Health: A New Model of Primary Care." Harvard Business School Case 717-437, February 2017. (Revised April 2018.)  View Details

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• Case | HBS Case Collection | December 2017 (Revised April 2018)

  The Children's Hospital of Philadelphia: Network Strategy 2016

  Michael E. Porter, Thomas W. Feeley and Toyin J. Okanlawon

  In 2009 Children's Hospital of Philadelphia (CHOP) had been recognized as the best children's hospital in the country for six years in a row; but leadership saw CHOP as more than the large main campus in western Philadelphia. Beginning in the 1990s, CHOP had created a large network of Primary Care Providers, Specialty Care Centers, Ambulatory Surgery Centers, and community hospital affiliations. CHOP leadership wanted to ensure that the quality they had demonstrated at CHOP would translate out to these facilities, and more, that the combination of many parts could actually work together to provide even better care than the main hospital could do on its own.

  Keywords: Communication; Health Care and Treatment; Service Delivery; Organizational Structure; Networks; Integration; Health Industry; Philadelphia;

  Citation:

  Porter, Michael E., Thomas W. Feeley, and Toyin J. Okanlawon. "The Children's Hospital of Philadelphia: Network Strategy 2016." Harvard Business School Case 718-420, December 2017. (Revised April 2018.)  View Details

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