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  • June 2008
  • Case
  • HBS Case Collection

Brigham and Women's Hospital: Shapiro Cardiovascular Center

By: Michael E. Porter, Robert S. Huckman and Jeremy Lance Friese
  • Format:Print
  • | Pages:28
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Abstract

Considers the situation facing Gary Gottlieb, president of Brigham and Women's Hospital (BWH), prior to the opening of BWH's integrated cardiovascular center. This case allows students to develop an appreciation of the strategic, financial, organizational, clinical, and physical aspects of integrating health care delivery around specific categories of disease. It provides an opportunity to evaluate BWH's approach to integration along all of these dimensions and to identify the nature of the tradeoffs that hospitals-specifically, academic medical centers-face as they attempt to create disease-specific models of integrated care. Finally, students have the opportunity to evaluate the degree to which integrated models of care can be developed within academic medical centers.

Keywords

Health Care and Treatment; Health Disorders; Service Delivery; Organizational Design; Integration; Health Industry

Citation

Porter, Michael E., Robert S. Huckman, and Jeremy Lance Friese. "Brigham and Women's Hospital: Shapiro Cardiovascular Center." Harvard Business School Case 608-175, June 2008.
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About The Authors

Michael E. Porter

Strategy
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Robert S. Huckman

Technology and Operations Management
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Related Work

    • September 2009 (Revised April 2010)
    • Faculty Research

    Brigham and Women's Hospital: Shapiro Cardiovascular Center (TN)

    By: Robert S. Huckman and Michael E. Porter
Related Work
  • Brigham and Women's Hospital: Shapiro Cardiovascular Center (TN) By: Robert S. Huckman and Michael E. Porter
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