More from these Authors

• Case | HBS Case Collection | February 2009 (Revised June 2019)

  Cleveland Clinic: Transformation and Growth 2015

  Michael E. Porter and Elizabeth O. Teisberg

  The Cleveland Clinic's health care services are internationally renowned for quality. In 2008, The Clinic began to restructure 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. Now in 2015, as the Clinic's domestic and international footprint continues to expand, its leadership is also focused in maintaining the Cleveland Clinic brand and providing optimal clinical care. 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; health care operations; health care quality; health care; strategy and leadership; strategy development; 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: Transformation and Growth 2015." Harvard Business School Case 709-473, February 2009. (Revised June 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Article | International Anesthesiology Clinics | Winter 2019

  Value-based Health Care: Lessons for the Anesthesiologist

  J.A. Martin, B.L. Potter, T.F. Flanagan and T.W. Feeley

  At one point or another in our life, we all become consumers of the health care industry. Indeed, health care affects everyone and encompasses a diverse set of services from childbirth, to illness prevention, to the management of chronic disease and end-of-life care. Health care in the United States is executed through a complex set of interrelationships between three distinct parties: payers, providers, and consumers. Each group has its own perspective accompanied by a set of unique incentives, which complicate the adoption of a value-based health care system. To transform the American health care delivery system, all participants including patients, physicians, employers, insurance companies, and the government need to recognize that value is best defined as “a given health outcome per dollar of cost expended.” In this article, we examine some of the challenges to creating and implementing a value-based health care system against the backdrop of a turbulent industry and consider the implications for the anesthesiologist.

  Keywords: value-based health care; anesthesiologists; Health Care and Treatment; Value; Cost Management; Problems and Challenges; Health Industry; United States;

  Citation:

  Martin, J.A., B.L. Potter, T.F. Flanagan, and T.W. Feeley. "Value-based Health Care: Lessons for the Anesthesiologist." International Anesthesiology Clinics 57, no. 1 (Winter 2019): 63–80.  View Details

  CiteView DetailsFind at Harvard Register to Read

  Related

• Case | HBS Case Collection | April 2018 (Revised November 2018)

  Growing a Cluster: The Singapore Biomedical Sciences Initiative

  Michael Porter and Christian H.M. Ketels

  Citation:

  Porter, Michael, and Christian H.M. Ketels. "Growing a Cluster: The Singapore Biomedical Sciences Initiative." Harvard Business School Case 718-428, April 2018. (Revised November 2018.)  View Details

  CiteView DetailsEducators

  Related