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• Case | HBS Case Collection | April 2018 (Revised September 2019)

  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 September 2019.)  View Details

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• Case | HBS Case Collection | February 2018 (Revised August 2019)

  Amazon's HQ2 (A)

  Karen Mills and Jan W. Rivkin

  In September 2017, the Internet giant Amazon announced that it aimed to open a second headquarters in some city other than Seattle, its current home base. By 2032, the company projected, this “HQ2” would be home to as many as 50,000 high-paying tech jobs and up to $5 billion of investment. The company invited North American cities to submit proposals to be the site of HQ2. The announcement set off a flurry of activity across the continent as civic leaders scrambled to prepare proposals by Amazon’s deadline. The case allows students to debate what companies should ask of cities and what cities should ask of companies.

  Keywords: economic development; headquarters; local government; incentives; Business Headquarters; Business and Government Relations; Development Economics;

  Citation:

  Mills, Karen, and Jan W. Rivkin. "Amazon's HQ2 (A)." Harvard Business School Case 718-494, February 2018. (Revised August 2019.)  View Details

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• 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

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