Robert Huckman is the Albert J. Weatherhead III Professor of Business Administration at Harvard Business School, the Howard Cox Faculty Chair of the HBS Healthcare Initiative, and the Unit Head for Technology and Operations Management. He currently teaches the required MBA course, Technology and Operations Management, and has previously taught several elective MBA courses, including Transforming Health Care Delivery and Operations Strategy. Professor Huckman is the Faculty Chair of HBS' executive education program entitled Managing Health Care Delivery. He is also a Research Associate at the National Bureau of Economic Research and the Co-Chair of the management track of Harvard's doctoral program in health policy.
Professor Huckman's research focuses on the linkages between organizational characteristics and operating performance, with an emphasis on the health care industry. He is an associate editor of Management Science and has published articles in journals including the American Economic Review, Harvard Business Review, Health Affairs, the Journal of the American Medical Association, Management Science, and the New England Journal of Medicine. Professor Huckman also serves as a Trustee of the Brigham and Women's Physicians Organization and Brigham and Women's Hospital as well as an advisory board member for several private companies in the health care industry.
Professor Huckman received a Ph.D. in Business Economics from Harvard University and an A.B. in Public Policy, summa cum laude, from Princeton University, where he was elected to Phi Beta Kappa.
Prior to his graduate studies, Professor Huckman was a Principal and Founding Equity Member of Stamos Associates, Inc., a strategy and operations consulting firm serving clients in the health care industry. In 1997, Stamos Associates was acquired by Perot Systems, Inc. Professor Huckman has also worked at Booz Allen & Hamilton, Inc.
Even the most vocal critic of the American health care system cannot watch coverage of the current Covid-19 crisis without appreciating the heroism of each caregiver and patient fighting its most-severe consequences. Hospitals are being built in parks and convention centers, new approaches to sterilizing personal protective equipment (PPE) for reuse are being implemented, and new protocols for placing multiple patients on a single ventilator have been developed. Most dramatically, caregivers have routinely become the only people who can hold the hand of a sick or dying patient since family members are forced to remain separate from their loved ones at their time of greatest need. Amidst the immediacy of this crisis, it is important to begin to consider the less-urgent-but-still-critical question of what the American health care system might look like once the current rush has passed. In particular, what can the system learn from the existential challenges it faces due to the spread of Covid-19? A few broad lessons are already emerging.
The long-standing argument that focused operations outperform others stands in contrast to claims about the benefits of broader operational scope. Within the literature on corporate strategy, this tension between focus and breadth is reconciled by the concept of related diversification (i.e., a firm with multiple operating units, each specializing in distinct but related activities). We consider whether there are similar benefits to related diversification within an operating unit and examine the mechanism that generates these benefits. Using the empirical context of cardiovascular care within hospitals, we first examine the relationship between a hospital's level of specialization in cardiovascular care and the quality of its clinical performance on cardiovascular patients, finding that, on average, focus has a positive effect on quality performance.
The ongoing fragmentation of work has resulted in a narrowing of tasks into smaller pieces that can be sent outside the organization and, in many instances, around the world. This trend is shifting the boundaries of organizations and leading to increased outsourcing. Though the consolidation of volume may lead to productivity improvement, little is known about how this shift toward outsourcing influences learning by providers of outsourced services. We examine more than 2.7 million cases read by 97 radiologists for 1,431 customers and find evidence supporting the benefits of customer-specific experience accumulated by individual radiologists.
This course enables students to develop the skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services.
This leadership development program provides a transformational learning experience that goes far beyond the traditional debate over health care costs. In this global offering, you will examine the critical processes required to develop and implement a superior health care delivery system.