Rising from department chair to Dean, President, and CEO: lessons from Jeff Balser.
Healthcare industry trends point to an increased level of integration among healthcare providers. Will integrated health systems and coordination of care lead to advances for the participating organizations?
Insights Report by Sandra Gittlen
Commentary from NEJM Catalyst Insights Council members on the leadership skills needed for next-generation health care.
The first NEJM Catalyst Insights Council survey on Leadership examines the drivers of change in health care delivery, and what leaders must do to prepare their organizations.
Interview by James L. Reinertsen & Mary Jane Kornacki
A former hospital system CEO reflects on the challenge of getting individual hospitals to function as a true system.
Case Study by Kyle Bradford Jones & Dean Weedon
University of Utah Health incentivized coordination through integrated teams to provide better care at a lower cost for patients with developmental disabilities.
Article by Kamalini Ramdas & Ara Darzi
Given the effectiveness of group interventions, why aren’t doctors routinely using them to treat physical and mental conditions?
Article by Robert Pearl & Bernadette Loftus
Kaiser Permanente, Mid-Atlantic States identified a niche for patients seeking immediate care and found a way to reduce emergency department visits while improving patient satisfaction and quality.
Blog Post by Marit Tanke & Thomas H. Lee
There is no reason that the opportunities created by social capital cannot be realized in other countries.
How a Tertiary Care Academic Endoscopy Center Used Time-Driven, Activity-Based Costing to Improve Value
Case Study by Amanda J. Morris, Aiden Y. Feng, Jennifer Nayor, Thomas W. Feeley & Angela M. Bader
Brigham and Women’s Hospital implemented time-driven activity-based costing (TDABC) methodology to better understand the complex non-operating-room setting of the endoscopy center for the purpose of improving resource management and practice care design.