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Care Integration

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?

Care Redesign
Relentless Reinvention

Collaborative Care for Depression in a Safety-Net Health System

Integrating depression treatment into primary care in New York City’s public system.

Leadership
Physicians Leading | Leading Physicians

The Danger and Opportunity of Leading a Hospital

Rising from department chair to Dean, President, and CEO: lessons from Jeff Balser.

Leadership
Physicians Leading | Leading Physicians

Survey Snapshot: “Culture Is What You Do, Process Is How You Do It”

Commentary from NEJM Catalyst Insights Council members on the leadership skills needed for next-generation health care.

Leadership
Physicians Leading | Leading Physicians

Leadership Survey: Physicians Come First in Achieving Change

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.

Leadership
Physicians Leading | Leading Physicians

Lessons in Leadership: James Reinertsen

A former hospital system CEO reflects on the challenge of getting individual hospitals to function as a true system.

Care Redesign
Relentless Reinvention

From Co-Located to Integrated Teams: How Utah’s Neurobehavior HOME Program Changed Its Culture

University of Utah Health incentivized coordination through integrated teams to provide better care at a lower cost for patients with developmental disabilities.

Care Redesign
Relentless Reinvention

Adopting Innovations in Care Delivery — The Case of Shared Medical Appointments

Given the effectiveness of group interventions, why aren’t doctors routinely using them to treat physical and mental conditions?

New Marketplace
New Risk, New Business Models

How Multi-Specialty Hubs Fill a Major Gap in the Care Continuum

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.

New Marketplace
New Risk, New Business Models

Going Dutch: Using Social Capital in Health Care

There is no reason that the opportunities created by social capital cannot be realized in other countries.

New Marketplace
New Risk, New Business Models

How a Tertiary Care Academic Endoscopy Center Used Time-Driven, Activity-Based Costing to Improve Value

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.

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