Huron Consulting Group Releases Huron Healthcare Report Providing Perspectives from Leading Hospital Executives on Industry Issues for 2013
More Than 30 CEOs Share Insights on the Real Work of
The report provides perspectives from more than 30 executives of the
leading hospital, health system and academic medical centers who
participated in the third annual
“Today’s healthcare market is incredibly dynamic and this industry has
experienced unparalleled change in the past few years,” said
Key issues discussed by the CEOs at the Forum and featured in the report include:
1) Transitioning Organizational Focus and Capabilities to Move from Volume to Value: The transition to value-based care delivery will require significant changes in culture, capabilities, and business structures.
“Everyone must work on changing their culture as we move from
fee-for-service to value-based payment models. It's like moving from our
success on the first curve to where we land on the second curve. The key
question is, how do you retain focus on core competencies for success
while stimulating progress?” -
2) Lowering Costs while Improving Quality: Significantly reducing costs allows organizations to make the capital investments needed to shift to value-based approaches. One area of exploration is new business models that hold the promise of lowering costs while improving quality.
“We know that incentives will soon begin to reward value-based and
accountable care. A few organizations are aggressively trying to manage
the health of the populations they serve because it's the right thing to
do. In the not too distant future, it is going to be imperative. It is
extremely challenging work.” - Patrick Charmel, president & CEO,
3) New Approaches to Care Delivery and Patient Relationships: A more patient-centered approach to care delivery with a broad focus on wellness will be imperative in a post-reform landscape.
“We are working on driving clinical quality up through primary care.
Patient access to primary care physicians is crucial. In addition to the
clinical benefits, patient satisfaction goes way up when patients have
easy access to their primary care physician.” -
4) Stakeholder Alignment: Organizations well-positioned to thrive will align economic and clinical efforts across the entire continuum of care with all stakeholders – from physicians to board members to patients to frontline staff. These stakeholders will all benefit from the common goals of quality, efficiency and cost reduction.
“Doctors want to be connected; the challenge is to get strategic
alignment. That’s the culture shift that needs to happen over time – and
it's a tough one.” -
5) Leading and Engaging Stakeholders: The list of initiatives under way – quality, cost-effectiveness, cost reduction initiatives, performance improvement goals, workforce optimization, etc. – in hospitals at any one time can overwhelm stakeholders. The key to engaging and leading stakeholders involves setting clear priorities and making sure the organization stays focused on those priorities.
“You can't do it all. You can't say ‘Our number one priority is…’ and
then list five things. We build our stakeholder messages around
patient-centeredness. We fit everything we’re doing under that umbrella.
It gives us the ability to help the organization feel there is not too
much going on, when clearly there is too much going on.” -
Attendees at the
“As they continue to thoughtfully lead through the complexity and
uncertainty of today’s post-reform environment, hospital CEOs are truly
shaping the future of healthcare by improving the quality and
affordability of care delivery,” said Dr.
Inventing the Future of Healthcare: Top CEOs on the Real Work of
Transforming the Healthcare Industry, Insights from the
Huron Consulting Group
Jennifer Frost Hennagir, 312-880-3260