Leadership Strategies for Reaching Top Performance Faster By Jean Chenoweth, Solucient, part of Thomson Healthcare Kaveh Safavi, M.D., J.D., Solucient, part of Thomson Healthcare While transformation of a healthcare organization from average to top performance is an ongoing journey, research is beginning to identify useful actions for leaders to shorten the trip and increase the impact on their organization.

ALSO SEE: Making the Case: An Evolutionary Strategy to Achieve Interoperability SAS® Gives Healthcare Organizations The Power to Know®

Integrating Process Efficiency and Quality Patient Care Dräger Medical is a leading provider of innovative products, services and integrated solutions for acute patient care and home care.

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WiFi-Based Patient Monitoring

Consumer-Centric Focus on Billing Improves Patient Satisfaction
David C. Hammer, McKesson (EMC)

SAS® Gives Healthcare Organizations The Power to Know®   SAS® software is used for a variety of applications in more than 1,000 U.S. healthcare organizations, enabling healthcare leaders to turn complex data into the business intelligence needed to produce the most successful outcomes.

Pervasive Healthcare
Focused on an aging population well-versed in technology, ‘pervasive healthcare’ – real-time, remote monitoring of chronic health conditions – will improve care, contain costs and provide an entirely new level of service.

Q&A With Daniel Nigrin
Daniel Nigrin, Children's Hospital Boston

CASE STUDY: The Role of Enterprise Staffing and Scheduling in Quality Assurance
Like all large health systems across the country, Memorial Hermann faces the challenge of finding creative solutions to the cost and quality problems stemming from the nationwide nursing shortage. For Memorial Hermann, excessive utilization of outside agency staff was one such problem. It was a cost issue because by 1999 outside nursing agency staffing averaged approximately 60,000 registered nurse hours per month, at a monthly cost of $2.4 million.

I’m not suggesting that these efforts were ill-advised or ill-conceived. But as I’ve analyzed these initiatives, it has become apparent to me that there may well be a different, strategic approach that can accomplish the interoperability many integrated delivery networks seek and that can bypass many of the innate barriers that have largely stymied these efforts to date. I call this an “evolutionary” or “stepping stone” approach to interoperability.
Making the Case: An Evolutionary Strategy to Achieve Interoperability

Performance/Leadership
Clinical Transformation
Clinical Decision Support/Business Intelligence

Accounts Receivable Management
Accounts receivable is an information-dependent process that can replace happiness about good clinical outcomes with anger about unexpected bills. When payers and providers collaborate to improve the way they handle charges and claims, they improve customer satisfaction.
Health Care TechnologyVolume 2, 7/17/2004