The United States health care delivery system is dynamic and after a long period of stability, is in the early stages of what looks to be an extraordinary transformation. Rising costs, service inequities, inefficient delivery, changing demographics, variability in care, supply and demand constraints, technological advancements, new consumer demands as well as competitive vertical integration by industry have all become points of focus for health care stakeholders. In particular, vertical integration by multi-national companies such as payors and global employers into the provider space, represents a long-term competitive threat that may call for some shift in emphasis in health system strategy. These challenges have already spurred significant changes in health care delivery, resulting in a focus of improved quality, expanded access, and reduced cost towards achievement of the Quadruple Aim; with the ultimate goal of transformation. Health care systems operating under the traditional fee-for-service based model of today will be unable to meet these aims. This issue expands the opportunity for innovative companies to address these challenges. During this time of increased uncertainty, the successful health systems will be those that know their patients and communities best, create consumer loyalty, target population health improvements, recognize the chassis of provider organizations and collaborate with industry partners to develop innovative solutions that drive transformation. All of these attributes will serve to accelerate sustained wellness, building a future marked by a more vibrant and healthier workforce, population and community. This study takes an in-depth look into one health system’s business partnership with industry. Through the application of a blue ocean approach, this research provided an example of how health systems can successfully combat the threat of vertical integrators through partnering. The purpose of this research was to examine the relationship between cost of care, quality and one cross industry partnership; during a financially complex period in healthcare where providers need to deploy effective as well as sustainable strategies that work in both the FFS and value-based care environments. This research focused on the aortic stenosis Medicare patient population; a high-risk, high-cost cohort. An exploratory analysis of archival data (pre and post partnership) was utilized to answer the research questions as to the financial and quality benefits of the business partnership.
|Advisor:||Kerr, Bernard J.|
|Commitee:||Falvey, Patrick, Khandheria, Bijoy, Berkshire, Steven|
|School:||Central Michigan University|
|Department:||DHA - Health Administration/School of Health Sciences|
|School Location:||United States -- Michigan|
|Source:||DAI-A 81/12(E), Dissertation Abstracts International|
|Subjects:||Business administration, Health sciences|
|Keywords:||Blue Ocean, Business, Healthcare, Innovation, Partnership, Value-based care|
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