J Seth Chatfield1, Clinton O Longenecker, Laurence S Fink, Jeffery P Gold. 1. J. Seth Chatfield, PhD, assistant professor of healthcare management, Harry F. Byrd, Jr. School of Business, Shenandoah University, Winchester, Virginia; Clinton O. Longenecker, PhD, distinguished university professor and director, Center for Leadership and Organizational Excellence, College of Business and Innovation, University of Toledo, Ohio; Laurence S. Fink, PhD, professor of management, College of Business and Innovation, University of Toledo; and Jeffrey P. Gold, MD, chancellor, University of Nebraska Medical Center, Omaha; chancellor, University of Nebraska Omaha; and board chair, Nebraska Medicine Health, University of Nebraska-Lincoln.
Abstract
EXECUTIVE SUMMARY: The transition from a delivery model based on volume to a model based on value is underpinning an unprecedented rate of change in healthcare. Our research identifies academic medical centers that have successfully moved their organizations from a volume-based care delivery model to a model that is based on value, achieving top decile performance in the transition. We asked senior leaders about their key imperatives in achieving system-wide healthcare transformations.Major teaching hospitals were sampled using data envelopment analysis to identify hospitals that produced the best value-based purchasing process of care, Hospital Consumer Assessment of Healthcare Providers and Systems scores, and mortality scores with the most efficient utilization of human and financial organizational resources. On-site interviews were conducted with the CEOs of the top-performing hospitals. Content analysis of the transcribed interviews revealed 10 clear imperatives that our sample of CEOs said were essential.
EXECUTIVE SUMMARY: The transition from a delivery model based on volume to a model based on value is underpinning an unprecedented rate of change in healthcare. Our research identifies academic medical centers that have successfully moved their organizations from a volume-based care delivery model to a model that is based on value, achieving top decile performance in the transition. We asked senior leaders about their key imperatives in achieving system-wide healthcare transformations.Major teaching hospitals were sampled using data envelopment analysis to identify hospitals that produced the best value-based purchasing process of care, Hospital Consumer Assessment of Healthcare Providers and Systems scores, and mortality scores with the most efficient utilization of human and financial organizational resources. On-site interviews were conducted with the CEOs of the top-performing hospitals. Content analysis of the transcribed interviews revealed 10 clear imperatives that our sample of CEOs said were essential.