拜登政府的《云顶集团40011官网》要求司法部和联邦贸易委员会“大力执行反垄断法,并认识到法律允许它们对以往政府没有挑战的不良合并提出质疑。.它指出,“医院合并可能对患者有害,并鼓励司法部和联邦贸易委员会审查和修订其合并指导方针,以确保患者不会受到此类合并的伤害。.”
Statements like that might hit close to home for some hospital executives. Health systems have been aggregating into regional, superregional, and national systems predicated on a strategy of gaining economies of scale, enhancing services, and improving access. However, 在少数情况下,这些系统提高了个别医院的绩效,或者以更低的成本将规模效益返还给消费者.
But it doesn’t have to be this way. 而且云顶集团40011官网,特别是非常大的云顶集团40011官网,现在已经具备了将合并的好处转移到患者身上的能力, communities, employers, and payers. The question is, will they?
Scale can bring value to health systems and the communities they serve. 规模需要达到市场不可或缺的水平,其特征是能够投资于数据分析的集成提供商网络, bear risk, and offer patient-friendly physical and virtual care settings. But size—or, scale—doesn’t guarantee relevance. Bigger doesn’t result in better. 只有那些通过战略性地追求垂直整合到轻资产交付机制中并确保采用审慎和结构化的方法来实现系统绩效的云顶集团40011官网,才有可能获得临床和财务上的成功,从而为消费者带来利益.
Below are three core strategies to pursue to build scale and improve performance.
1. Scale Vertically to Advance Health—and Wellness
Big health systems need to get bigger so they can put big data to big uses. 云顶集团40011官网正在收集的数据的许多最有用的应用需要一个全面的保健网络. And the more comprehensive the network, the more robust the data. 这些数据可以使云顶集团40011官网不仅能够在病人生病时了解他们,而且能够深入了解他们所云顶集团的人群的总体福祉. Vertical integration offers that ability.
扩大云顶集团40011官网纵向一体化的视角,有助于管理社区健康和福祉的更大一部分. 以患者为中心的云顶集团40011官网和以人群为基础的护理模式将在应用数据时获得竞争优势. 一个寻求与客户建立终身关系的云顶集团40011官网必须首先确保它填补了所有的云顶集团空白,这样患者就不需要去其他地方寻求治疗.
So, 确保全面的医疗保健云顶集团系统具有卓越的客户满意度和方便的物理和数字接触点是首要任务. But why stop there?
而不是将云顶集团40011官网限制在传统的连续护理和那些由传统付款人报销的云顶集团, 考虑转向生命的连续体,在这种连续体中,云顶集团40011官网的作用是与客户合作,实现和维持健康和健康.
当云顶集团40011官网认为自己是140亿美元的工作场所健康产业的一部分时,比云顶集团40011官网的核心业务具有更高利润潜力的新收入来源就变得显而易见了, $30 billion health club industry, and $120 billion wellness real estate industry. 这种云顶集团范围的扩大——无论是直接提供还是通过附属机构提供——允许云顶集团40011官网通过更一致的接触加强与消费者的关系,同时实现盈利增长.
2. Invest in Asset-Light Services
Owning stuff isn’t what it once was. Ten years ago, companies from asset-heavy industries such as energy, mining, manufacturing, and retail were ranked among the 10 largest publicly traded companies. 今天的高估值公司都是轻资产公司——科技和金融公司. These firms generate revenue while owning relatively few fixed assets; that is, 他们有很高的固定资产周转率(收入除以净固定资产). 固定资产周转率最高的公司是医疗保险公司.
资产密集型企业的固定成本较高,需要整合以建立市场规模,并需要高度的效率来推动资产回报. In contrast, 轻资产企业的固定成本较低,其资产回报来自于广泛的投资, efficient distribution networks and high utilization.
Health systems are burdened by big buildings filled with expensive equipment. Although those big buildings need to be maintained, 云顶集团40011官网投资的重点应从实体建筑转向提供门诊云顶集团, virtual services, 以及其他轻资产行业,扩大他们的健康和保健云顶集团.
3. Achieve System Performance
多区域和国家云顶集团40011官网正在努力更多地发挥运营公司的作用,而不是控股公司. The challenges are great, and, in many cases, leadership of these health systems should be commended for their progress.
在追求系统性能时,考虑以下五个指导原则:
- Don’t look for scale to create performance.实现绩效,然后通过将新组织和新增长整合到您的高绩效业务中来扩大规模. 云顶集团40011官网目前正经历着创纪录的低营业利润率,并且面临着越来越多的医疗报销比例低于提供医疗云顶集团的成本. 那些不能提升自身价值的企业将逐渐消失,或者被那些能够提升自身价值的企业所吸收.
- Engage physician leadership to drive systemwide reduction in care variation.全国表现最好的医院是那些拥有高度医师领导能力的医院, where physicians have a strong voice in operations, 行政管理被视为云顶集团40011官网寻求改善的推动者,而不是障碍. Physicians need to be empowered with timely cost, quality, and outcomes data that can support consensus-building and guide decision-making.
- Optimize centralized shared services.Standard, nonstrategic functions such as revenue cycle, patient contact centers, supply chain, finance, legal, HR, and IT should be managed at a system level. The nuts and bolts of operating the health system must be optimized, and organizations added to the system need to be effectively integrated.
- Establish an effective consolidation strategy.Define the one core objective driving your consolidation strategy, and then measure every opportunity on its support of that objective.
- Align culture, strategy, and brand. 系统性能取决于系统是否具有统一的文化,而不是医院的单一文化, a second culture for the medical group, and separate cultures at different facilities or regions. And this singular culture must complement the system’s branding. When culture, strategy, and brand are aligned, all stakeholders understand the health system’s purpose, and that purpose guides all behaviors, decisions, and interactions.
Is Your Organization positioned for clinical, financial, and patient success?
This blog post is excerpted from part three of our We Believe 系列,关于美国医疗保健系统不断变化的动态战略观点的集合.
Read the WhitepaperPublished September 9, 2021