Instructor: Laurence Chait
In this course, participants explore the meaning of value creation in healthcare organizations—how it relates to high performance, how it varies and is measured in different healthcare segments, and how it is embodied in the structure and performance of their own organizations. Understanding the tools and techniques of “high performance” is a key to building flexible, responsive, innovative organizations that can adapt and continue to create value in the constantly changing healthcare environment.
A primary focus of the course is on the role of the students as leaders in their own healthcare organizations. A holistic and highly practical High Performance Model of enterprise value creation is presented, and its elements and their relationships are discussed. These elements include tools and techniques such as strategic planning, process improvement, and resource and organizational alignment—as well as change management and knowledge leverage. The elements are discussed from the perspectives of a variety of healthcare organizations, including hospitals, medical practices, healthcare product manufacturers, care providers, insurance companies, and government agencies.
Most importantly, the model is discussed from a practical standpoint—how the participants can apply it to create value in their own organizations. Achieving “high performance” is a key to building flexible, responsive, innovative organizations that can adapt and continue to create value in the constantly changing healthcare environment. Also discussed is how collaborations among organizations in the healthcare arena can support and leverage value creation.
Upon completion of this course, students will be able to describe and give examples of how different healthcare organizations (including their own organizations) create or fail to create value; describe the High Performance Model of value creation, its elements, the relationships among those elements, and the significance of the model; and employ the model to create value for their own healthcare organizations, including the roles and effectiveness of strategy, process, resources, and organization.