As one looks at the next couple of years and thinks about strategy, there are many different thoughts as to what is the right strategy. Increasingly, a number of these thoughts are untested and put forth by professors and consultants. The strategies resonate less and less with what is going on in the real world, what works and what is successful.
As I read articles like “The Strategy That Will Fix Healthcare,” published in Harvard Business Review by Harvard Business School professor Michael Porter, PhD, and Thomas Lee, MD, CMO of Press Ganey Associates, one grapples with the mix of intelligent and ridiculous thought all put forth by the same brilliant strategic professor. A core challenge in reading some of the strategy papers is that the authors tend to imply that their ideas — as basic as case management, cost accounting and integrated delivery systems — have been historically absent from healthcare leadership.
This article, in contrast, embraces a lot of existing concepts. Here, as the world evolves, is the belief that one largely needs to return to the basics as a core starting point.
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