When digital breast tomosynthesis was approved for mammography by the Food and Drug Administration in 2011, the 3-dimensional technology brought increased insight into women’s health care, but it did not replace 2D imaging. Instead the two systems complemented each other. Today, however, new technology is poised to change that.
The COVID-19 pandemic, rampant since March, has interrupted life in ways not seen in our country in over a century. With vaccines in development, we just may have a light at the end of the tunnel. The spread of misinformation, the other pandemic, has serious implications for healthcare and no cure in sight.
In settings where employees are entirely focused on providing care, ensuring that patients, visitors and employees alike are safe is of paramount importance. Unfortunately, incidents of violence can occur, and health care providers need to consider how to mitigate and manage these risks.
In the year before the global pandemic, Vizient research was calling attention to the vulnerability of the traditional health system business model, highly dependent on enormous profitability on a very small subset of patients to offset unfavorable economics on the bulk of provider volume.
Have you ever wondered how hospital emergency departments (EDs) got their name when a large majority of the people who visit them are not experiencing an emergency? Should they be called something else, or should they finally serve only those patients with emergencies? These are interesting thoughts and questions; the answers are not easily surmised.
In his latest blog post, Vizient Research Institute executive director Tom Robertson urges caution when contemplating the merits of additional provider consolidation stemming from the economic impacts of the global crisis. The mere prospect of all payer rate regulation somewhere down the road — hardly a certainty but extraordinarily disruptive were it to occur — makes applying traditional revenue and pricing assumptions to a new normal future increasingly tenuous.
From cost-saving initiatives and quality enhancements to the introduction of new technology that will drive procedural efficiencies, there are many reasons for supply chain leaders to introduce new products to clinicians. But how new products are presented can make or break clinician acceptance.
Clinical-supply integration (CSI) has become a recognizable concept for many health care organizations as they continue to focus on performance improvement. But many are unsure how to operationalize a CSI model that fits their organization.
John D. Rockefeller oncesaid, “Don’t be afraid to give up the good to go for the great.” It’s hard to argue with Rockefeller’s successful approach to business. To apply his philosophy in supply chain, we need to rethink our approach to product decision-making.
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