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January 27, 2010 -- Hospital Impact has been ranked one of the top 50 healthcare blogs by Wikio.
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by Tony Chen
Recently, TIME magazine (is it still an actual magazine?) came out with the 10 big ideas that are changing the world today. As I read through this mostly fantastic (and maybe fantastical-sounding?) list, I couldn't help but think about the impact on health care for six of those big ideas.
by Tony Chen
If this didn't already start in your hospital three months ago, it will start soon enough. In order to survive the coming year or two of increasing bad debt, increasing charity care, other reimbursement cuts, declining elective surgery volumes, more complex delayed-care stuff showing up in the ER, and decreasing philanthropy, it is time for the serious business of cost-cutting.
What is your hospital planning? Where do you look first to cut costs? The real question is, where do you look that you haven't already?
by Tony Chen
2006 was the year of consumer-driven health care. Two years ago was the year of retail clinics. Last year was the year of health IT (with Google and Microsoft making big splash entries). So, what will 2009 bring? Here are some predictions sure to go wrong:
1. The number of uninsured and underinsured will increase dramatically.
Think about it: Unemployment was once close to 5 percent. At some point in 2009, it could get up to 10 percent. Add to that the many businesses that will be cutting healthcare coverage for the sake of business survival, as well as the folks who will decide to forego buying individual health insurance to make ends meet.
by Tony Chen
One of the key perspectives I've learning about as I read through Management Lessons from Mayo Clinic is to "act like a small organization even when you're a large one."
This is quite a task, given how huge Mayo is as a clinic. Think about how impersonal the service could be, how thick their policy book could be, how much bureaucracy there could be. So why doesn't it feel like a mammoth clinic to patients? It is because they allow, and in fact empower, everyone to relate to patients personally, respecting each one's individuality and uniqueness.
by Nick Jacobs
As I approach my retirement from running a hospital Tony asked me to write some thoughts regarding this position.
Remember, no matter how far you push the envelope; it still ends up to be stationery.
The primary reason that I wanted to be the President/CEO was so that I would have the power to make things happen. After nearly thirty years of working to achieve that status in healthcare; after three degrees, two certifications and a fellowship, when the mantle of power was finally bestowed upon me, I made a choice to “never be a president like the majority of the presidents who had been in charge of me.” My primary motivation for this path was that, for the most part, their leadership had not felt very rewarding or productive. The discomfort that they had caused both me and my family was why I wanted to become the boss.
It was my dream to become a benevolent despot, a kind and reasonable leader who cared about his co-workers, but clearly was in charge.
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