By: Nathan Owen Rosenberg and Shideh Sedgh Bina
Recently, in our special healthcare issue of Insigniam Quarterly, we examined the 10 critical success factors that are key to drastically reinventing the ailing global healthcare industry — including progressive approaches to garnering revenue, the need to reinvent the patient experience, and the systematic, institutionalized embrace of transformational leadership.
Coincidentally, U.S. News recently released their list of “Best Hospitals in the U.S.,” which according to their website, “surveyed 10,000 specialists and sifted through data for approximately 5,000 hospitals to rank the best in 16 adult specialties.” The criteria used in the rankings, which included death rates, patient safety, and hospital reputation, mirrored the industry benchmarks outlined in our special healthcare issue.
Of the hospitals listed on their honor roll, two facilities — the Cleveland and Mayo clinics — were spotlighted in our healthcare issue (released a month prior to the U.S. News report) as models for industry-wide emulation.
And while, it’s our expert opinion, that the industry as a whole must embrace each of the success factors to experience a revolutionary transformation, many hospitals across the United States, for instance, have found competitive advantage by incorporating some of the tactics and strategies mentioned in our healthcare manifesto.
“Our approach is to transform the way people experience healthcare,” explains Douglas L. Wood, M.D., who is the director of the Center for Innovation at Mayo Clinic. Wood, who encapsulates the notion that innovation is a critical factor for success, emphasizes, “We are fundamentally interested in putting the needs of people first.”
As more care centers across the globe adopt and implement the strategies currently embraced by not only the Cleveland and Mayo clinics, but also the handful of standout facilities cited in the U.S. News report, we can expect to read headlines that recognize their success in overcoming the disruptive forces plaguing hospitals — and leaders — across all levels of the healthcare continuum.