Ten CEO Imperatives for Healthcare Transformation: Lessons from Top-Performing Academic Medical Centers

J. Seth Chatfield, Clinton O. Longenecker, Laurence S. Fink, Jeffery P. Gold

Research output: Contribution to journalArticlepeer-review

5 Scopus citations

Abstract

The transition from a delivery model based on volume to a model based on value is underpinning an unprecedented rate of change in healthcare. Our research identifies academic medical centers that have successfully moved their organizations from a volume-based care delivery model to a model that is based on value, achieving top decile performance in the transition. We asked senior leaders about their key imperatives in achieving system-wide healthcare transformations. Major teaching hospitals were sampled using data envelopment analysis to identify hospitals that produced the best value-based purchasing process of care, Hospital Consumer Assessment of Healthcare Providers and Systems scores, and mortality scores with the most efficient utilization of human and financial organizational resources. On-site interviews were conducted with the CEOs of the top-performing hospitals. Content analysis of the transcribed interviews revealed 10 clear imperatives that our sample of CEOs said were essential.

Original languageEnglish (US)
Pages (from-to)371-383
Number of pages13
JournalJournal of Healthcare Management
Volume62
Issue number6
DOIs
StatePublished - Nov 1 2017
Externally publishedYes

ASJC Scopus subject areas

  • Leadership and Management
  • Health Policy
  • Strategy and Management

Fingerprint

Dive into the research topics of 'Ten CEO Imperatives for Healthcare Transformation: Lessons from Top-Performing Academic Medical Centers'. Together they form a unique fingerprint.

Cite this