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Abstract
Health plans have a unique and essential role in value-based competition in health care, as some forward-looking plans are beginning to demonstrate. Most health plans, however, are not living up to this potential. Instead, many have acted in ways that reinforced zero-sum competition and failed to deliver the most value to their customers. The perception of health plans is so negative among subscribers, providers, and policy makers, in fact, that many question whether plans can ever add value. The authors believe they can, but health plans must rethink and reorient their whole approach around value-based competition. This chapter outlines the strategic, organizational, and operating practices that will allow health plans to truly add value for their patients. This chapter is excerpted from ‘Redefining Health Care: Creating Value-Based Competition on Results'.
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Abstract
Health plans have a unique and essential role in value-based competition in health care, as some forward-looking plans are beginning to demonstrate. Most health plans, however, are not living up to this potential. Instead, many have acted in ways that reinforced zero-sum competition and failed to deliver the most value to their customers. The perception of health plans is so negative among subscribers, providers, and policy makers, in fact, that many question whether plans can ever add value. The authors believe they can, but health plans must rethink and reorient their whole approach around value-based competition. This chapter outlines the strategic, organizational, and operating practices that will allow health plans to truly add value for their patients. This chapter is excerpted from ‘Redefining Health Care: Creating Value-Based Competition on Results'.
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