SUCCESS CAN BE a slippery thing. Sometimes it comes to organizations that focus on depth of offering (e.g., children's book sales, on a specific comer, on a certain side of town). Other times, it comes to superstores that focus on breadth of offering while providing discounts (high customer satisfaction) possible through economies of scale. Yet other times, success comes through enabling technologies like the Internet, which spawned high-tech, high-touch book sales from the convenience of the home. These technologies offer even deeper discounts and broader depth of product lines. So it seems our predictive models depend on which business sector we choose to analyze. Although Herzlinger's article on Dr. Denton Cooley at Texas Heart Institute, it was silent on the equally successful surgery program of Dr. Michael Debakey's heart team operating in a traditional full-service academic medical center, The Methodist Hospital, across Fannin Street in Houston. Dr. Herzlinger's prescription for the future is tantalizing to consider. No one has written or spoken as extensively on the subject of as she has. In its simplest form, focused healthcare is a system of seriously hospitals and neighborhood clinics for treating most major illnesses. Focus brings efficiency, productivity, and efficacy to the treatment of a single disease category. Nonetheless, chronic diseases often do not exist in isolation from other major diseases in the same individual. Chronic patients often present with complex, multiple diseases, such as the diabetic cancer patient. Our nation's hospitals stand ready to address multidisease states of individuals under a single organizational roof To take Herzlinger's argument to an extreme level, we would need to build ten new neighborhood clinics (one for each major disease) throughout town, plus hundreds of small hospitals to replace our current academic medical centers and community hospitals. Several problem areas are likely to arise if our nation universally goes down this pathway. The debt equity required to finance these new structures would be enormous, right at a time when the health provider sector is experiencing a crisis in lowered bond ratings and diminished ability to raise new capital. The example of diabetes brought forward in Dr. Herzlinger's article is worthy of careful scrutiny. According to her analysis, an average state would require $2 billion for a sufficient number of neighborhood clinics and hospitals just for the treatment of diabetes. One can easily compute the enormity of the task to fund such programs in all 50 states for treatment of a number of diverse diseases. Would the traditional practicing physicians and hospitals have to give up all these new revenues to startup firms? If so, a dislocation for physicians, nurses, and hospital workers would occur to a degree never before seen in history. The problem of getting consistent quality in our country is especially well documented by Herzlinger. Every physician leader, administrator, and board member can recite this litany. We are all aware of the problem, and can transform our current practices into the excellence Dr. Herzlinger calls us to, by building on the best practices already emerging in leading organizations around the United States. Focused may be one of the routes to such success, but it is doubtful that model will ever dominate medicine in the United States. The landscape of the future is likely to include large comprehensive medical centers as well as full-service, but less intensive, community and rural hospitals in cooperation with multispecialty physician practices. For me, the end game is efficient, high-quality care that is appropriate and leads to high customer satisfaction. Health systems like Mayo Clinic, Johns Hopkins, Northwestern Memorial, and Henry Ford do not have to be dismantled to get us there. A major tenet of Wanda Jones' paper is that none of us are operating our organizations the same way we did 35 years ago; thus, she concludes that none of us will be operating in the same way in the year 2025. …
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