Managing an organization is a challenge these days. The only certainty is uncertaintyâa shared perspective among CEOs (see LeadershipâThe Key For Moving From Crisis To Recovery).
As we lead our organizations to what comes nextâwith the market landscape still evolvingâ experience is less valuable and data is more essential than ever in making the rightâŠ
Harnessing data to navigate a changing market is a journey. Despite the challenges, it is encouraging to see that the use of data for decisionmaking and improving outcomes is gaining more traction across health care. The use of predictive analytics by provider organizations and payers increased from 47% in 2018 to 60% in 2019. AndâŠ
How do you enable an executive team of a newly-merged organization to have the data they need to make decisions? A large provider organization with multiple service lines and programs hadâthrough a process of affiliations and acquisitionsâexpanded to multiple geographic areas. They had a number of geographically dispersed smaller business units, each with specialized services, focused on servingâŠ
Patrick Maynard, president and chief executive officer of I Am Boundless (Boundless), had gleanedâfrom conversations with industry leadersâthat specialty provider organizations that are able to use data to understand the true cost of delivering services are better positioned for success in the future. His board supported his proposal to invest some of their operating marginâŠ
The importance of performance data in decisionmaking continues to grow for health and human service executives. Strategy development, identifying market opportunities, integrated care models, mergers, integration implementation, and improving service value are all more and more dependent on having data for decisionmaking.
Data-based decisionmaking is not about having more data, itâs really thinking aboutâŠ
