C. Becoming more accountable

Current entities must play a key role in increasing the accountability that all industry participants have for the health of the populations they serve.

The future of many established organizations will hinge on their ability to absorb greater responsibility not only for providing specific products and services, such as procedures, devices, or pharmaceuticals, but also for maintaining the health of the populations they serve. As Reisman observed, “We have a completely new approach that is much more oriented for value. We’re concerned about the overall health of the population—not just the people we touch, not just the people we treat, but the entire population.”

To become more accountable, however, established organizations must become more agile and more capable of coordinating care across numerous providers and suppliers. Critical to their roles as coordinators, established firms must be key participants in identifying and refining the observable measures on which their performance will be evaluated. This process must occur in a manner that allows established firms to meet customer needs within the wider social, political, and economic contexts of their communities. “The common characteristics of all these things,” noted Schlichting, “are multidisciplinary ownership of the care experience over time, great information sharing across all dimensions of care, a focus on the patient and family, a true measurement of outcomes, and a strong focus on improvement.”

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