THE BECKHAM COMPANY
Strategy and leadership in health care
We’re Compatible!
Our consulting services
and planning models are compatible with the concepts advocated by Jim Collins in Built to Last and Good to Great as well as those advocated by Robert Kaplan in The Balanced Scorecard (sometimes called the Five Pillars). We are also well-versed in Baldrige and Six Sigma criteria and methods.
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Six strategic models that are driving thinking and actions in every industry, including health care. It’s important to understand them.
Branding is on its way to becoming a more critical issue in health care than it ever has been in the past.
The Integrated Delivery System as Moving Target
Eight questions to hone your aim toward integration.
New traffic-control systems have begun to elbow aside the traditional patient-physician relationship. This is a very big deal.
Every management team that undertakes a major cost-reduction program ought to set aside a day dedicated to thinking about the work of their organization from the customer’s perspective.
Is it better to change in incremental fashion in a programmed and linear way? Or is radical change necessary?
Health care is an industry confronted with a profound lack of ownership.
Like a torrent cutting its way to the main riverbed, investor capital is moving relentlessly into the physician practice business.
A consolidation provides a profound opportunity to transform organizations. The time to design that transformation is before the consummation, not after.
When workers can make the decisions on their own and carry out the work without supervisors, then management is more than an imposition. It’s a waste.
Redefining Work in the Integrated Delivery System
Time spent on the front end answering fundamental questions about what the new integrated system must do and how the work will change, will pay huge dividends in the long run.
Running With the Herd: Building a Business Strategy
All business strategies can be broken into one of three categories: conventional, variant, and radical. Each can produce success. Each can also produce failure.
Part 1: The bigness explicit in a regional integrated delivery system must be balanced against the benefits of meaningful smallness.
Part 2: Anything less than an optimal size organization will suboptimize care.
Success is like an aroma. You can smell it, but chances are, you can’t see it, feel it, or capture it.
More Articles by Dan Beckham
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