HEALTHCARE Business Model Storyboard (BMS): Cost effectively increase performance while reducing cost, complexity, and waste

50 %
50 %
Information about HEALTHCARE Business Model Storyboard (BMS): Cost effectively increase...
Business & Mgmt

Published on October 29, 2013

Author: RodKing

Source: slideshare.net

3P-­‐BUSINESS  MODEL  STORYBOARD  (BMS)  FOR  HEALTHCARE     q PAST:  Who  WERE  we?   q PRESENT:  Who  ARE  we?   drives   delivers   P:  PROVIDER   q FUTURE:  Who  MUST  we  be?   P:  PERFORMANCE   P:  PATIENT  CARE   requires   requires     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  

3P-­‐BUSINESS  MODEL  STORYBOARD  (BMS)  FOR  HEALTHCARE     q PAST:  Who  WERE  we?   q PRESENT:  Who  ARE  we?   drives   delivers   P:  PROVIDER   q FUTURE:  Who  MUST  we  be?   P:  PERFORMANCE   P:  PATIENT  CARE   requires   requires   Partners/Inputs         Purpose/Value  ProposiUon   (Prototype/Service)       Pain     (Defect;  Cost)       Professionals  (Staff/Team)/ Equipment/Facility       Pathways  (Channels/ RelaAonships)       Pleasure   (Delight;  Revenue)       Processes         PaUents  (Customers/   Job-­‐To-­‐Get-­‐Done)       PERFORMANCE   (Value/Wellness/ Quality/Profit)       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  

3P-­‐BUSINESS  MODEL  STORYBOARD  (BMS)  FOR  HEALTHCARE     q PAST:  Who  WERE  we?   q PRESENT:  Who  ARE  we?   q FUTURE:  Who  MUST  we  be?   drives   delivers   P:  PERFORMANCE   P:  PATIENT  CARE   requires   requires   require(s)   Purpose/Value  ProposiUon   (Prototype/Service)       affect(s)   Professionals  (Staff/Team)/ Equipment/Facility       require(s)   Processes         deliver(s)   require(s)   delight(s)   Pathways  (Channels/ RelaAonships)       require(s)   requires   Pain     (Defect;  Cost)       delight(s)   PaUents  (Customers/   Job-­‐To-­‐Get-­‐Done)       Pleasure   (Delight;  Revenue)       drive(s)   Partners/Inputs         (Problem-­‐Service  Fit)   P:  PROVIDER   delights   PERFORMANCE   (Value/Wellness/ Quality/Profit)       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  

4  STEPS  FOR  USING  THE  3P-­‐BUSINESS  MODEL  STORYBOARD   Cost  effec5vely  and  rapidly  improve  the  wellness  of  organiza5ons,  teams,  and  individuals   1.  Decide  whether  you  want  to  prepare  a  3P-­‐Business  Model  for  a  past,  present,  or  future   organizaUon   2.  Create  a  large  (3  x  5  Poster)  template  of  the  3P-­‐Business  Model  Storyboard  and   place  it  on  a  table  or  wall;  iniAally  use  the  3P-­‐Business  Model  Storyboard  showing  just   the  9  storycards  (that  is,  a  diagram  of  the  Business  Model  Storyboard  without  arrows   between  adjacent  storycards)   3.  CollaboraAvely  put  in  details  (e.g.,  using  small  Post-­‐it  notes)  for  each  of  the  9   storycards  of  the  Business  Model  Storyboard     4.   Validate  the  content  and  relaUonships  of  storycards  in  the  3Ps:  Provider,  PaAent  Care,   and    Performance     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  

                     3P-­‐BUSINESS  MODEL  STORYBOARD  (BMS)  for  Performance  Improvement  Projects   q PAST:  Who  WERE  we?   q PRESENT:  Who  ARE  we?   drives   delivers   P:  PROVIDER   q FUTURE:  Who  MUST  we  be?   P:  PERFORMANCE   P:  PATIENT  CARE   requires   requires   Partners/Inputs   q Who/What  externally  helps  to   provide  paAent  care?     Purpose/Value  ProposiUon   (Prototype/Service)   q What  is  our  purpose/passion/   proposiAon  for  delivering   paAent  care?   Pain     (Defect;  Cost)   q What  is  the  pain/cost  of   providing  (receiving)   care?   Pleasure   (Delight;  Revenue)   Professionals  (Staff/Team)/ Equipment/Facility   Pathways  (Channels/ RelaAonships)   q How  is  care  delivered  to   paAents  (customers)?   q What  is  the  pleasure/   reward  of  providing   (receiving)  care?   Processes   PaUents  (Customers/   Job-­‐To-­‐Get-­‐Done)   PERFORMANCE   (Value/Wellness/Profit)   q Who/What  internally  provides   paAent  care?   q What  are  core  processes  used   for  providing  paAent  care?     q Who  are  we  caring  for?     q What  are  paAent   (business)  outcomes?     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  

                                   3P-­‐BUSINESS  MODEL  STORYBOARD  (BMS)  for  High-­‐Performance  Projects                                                  (Based  on  Thomas  P  Huber’s  PresentaAon:     Micro-­‐Systems  in  Health  Care:  Essen5al  Building  Blocks  for  the  Successful  Delivery  of  Health  Care  in  the  21st  Century)   drives   delivers   P:  PROVIDER   P:  PERFORMANCE   P:  PATIENT  CARE   requires   requires   Partners/Inputs         Purpose/Value  ProposiUon   (Prototype/Service)       Pain     (Defect;  Cost)       Professionals  (Staff/Team)/ Equipment/Facility   Pathways  (Channels/ RelaAonships)       Pleasure   (Delight;  Revenue)       Processes   PaUents  (Customers/   Job-­‐To-­‐Get-­‐Done)   q  Strong  Leadership/Great  Org.   Support/Staff  Focus/Training   Focus/Interdependence/IT  Focus   q Process  Improvement  Focus       q PaAent  Focus     PERFORMANCE   (Value/Wellness/Profit)   q Performance/Result   Focus   q Commu./Market  Focus     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  

Add a comment

Related presentations

Related pages

Cost Of Complexity | LinkedIn

Cost Of Complexity. ... Target Cost and Complexity ... Enterprise Storage and Backup Architect and Consultant at Drive Cost Savings by Reducing Complexity ...
Read more

Improving Process Turnaround Time in an Outpatient Clinic

Industries Healthcare Improving Process Turnaround Time in an ... quality care while being sensitive to the ... Given the complexity of care that ...
Read more

The Healthcare Supply Chain Top 25 for 2012 - Gartner

The Healthcare Supply Chain Top 25 for 2012 ... bring them up to speed more effectively. While this is particularly ... reducing costs through ...
Read more

Kaizen & Process Improvement Toolkits on Pinterest ...

Kaizen & Process Improvement Toolkits. ... using the Balanced Scorecard or any other business performance model ... Reducing the Cost Of Quality ...
Read more

Small Business Technology Transfer Program Phase I ...

Small Business Technology Transfer Program ... consumption or waste, or that increase ... models will: reduce the cost of health care; ...
Read more

Template:Business Analysis Guidebook/Print version ...

Template:Business Analysis Guidebook/Print ... all the while reducing the ... are included depending on the complexity of the model. Business ...
Read more

Health Plans/Payer Solutions - DST Systems

» Health Plans/Payer Solutions ... We’ve taken the business model behind core ... and risk—of new members while reducing the cost of Edge Server ...
Read more

Process Control | Changing Pharma's DNA: An Interview with ...

... while reducing release ... reliant business model and treatment options that are ... to improve performance and reduce operational cost, ...
Read more