個案總覽

Describes the variety of health insurance plans that Medtronic offers, including a high-deductible, consumer-driven health plan with a health reimbursement account that also enables health care providers to quote their own prices. Asks students to consider the choices facing the firm's human resources manager and its employees and the viability of the new consumer-driven models.

The purpose of this case is: To familiarize the students with the changing landscape of health care delivery, through chains of retail medical centers and those offering value-based care (VBC). To discuss fundamental managerial decisions about their viability through the Framework used In Innovation in Health Care: What type of innovation is this? How well aligned is each with the Six Factors of Structure, Financing, Consumers, Accountability, Public Policy, and Technology? With the answers to the two questions above, what are the critical elements of their business model? The case features pre-class polls that essentially ask the students to rate the startups on a scale ranging from bankruptcy to success in five years. This case specifically discusses how the recent changes in the organization of health care delivery affect the job choices of a newly graduated MBA. He can join a new chain of retail medical centers (RMCs), which has raised $62 million in venture capital from a firm intrigued by the idea and the team. The idea is to attract patients who cannot see their regular Primary Care Physician (PCP) because he or she is not available or they do not have one. The RMCs are located in convenient locations ( eg. next to a supermarket with a large parking lot ) in middle-class towns in Massachusetts. They are open 8-8, seven days a week, and staffed by a PCP, nurse, additional personnel, and equipped with labs and X-ray equipment. They offer attractive benefits to this staff. Although they cannot handle emergency care, they can stabilize the patients and send them to a hospital. Their prices are like those of other PCPs and far lower than an Emergency Room. The RMCs face competition from existing PCPs in that locale, urgent care centers, and nearby hospitals. He has another job offer from a chain that manages Physicians through a one-year agreement with a prominent AMC (academic medical center) to capitate payment to the MDs.

We entrust nonprofit and governmental organizations with society's most important functions--educating our minds, uplifting our souls, and protecting our health and safety. Lately, however, the public's faith in these institutions has been seriously undermined by revelations of wrongdoing and mismanagement. Can anything be done to restore the public's confidence? Regina Herzlinger argues forcefully that the answer lies in accountability. She points out that nonprofits and governments lack the mechanisms that compel accountability in the business world. Thus they require regulatory oversight to help them accomplish their social missions effectively, efficiently, and responsibly.

Describes the long waiting time experienced by customers in Health Stops and asks students to specify the changes in its business model which could help solve the problem.

This case presents financial statements and selected ratios for seven unidentified nonprofit organizations and asks that each set of financial information be matched with one of the following nonprofit entities: a public television station, a suburban hospital, a metropolitan art museum, a health insurer, a municipal government, a social service organization, and a private college.

Mounting financial losses and increasing public scrutiny present many challenges to the board of directors of a large nonprofit health insurer. This case series presents chronologically the increasing problems of the company.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case. Contains a denouement.

More than ever, the public is looking to the nonprofit sector to address the pressing social problems that are hobbling the United States. As a result, all nonprofits face increased scrutiny from both benefactors and government regulators. To survive under this spotlight, a nonprofit needs a powerful and proactive board of directors to provide oversight. The board must assume the roles played in a business by owners and the market, ensuring that the nonprofit accomplishes its mission efficiently and devising its own system of measurement and control. Four questions help board members create such a system: 1) Are the organization's goals consistent with its financial resources? 2) Is the organization practicing intergenerational equity? 3) Are the sources and uses of funds appropriately matched? 4) Is the organization sustainable?

Explains how managed care organizations use capitation as a payment method for providers.

How can we evaluate if innovative health care ventures can do good-benefit society-and do well-become financially viable? This question is the topic of the first module in the Innovating In Health Care course book. This note and case series enables readers to conduct this kind of evaluation in the context of innovative organizations for Primary Care Physicians (PCPs). They ask the reader to evaluate which, if any, of the different innovations for organizing PCPs could have helped Health Stop avoid its subsequent failure (not revealed in the case). In addition to Health Stop's retail medical center model, the note reviews innovations that differ in location; virtual or bricks and mortar; other retail-based; and differ by payer/patient focus. The pair emphasize that success or failure is shaped by correct identification of the type of organization-is it consumer-facing, technology-commercializing, or cost-controlling?-and the alignment of that type of organization with the Six Factors in the environment that critically affect it-Structure, Financing, Consumers, Public Policy, Accountability, and Technology. Health Stop failed because it tried to become two different types of organizations-consumer-facing and cost-controlling-and thus had poor alignment with many of the Six Factors critical to its success. It is impossible to focus on more than one type. Some sort of partnership with the retail-based (e.g., CVS, Walgreens) or technology-based innovations (e.g., Aledade (see "Aledade." Harvard Business School Case 321-131), Agilon) could have helped to rescue it.

Many executives have attempted to simplify the reporting procedures of fund accounting by using business practices. However, nonprofit enterprises have financial structures and objectives different from those of business. Managers of nonprofit institutions need greater familiarity with the requirements of nonprofit financial structures and accounting practices. A review of the components of fund accounting and an illustrative case help clarify the principles.

Focuses on two issues: 1) technical systems that can be employed in nonprofit organizations for control and motivational purposes. Systems discussed range from payroll monitoring systems to zero-base budgeting and 2) the managerial environment needed for serious control efforts to take place.