CEO SUMMARY: At the University of Michigan Medical Center, the Department of Pathology is learning new ways to add value that include face-to-face meetings with patients as part of UMMC’s patient- and family-centered care initiative. One lesson learned is that patients appreciate the opportunity to get a better understanding of the results from both anatomic
Tag: laboratory resources
CEO SUMMARY: Australia just conducted its first summit meeting on laboratory management and a near sell-out crowd showed up to learn the best and latest. For the Americans in the audience, there were several surprises. First, Australia has a highly-competitive laboratory sector, comparable in many aspects to the private sector here in the United States.
CEO SUMMARY: Integrated hospital systems, government health plans and private insurers can frequently threaten the status quo for commercial laboratories in both the United States and Canada. Motivated by the desire to offer greater value, two commercial lab companies in British Columbia collaborated to pool their lab test data in a system called “PathNET.” The
CEO SUMMARY: As some of the nation’s most astute and forward-looking lab executives prepare to gather in New Orleans for the fourth annual EXECUTIVE WAR COLLEGE, it is time to share our assessment of the laboratory and pathology industry. Recent events presage another profound shift in trends driving the evolution of laboratory services. This shift
FINANCIAL REPORTS RELEASED by the three national laboratories for the fiscal year 1998 reveal a definite improvement in their financial performance and cash flow.
One sign of this improvement is the fact that none of the three blood brothers disclosed any huge write-downs similar to those experienced in 1995, 1996, and 1997. Another sign is that
SINCE THE CONCEPT OF REGIONAL LABORATORY NETWORKS burst on the scene in 1995, I have ardently believed in their potential to help hospital laboratories remain relevant in the world of managed healthcare. The early victories of Pittsburgh’s Regional Laboratory Alliance and San Francisco’s Bay Area Hospital Laboratory Network inspired all of us.
Indeed, in 1995, 1996,
CEO SUMMARY: As a regional laboratory network, PacLab is unusual in one respect: participating hospital laboratories did not meet endlessly to talk about what they should do. Instead, action was the operative word for these network organizers. Since becoming operational in 1996, their bias for action has rewarded all participating laboratories. Test volumes are up
CEO SUMMARY: Business strategy does make a difference. However, it sometimes takes years to appreciate the wisdom of choosing one strategy over another. In the case of SmithKline Beecham’s lab division, the decision to become sole-source provider to the nation’s largest HMOs may eventually prove to be a masterstroke. In coming years, sole-source arrangements may
CEO SUMMARY: In part one of this exclusive interview, Premier’s John Biggers described the reasons why the 1,700 hospital consortium developed a strategic services program for clinical laboratories. In this final installment, Biggers provides insight as to how the program will work and what the objectives will be. Biggers’ comments deserve careful reading, particularly by
CEO SUMMARY: Because of Premier’s influence with 1,700 of the nation’s 5,000 hospitals, laboratory administrators and executives should realize that this strategic services alliance between Premier and Quest Diagnostics Incorporated will change traditional laboratory practices, regardless of whether the alliance proves successful or not. This interview with Premier Vice President John Biggers reveals the story