Shifts in Healthcare

MedSpeed on the Crain’s Fast 50

I am pleased to share that MedSpeed is one of Crain’s Chicago Business Fast 50, which recognizes the 50 Chicagoland businesses with the highest five-year growth rates. Nice honor aside, milestones like this make me think back to the days when we were a small team in a single office outside of Chicago with the ambition of making a positive contribution to healthcare by delivering health to patients, providers and their communities. It also makes me think about how we got from there to where we are now, which I think really comes down to two key points.

First, there was a need for a more strategic approach to connecting healthcare facilities. Our service not only eliminates waste and provides exceptional quality, but also helps healthcare organizations to harness the economies of scale as they grow and change. This is something that is more important than ever in a new healthcare environment of value-based care and system consolidation.

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How the Barrier Between Competitors and Collaborators is Changing in Healthcare

As a panelist at the upcoming Becker’s Hospital Review 9th Annual Meeting, I was asked my thoughts on what’s happening in healthcare today. To my eyes, one of the most interesting developments is how the barrier between competitors and collaborators is changing.

Today, everything in healthcare points toward value and enhanced patient/customer experience. To succeed, healthcare companies realize there is value in letting go of their desire to control all functions. Instead, they are exploring opportunities to collaborate both with each other and with outside entities to create greater value.

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Everyone Wins with the Right Strategic Relationship

There are organizations—healthcare ones among them—that are oriented towards insourcing functions, even when those functions lie outside of the organization’s core competency. There was a time (and still may be times) when full insourcing of the supply chain made sense: think Ford Motor Company in its early days. However, it is becoming more difficult to make a case for insourcing non–core functions, especially in healthcare, when better efficiency, more flexibility, higher profit margins and improved patient care can be achieved through strategic relationships.

That being said, you don’t want a strategic relationship with just anyone. Strategic relationships that align the capabilities and interests of two different entities can enable both organizations to deliver better service and better products. In today’s complex and dynamic healthcare marketplace, agility, efficiency and quality are the new drivers of success, and leveraging strategic relationships can turbo-charge performance.

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5 Daunting Issues Keeping Healthcare CEOs Up at Night: Executives focus on re-imagining healthcare delivery

Those of us in the industry are well aware of the enormous challenges facing U.S. healthcare, but probably no one feels these impending changes more than healthcare CEOs. Recently, Huron Healthcare conducted interviews with hospital CEOs to determine the top five issues keeping them up at night. As reported in Healthcare Finance News last month, the burning issues are:

1. Change management: With the amount of market-driven and reform-driven change affecting healthcare providers, CEOs are troubled by how they can prioritize

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