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The Future Is Not What It Was Supposed to Be

Health systems confront operating and strategic pressures on all fronts. Payment reform initiatives require providers to do more with less to improve outcomes and the overall patient experience. To address these and other challenges, CEOs from major U.S.-based health systems gathered in Washington, D.C. at the 2017 Huron CEO Forum. One overriding theme: The future may be uncertain, but there are winning strategies for systems that think, plan and act differently. Read more in The Future Is Not What It Was Supposed to Be, the first of five reports from the CEO Forum.

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Innovation's Promise and Peril

Innovation is a double-edged sword. It improves lives and generates new wealth. But paying for every new medical innovation will cause a fiscal train wreck, particularly as extremely expensive new treatments are discovered for diseases like cancer and Alzheimer's. Meanwhile, regulatory uncertainty is creating even more incentive for innovation. Incumbent health systems hold advantages in driving the process—but if they do not act, others will.

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The Cybersecurity Challenge: Protect, Defend and Overcome

Healthcare leaders face challenges on almost every front. Health systems face an escalating threat of cyber attack. Truly delivering high-value care—and getting paid for it—remains a top challenge. Meanwhile, many organizations are looking at leadership transitions and changing the way they evaluate talent. To meet these and other challenges, CEOs at the Forum engaged with Pentagon generals, national policymakers and their peers to develop a prescription for success.

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Mastering Disruption

As the healthcare landscape changes, the capabilities needed to succeed in the old market context can become disabilities. Executives at the 2017 Huron CEO Forum heard from national leaders on leading dual transformation—simultaneously transforming their existing organization while leading a separate and focused effort to create business models for the future, purpose-built to improve access, affordability and community health. Key takeaways: Incremental change is no longer enough, and true innovation must come from within.

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Delivering Excellence in the New Healthcare World

The healthcare industry is being disrupted. To thrive in this new landscape, leaders must foster and manage innovation capabilities or partner with others to deliver greater patient value. By optimizing current care delivery, organizations will create the revenue streams needed to fund new business models that solve for wellness differently. The full report from the 2017 Huron CEO Forum highlights how organizations must think, plan and act differently to deliver excellence in the new healthcare world.

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Related Content

CEO's Top Priorities: Cost of Care and Strategic Vision

Executives at the 2017 Huron CEO Forum are guiding their organizations to deliver the best care at the best price for the best patient outcomes. We surveyed them on the biggest challenges they face and the skills leaders need most. Here’s what they chose:

Biggest Challenges Over The Next 10 Years
Most Needed Skills For Healthcare System Leaders

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The Cost of Innovation

The numbers outline the cost of innovation.

Number of molecules being researched for new drugs
Potential cost of new breakthrough drugs.
Payment for every new innovation drains resources from other needs.

Consider this question

How should we handle innovations that deliver care that’s almost as good for a lot less money?

An average U.S. cataract surgery costs $3,500, yet doctors in Mexico perform the same surgery for 30 to 70 percent less. The outcomes are the same, but recovery times are slightly longer.

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6 tips for crafting a Bring your own device policy

80 percent of individuals in the U.S. said they use smartphones and tablets for both personal and business purposes, according to a 2016 survey conducted by the Ponemon Institute. This trend is especially risky for healthcare organizations because of the high cost of security breaches and the need for ongoing communication with patients and colleagues.

Here are six tips for crafting an effective bring your own device (BYOD) policy:

  1. Survey employees about which personally owned devices they use and for which tasks.
  2. Develop policies for data governance and acceptable use.
  3. Implement security provisions that level the playing field between personally owned devices and corporate-owned devices, while balancing security with employee privacy.
  1. Anticipate devices being lost or stolen.
  2. Stay current with guidance from federal and regulatory bodies on secure text messaging.
  3. Educate and engage your employees.

Request Huron's 2017 CEO Forum eBook series and help your organization succeed during these uncertain times.

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