AHA July 27, 2018 presentation (click on title below, then click "open.")
Nate's comprehensive presentations focus on four basic topics.
>Probable scenarios for the future of healthcare delivery
>Essential competencies for success
>Improving the performance of employed physicians
>Optimizing performance in a value-based environment
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Nate's Latest Presentations
March 26, 2018 - ACHE Congress: "Healthcare: We have a Problem"
Sep 18, 2017 - Revive Health webinar: "Succeeding in a Brave New/Old World: Facts Are Stubborn Things"
Jul 18, 2017 - Louisiana Hosp Assn. "Navigating the Treacherous Journey to Success in a Post-Election World: Your Personnel Define Your Strategy"
Other Recent Presentations
March 2017 - ACHE CEO Circle at Congress on Healthcare Leadership - "High Performance Network: The Critical Path to Succeeding in Population Health and in an Uncertain Future: Competence, Compliance, and Competitive Strategy" (click here)
November 2016 - Summit Healthcare -"Navigating the Hazards on the Path to Population Health Management - MACRA, MIPs and APMs" (click here)
March 2016 - ACHE CEO Circle - "Population Health, Physician Engagement, and Value-based Payments - Separating Fact from Fiction" (click here)
- PRESENTATION SUMMARY
Healthcare systems must invest in the development of new innovative competencies relating to value-based care. However, there is evidence that when a health system shifts its strategic focus disproportionately to “doing what’s new,” and/or implement strategies without the associated competencies, there can be a significant degradation in financial performance, which in some cases is irreparable. Health systems must start now to prepare for the inevitable turbulence in healthcare and cannot abandon their capital structure in the journey to innovation.
For example, health systems that have listened to the industry pundits and aggressively pursued risk-based arrangements such as provider-based health plans, have experienced losses in the tens of millions of dollars. These losses divert valuable financial and human capital away from facilities, equipment, and physicians. This overemphasis on innovation is common in industries experiencing structural change. Professor Russell Ackoff observed that in times of great change and uncertainty, managers look for simple solutions to complex problems and thus are incurably susceptible to panacea peddlers. In today’s healthcare systems, there are no panaceas.
While the specific components of our nation’s healthcare system are not clearly defined, what is certain is the aging of the population and the escalating cost of healthcare which continues to put intense pressure on the price, volume and ultimately, the cost structure of all healthcare service providers. Operating margins at many health systems are deteriorating; in part, due to an overemphasis on innovation at the expense of focusing on the essential rationalization of services, improving access, appropriate deployment of capital and most importantly, engaging physicians.
Health systems cannot abandon their capital structure in their journey to innovation. Most health systems have invested hundreds of millions (if not billions) of dollars in facilities and equipment and must ensure that their strategic focus optimizes the financial performance of their capital-intensive inpatient and outpatient services. Both short and long-term success is contingent on finding the appropriate strategic balance between ‘doing more of the same’ and ‘doing what's new.’ This presentation provides practical recommendations supported by case studies and objective analyses for achieving the optimal strategic balance necessary to produce a consistent optimal financial performance.
Mr. Kaufman will provide participants with a likely scenario of what the healthcare system will look like in 2020 and the critical competencies necessary for success. He will differentiate between fads and key strategies for success. There is no cookie cutter solution to prepare a physician group or health system for the new environment. For each competency, there will be a discussion, using specific examples, of the underlying factors that will determine whether the strategy will succeed or fail. He will identify characteristics and competencies that will be the key differentiators between winners and losers. These strategies focus on reducing cost while improving outcomes; effectively engaging, employing and integrating with physicians; collaborating with payers and maintaining strong financial performance.