Analysis of conflicting business models and value propositions of hospitals: Diagnostic activities vs. efficient delivery of specific procedures
Deconstructing the hospital business model and forming two different models: Solutions shops and value-adding process activities
The Solution Shop: Strategies to integrate the work of multiple specialists to optimize diagnosis
Identifying value-adding processes to produce high quality outcomes at a lower cost
Addressing the challenges of co-morbidities e.g. heart health
Challenges to the new business model in health care -- Transitioning to a highly adaptive framework and the move away from an industrial management model
Strategies to sub-segment hospital organizations to allow for greater decision making at the ground level
How established organizations can create innovation incubators that would otherwise seem impossible
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