Talk of universal coverage and health care reform largely focuses on who pays—employers, employees, or taxpayers–and how much gets spent.  That avoids the issue of how we achieve better care for more people with less effort and less cost–doing much more with much less, putting to far better use the resources we commit to this sector.Â
The single biggest impediment is the lack of effective _outcome_ based measurement.Â
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In any circumstances, companies have to identify the ‘jobs to be done’ in the market place, configure products or services to meet those needs, and create reliable systems to deliver those offerings.
This is all the more urgent in tough times when customers are exceptionally circumspect and resources have to be put to the most extreme efficient and effective use. The abilities to improve, innovate, and be agile and responsive are at an extreme premium.
I’m happy to share with you an interview I did recently with BusinessWeek.com on the lessons that high velocity organizations have to offer about achieving the speed and consistency necessary to succeed now and emerge even stronger and more competitive during a recovery. Â Their discipline about relentless discovery, and the role senior leaders play in generating that dynamic are highlighted.
I welcome your comments about the video and so too about this blog, on which I’ve using to reflect on current issues from the perspective of the frameworks and principles detailed in Chasing the Rabbit. Â