The Pursuit of the Integrated Multidisciplinary Service Line

James Andrews ()
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James Andrews: Brigham and Women’s Hospital Heart and Vascular Center

Chapter 6 in Leading Strategic Change in an Era of Healthcare Transformation, 2016, pp 93-106 from Springer

Abstract: Abstract The integrated multidisciplinary service line (IMSL)—horizontally aligned business units within institutions—is often viewed as offering the promise of flexibility to adapt to a rapidly changing, uncertain healthcare world. The challenge, as healthcare leaders contemplate adopting an IMSL model, is that with counterbalancing any improved flexibility comes the variability of the organization model. If not fully integrated, institutions can create more bureaucracy through evermore complex organizational structures, with no gain in efficiency or patient satisfaction. Based on the experience of Brigham and Women’s Hospital, this case outlines the opportunities and challenges to transforming institutional structures.

Keywords: Core Competency; Care ActAffordable; Integrate Master; Quality Improvement Initiative; Service Line (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-30776-3_6

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DOI: 10.1007/978-3-319-30776-3_6

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