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Competing in the New Health Care Environment: Strategies for Surgical Oncology

Competing in the New Health Care Environment: Strategies for Surgical Oncology Annals of Surgical Oncology, 6(6):614 – 622 Published by Lippincott Williams & Wilkins © 1999 The Society of Surgical Oncology, Inc. Competing in the New Health Care Environment: Strategies for Surgical Oncology Wiley W. Souba, MD, ScD, MBA, and John Mahon, MBA, DBA Driven largely by pressures to reduce expenditures, strategy. This new thinking will require a behavioral shift the American health-care industry is in the midst of a that may be harsh if it conflicts with organizational major transformation. These issues are critical to surgi- culture and tradition—surgeons are adept at sharpening cal oncologists, and they have clear, measurable impacts their diagnostic and technical skills, but changing busi- (Table 1). Surgical oncology procedures performed at ness strategy is not a task that they are well prepared for university hospitals account for a substantial portion of or that they regularly encounter. Managing this change, hospital profits and professional collections, and these much of which is uncharted territory, is unlike managing revenues historically have been used to cross-subsidize a patient with a diagnosis of cancer. The diagnosis of multiple research agendas. As competition has increased, change is not made by a biopsy of the external environ- private insurers are no http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Annals of Surgical Oncology Springer Journals

Competing in the New Health Care Environment: Strategies for Surgical Oncology

Souba, Wiley; Mahon, John
Annals of Surgical Oncology , Volume 6 (6) – Jan 1, 1999
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References (24)

Publisher
Springer Journals
Copyright
Copyright © 1999 by The Society of Surgical Oncology, Inc.
Subject
Medicine & Public Health; Oncology; Surgical Oncology; Surgery
ISSN
1068-9265
eISSN
1534-4681
DOI
10.1007/s10434-999-0614-2
Publisher site
See Article on Publisher Site

Abstract

Annals of Surgical Oncology, 6(6):614 – 622 Published by Lippincott Williams & Wilkins © 1999 The Society of Surgical Oncology, Inc. Competing in the New Health Care Environment: Strategies for Surgical Oncology Wiley W. Souba, MD, ScD, MBA, and John Mahon, MBA, DBA Driven largely by pressures to reduce expenditures, strategy. This new thinking will require a behavioral shift the American health-care industry is in the midst of a that may be harsh if it conflicts with organizational major transformation. These issues are critical to surgi- culture and tradition—surgeons are adept at sharpening cal oncologists, and they have clear, measurable impacts their diagnostic and technical skills, but changing busi- (Table 1). Surgical oncology procedures performed at ness strategy is not a task that they are well prepared for university hospitals account for a substantial portion of or that they regularly encounter. Managing this change, hospital profits and professional collections, and these much of which is uncharted territory, is unlike managing revenues historically have been used to cross-subsidize a patient with a diagnosis of cancer. The diagnosis of multiple research agendas. As competition has increased, change is not made by a biopsy of the external environ- private insurers are no

Journal

Annals of Surgical Oncology – Springer Journals

Published: Jan 1, 1999

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