April 14, 2020 By:

Atul Gawande’s recent New Yorker online article, Big Med: Restaurant chains have managed to combine quality control, cost control, and. In a new essay entitled “Big Med,” physician-author Atul Gawande muses in The New Yorker if The Cheesecake Factory and other successful. Re: Big Med: Restaurant Chains Have Managed to Combine Quality Control, this essay in The New Yorker, Harvard physician Atul Gawande outlines a model .

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Protecting disruptive innovation Secondly, healthcare leaders will need to realize that it is critical to keep truly disruptive efforts largely separate from ongoing operations. Or a bit further along the disruptive spectrum, how about forgoing clinic visits altogether if you can connect with an expert via FaceTime whenever you wish and have every preventative test scheduled in your home or workplace at your convenience?

Let us know your views. In few other countries would are such relationships allowed to develop, for obvious reasons. In the future world of large and standardized healthcare juggernauts that Gawande bgi, the patients and the physicians who are employed by them will be forced to make trade-offs by asking which dimensions of performance they are willing to give up to achieve the outcomes, experiences, and prices that everyone seems to want.

Go to navigation Go to content. To think that people get better quality of service from a place like the cheesecake factory over a hospital is crazy. Doctors are trained to do everything and to gawane responsibility for the entire patient.

How “Big Med” Trade-offs Can Transform Healthcare | Innosight

Indeed, Gawande posits that this nascent trend will inevitably take over large swaths of the system. But what else will fall through the cracks? Secondly, healthcare leaders will need to realize that it is critical to keep truly disruptive efforts largely separate from ongoing operations. Gawande helps us avoid the trap of oversimplification by providing two extended discussions of examples in healthcare — knee replacement and remote ICU.


Gartner shall not be liable for any damages whatsoever arising out of the content or use of this blog. Gawande begins the article in the kitchen of the Cheesecake Factory, where he describes how standardization along with quality controls creates consistently good meals at the chain restaurant. Technology-based change is happening continuously, and most organizations struggle to see the change in advance.

The fact that it manages to do so with a menu that is maybe 10 times more complex than its competitors provides a skosh of credibility that Gawande is on the right track.

On Cheesecake and Medicine: Is ‘Big Med’ the Model for Health Care?

As a case study, he uses total knee replacement surgery, something his mother had recently undergone. I doubt that neurology residents get graded on how well they teach a procedure.

Our costs are soaring, the service is typically mediocre, and the quality is unreliable. Patients desperately need systems that are comprehensible, navigable and more importantly responsive to their needs.

Doing this well typically means establishing formal processes and systems for selecting, managing, and governing the innovation portfolio — our guess is few healthcare systems have yet to take this foundational step.

Each year, median scores rise and several hundred more critically ill patients live who would not have the year before. The reduction of medical errors requires standards. The problem is the American healthcare system is not a single corporation where a decision is made and, for better or for worse, the direction flows down the chain of command. August 13, at 4: Download the expanded version of this industry briefing.

Using the purchasing power that comes from reduced variability and organizational size to control costs and standardize the quality of ingredients Standardizing and monitoring the process from front to back pre-op through rehab Aul the Cheesecake Factory menu of items seems trivial when compared to the total number gawands services offered in a medical center, it is huge compared with most franchise gawabde. Tim Gustafson is a principal at Innosight who has worked with companies in all sectors of healthcare.


This is gawwande really funny comparison, and sad at the same time. The content on this blog is provided on an “as-is” basis. Indeed, we would all prefer Le Bernardin at Mrd Factory prices. While a complex topic, there are autl primary guidelines we would suggest to healthcare leaders based on a multitude of innovation case studies across a broad range of industries:. If you are interested in our health care system, I recommend that you read the article.

Large investment in training is the key to accelerated innovation. The budget-based, well-organized exemplars I mentioned, where physician-managers spend a year getting a new good idea into practice, deserve emulation. Only that would eliminate opportunities for more revenues and profits. As Gwande points out in his description of Dr.

How “Big Med” Trade-offs Can Transform Healthcare

Gawande sees is simply a lack of communication, dissemination of information. The good news is that several major healthcare companies that Innosight has worked with have demonstrated that transformative innovations can be incubated and scaled successfully despite the many pitfalls that exist.

Simple Changes, Big Rewards: Gawande to meet with managers, cooks, and other workers at a Boston-area Cheesecake Factory to see how it delivers good food and a good dining experience time after time.

Now they are funded to teach ICUs in four other nations how to give better care to the sickest patients, but the United States is not among them. Take a fractured hip. Gawande mentions the delicious food and the organized system — then asks why the world of medicine so far has resisted the productivity atu that has transformed other industries.