000			04019cam a2200469 i 4500
001			on1037282880
003			OCoLC
005			20240726105209.0
008			180526t20182018mau ob 001 0 eng
040			_aYDX _beng _erda _epn _cYDX _dEBLCP _dNT _dMERUC _dIDB _dOCLCF _dUAB _dOCLCA _dYDX _dOCLCO _dCUT _dOCLCQ _dOCLCO _dWYU _dOCLCO _dOCLCA _dTKN _dOCLCO _dOCLCA _dAU@ _dOCLCO _dOSU _dVLB _dOCLCA _dOCLCQ _dK6U _dOCLCA _dUKAHL _dRECBK _dOCLCQ _dOCLCO
020			_a9781633693678 _q((electronic)l(electronic)ctronic)
043			_aa-ii--- _an-us---
050	0	4	_aRA410 _b.R484 2018
049			_aMAIN
100	1		_aGovindarajan, Vijay, _e1
245	1	0	_aReverse innovation in health care : _bhow to make value-based delivery work / _cby Vijay Govindarajan, Ravi Ramamurti
260			_aBoston, Massachusetts : _bHarvard Business Review Press, _c(c)2018.
300			_a1 online resource (viii, 265 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
520	0		_aHealth care in the United States and other nations is on a collision course with patient needs and economic reality. For more than a decade, leading thinkers including Michael Porter and Clayton Christensen have argued passionately for value-based health care reform: replacing delivery based on volume and fee-for-service with competition based on value, as measured by patient outcomes per dollar spent. Though still a pipe dream here in the United States, this kind of value-based competition is already a reality--in India. Facing a giant population of poor, underserved people and a severe shortage of skills and capacity, some risk-taking private enterprises have found a way to deliver high-quality health care, at ultra-low prices, to all patients who need it. Govindarajan and Ramamurti studied these Indian value-based models in depth. After investigating forty health care organizations and conducting field research on sixteen, they identified seven "exemplar" providers that consistently delivered high-quality health care at ultra-low cost, while being profitable, financially sustainable, and able to scale up their operations. Their secret sauce consists of five principles that work together to produce value-based care. Arguing that now is the time for the United States and other "rich" nations to learn from the "poor," this book shows how the innovations developed by these Indian exemplars are already being practiced by some far-sighted US providers--reversing the typical flow of innovation in the world. The authors describe four different pathways being used by these organizations to apply Indian-style principles to attack the exorbitant costs, uneven quality, and incomplete access to health care in the United States.-- _cProvided by publisher
504			_a1 and index
505	0	0	_aAn unhealthy problem meets an unlikely solution -- _tBreakthrough business model of Indian exemplars -- _tValue-based competition in action -- _tDisrupting US costs -- _tExpanding rural access -- _tExpanding access for the uninsured -- _tImproving quality -- _tPromoting reverse innovation and value-based health care
530			_a2 _ub
650		0	_aMedical care _zIndia _xQuality control.
650		0	_aMedical care _zUnited States _xQuality control.
650		0	_aMedical care _zIndia _xCost effectiveness.
650		0	_aMedical care _zUnited States _xCost effectiveness.
650		0	_aValue analysis (Cost control)
650		0	_aCompetition.
650		0	_aHealth planning.
650		0	_aMedical care.
650		0	_aCost control.
655		1	_aElectronic Books.
700	1		_aRamamurti, Ravi, _e1
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=1797856&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hRA.. _m2018 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c92319 _d92319
902			_a1 _bCynthia Snell _c1 _dCynthia Snell