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Cultivating a Disease Management Partnership: A Value-Chain Model

机译：培养疾病管理伙伴关系：价值链模型

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Disease management (DM) is one of the health care industry's more innovative value-chain models, whereby multiple relationships are created to bring complex and time-sensitive services to market. The very nature of comprehensive, seamless DM provided through an outsourced arrangement necessitates a level of cooperation, trust, and synergy that may be lacking from more traditional vendor―customer relationships. This discussion highlights the experience of one health plan and its vendor partner and their approach to the development and delivery of an outsourced heart failure (HF) DM program. The program design and rollout are discussed within principles adapted from the theoretical framework of a value-chain model. Within the value-chain model, added value is created by the convergence and syner-gistic integration of the partners' discrete strengths. Although each partner brings unique attributes to the relationship, those attributes are significantly enhanced by the value-chain model, thus allowing each party to bring the added value of the relationship to their respective customers. This partnership increases innovation, leverages critical capabilities, and improves market responsiveness. Implementing a comprehensive, outsourced DM program is no small task. DM programs incorporate a broad array of services affecting nearly every department in a health plan's organization. When true seamless integration between multiple organizations with multiple stakeholders is the objective, implementation and ongoing operations can become even more complex. To effectively address the complexities presented by an HF DM program, the parties in this case moved beyond a typical purchaser-vendor relationship to one that is more closely akin to a strategic partnership. This discussion highlights the development of this partnership from the perspective of both organizations, as revealed through contracting and implementation activities. It is intended to provide insight into the program development and rollout processes that one health plan and its partner have adopted to advance a DM model that integrates appropriately within the local environment. This discussion also highlights how an organizational culture can shift from an emphasis on cost, growth, and control to an emphasis on quality, innovation, and service within a value-chain model.
机译：疾病管理（DM）是医疗保健行业中更具创新性的价值链模型之一，通过建立多种关系将复杂且对时间敏感的服务推向市场。通过外包安排提供的全面，无缝的DM的本质，要求更传统的供应商-客户关系可能缺乏一定程度的合作，信任和协同作用。本讨论重点介绍了一项健康计划及其供应商合作伙伴的经验，以及他们在开发和交付外包心力衰竭（HF）DM程序中的方法。在根据价值链模型的理论框架改编的原理内讨论了程序设计和推出。在价值链模型中，通过合作伙伴离散优势的融合和协同整合来创造附加值。尽管每个合作伙伴都为关系带来了独特的属性，但价值链模型极大地增强了这些属性，从而使各方都能将关系的附加值带给各自的客户。这种伙伴关系可提高创新能力，利用关键功能并改善市场响应能力。实施全面的外包DM计划绝非易事。 DM计划包含了广泛的服务，影响到卫生计划组织中几乎每个部门。当多个组织和多个利益相关者之间真正实现无缝集成的目标是，实施和正在进行的运营会变得更加复杂。为了有效解决HF DM计划所带来的复杂性，在这种情况下，双方已从典型的采购商-供应商关系转变为与战略合作伙伴关系更紧密的关系。这次讨论从两个组织的角度突出了这种伙伴关系的发展，正如通过签约和实施活动所揭示的那样。它旨在提供对一个健康计划及其合作伙伴用来推进在本地环境中适当集成的DM模型所采用的计划开发和推出过程的见解。讨论还强调了组织文化如何在价值链模型中从强调成本，增长和控制转变为强调质量，创新和服务。

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