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Insight : Healthcare Work Systems Design |
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Volume:04 / Issue:04 - Published on
May 2008 |
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The labyrinth of hospital work processes form the skeleton of the organization, the structure on which its survival and sustainability hinge. In order to outrace competitors and deliver consistent high quality healthcare, a hospital’s work process design must incorporate quality and flexibility. A liberal dose of information technology would make the operation seamless, helping it win its highest accolade – patient satisfaction. |
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Insight : Healthcare Work Systems Design |
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Volume:04 / Issue:04 - Published on
May 2008 |
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The labyrinth of hospital work processes form the skeleton of the organization, the structure on which its survival and sustainability hinge. In order to outrace competitors and deliver consistent high quality healthcare, a hospital’s work process design must incorporate quality and flexibility. A liberal dose of information technology would make the operation seamless, helping it win its highest accolade – patient satisfaction. |
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Insight : Health Strategy Development |
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Volume:04 / Issue:03 - Published on
May 2008 |
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The concept and perspective of healthcare is changing worldwide – and not all of it is cosmetic. Several factors – economic and social – are at play to bring about intrinsic changes in this industry. In a global context, governments, insurance firms, employers and patients form the broad mix of consumers for this service. |
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Insight : Customer Knowledge in the Education Sector |
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Volume:04 / Issue:02 - Published on
April 2008 |
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Knowledge of customer groups and market segments allows your organization to tailor listening and learning strategies and offerings, to support and tailor your marketing strategies, to develop new business and to ensure organizational sustainability. |
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Insight : Improvement Strategies |
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Volume:04 / Issue:01 - Published on
April 2008 |
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If change is the only constant in the marketplace, continuous improvement is the only way to maintain a firm’s position in the industry, and indeed, the customer’s mind. Organizations realized this was not just a nice-to-have but a need-to-have element of strategy in the 1980s. Since then, various processes and tools of improvement have emerged, each with its success stories and believers, as well as failures and naysayers. What’s clear is that there must be a clear cut process and methodology to improvement initiatives, as opposed to a random or arbitrary effort. |
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Insight : Supplier and Partner Focus: Enabling Improvement and Recognizing Performance |
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Volume:03 / Issue:24 - Published on
March 2008 |
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As companies expand into new markets and geographies, the emphasis is to focus on their core competencies. This has resulted in a number of services being outsourced to third party entities. An organization’s dependence on its associates is so high that its performance has increasingly become dependent on that of their own.Companies that work towards consistently evaluating their partners find that they have a better understanding of who they are dealing with, appreciate the cost drivers and factors better, develop a better de-risking strategy and eventually gain tremendous competitive advantage by reducing supply chain cycle times. This has a direct positive impact on productivity and profitability. |
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Insight : Improvement and Innovation: Innovation |
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Volume:03 / Issue:23 - Published on
March 2008 |
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Today, with new technology, changing customer preferences, growing markets, new geographies, and, not to mention, an open market with multiple brands/products, garnering significant and substantial market share is becoming tough. Pricing alone is no longer the differentiator. Organizations realize that they are addressing an aware customer, and that they are one among many who are doing so. Innovation and product differentiation has therefore become inevitable if the organization has to survive. |
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Insight : Support Processes – Service Plans and Standards |
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Volume:03 / Issue:22 - Published on
February 2008 |
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Customer service standards affect us all, not only as professionals but as consumers as well. While all companies usually base their standards on an industry benchmark, and rightly so, these should be seen as only the start of a cohesive and successful service plan. For the complete picture, these standards should be fine-tuned and adjusted to the specific needs of that organization. |
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Insight : Managing Innovation Effectively to Retain the Competitive Edge |
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Volume:03 / Issue:21 - Published on
February 2008 |
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In today’s fast paced and extremely competitive global business environment, innovation is the compass that helps organizations to successfully navigate turbulent waters. But innovation alone is not enough. Managing innovation effectively and continuously enables successful organizations to gain that cutting edge, placing them a few steps ahead of their competitors. Continuous innovation also provides critical support when organizations are confronted with difficult market conditions or business scenarios. |
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Insight : Employee Support - Programs for Employee Engagement and Commitment |
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Volume:03 / Issue:20 - Published on
January 2008 |
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An organization needs some ‘good’ churn to infuse new talent into the workplace. Today, however, the high rates of employee turnover can result in ‘bad’ churn for an organization. Industry reports put the attrition rate in India Inc in the range of 35-50% and this does not augur well for the management as it affects its ability to deliver quality and keep recruiting and training costs down, and creates significant continuity issues for long-term projects. Organizations will have to approach this challenge by implementing a range of employee support programs. |
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