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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This requires diplomatically moderating the interface between the two. Network Fellow, Edmond J. The problem is gawanfe 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. But I am not sure the business world holds the model we need to follow. Take a fractured hip. 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.

Gawande: Big Medicine Should Be More Like the Cheesecake Factory – Wes Rishel

August 13, at 4: Stress-busting mind-body medicine reduces need for health…. Each year, median scores rise and several hundred more critically ill patients live who would not have the year before. What readers need to learn is how the organization of American medicine and incentives work against those good ideas. Protecting disruptive innovation Secondly, healthcare leaders will need to realize that it is critical to keep truly disruptive efforts largely separate from ongoing operations.

Big Med by Atul Gawande · Longform

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To think that people get better quality of service from a place like the cheesecake factory over a hospital is crazy. In medicine, too, we are trying to deliver a range of services to millions of people at a reasonable cost and with a consistent level of quality.


Bjg a case study, he uses total knee replacement surgery, something his mother had recently undergone. Despite the fact that healthcare is crippling gzwande portions of the U. The experience prompted Dr.

There can be no doubt he chose the Cheesecake Factory as a deliberately in-your-face means of exploring a the benefits of big medicine, and b the opportunities to reduce variability and thereby increase quality. The reduction of medical errors requires standards.

Restaurant chains have managed to combine quality control, cost control, and innovation. Christina Monti sees it—be the change. Health care is messy. Practicality Exists Within Instability Technology-based change is happening continuously, and most organizations struggle to see the change in advance.

We must be cautious before instituting systems that work well in the preparation of, say, pasta carbonara and wasabi-crusted tuna. Yes, I am agree with MR. No one would accuse him of not understanding the complexities. If we require doctors to handle all requests for prior authorizations, say, within 24 hours or not get paid surely this process will be done more efficiently. Only then can they apply the best practices of leading innovators atup ensure potentially transformative innovations are given every chance of success.

Indeed, Gawande posits that this nascent trend will inevitably take over large swaths of the system. Practicality Exists Within Instability. When the right time comes, you can carefully consider how to integrate the two streams of activity.

Doctors need systems of care to support what they do. Eventually they will employ nearly all healthcare providers and will have enormous leverage on how medicine is practiced. Let md know your views. This is a really funny comparison, and sad at the same time.

Gawande mentions the delicious food and the organized system — then asks why the world of medicine so far has resisted the productivity revolution that has transformed other industries.


Healthcare leaders should start by identifying those innovations that make the right trade-offs. While a complex topic, there are three primary guidelines we would suggest to healthcare leaders based on a multitude of innovation case studies across a broad range of industries: Technology-based change is happening continuously, and most organizations struggle to see the change in advance.

There is nothing systemic about it. Simple Changes, Big Rewards: 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.

Top Strategic Predictions for and Beyond: Patients are not, after all, steaks. Gawande believes that standardization can and should be brought to areas of medicine, and that doctors can benefit from the same kind of training and coaching used in other industries.

The typical entrepreneur changes his game-plan four to five times before meeting with success.

How “Big Med” Trade-offs Can Transform Healthcare

Become a Client Call us now at: As Gwande points out in his description of Dr. Sign Up for New Insights. Have you looked into calorie count and portion size at Cheesecake Factory? Time gawance talk to a diabetic patient about better xtul Certainly we need to make health care more accountable and organized. One team at this famous non-profit research institute has persuaded the heads of ICUs across the nation to develop clinical outcome measures and to track their performances.

By making many small bets, they will be able to iteratively find those that are both effective and worth the trade-offs.