Engage and inspire.

From the classroom to the boardroom to the big stage and small platforms, Professors Teisberg and Wallace have effectively engaged students and executive leaders alike for decades. They each have a distinct style, but both share an infectious passion for fixing the broken health care system and improving outcomes  for patients, providers, health plans and employers.

Enthusiastic and educational, motivating and action-oriented, Professors Teisberg’s and Wallace’s talks are personalized to fit with an organization’s specific agenda and needs. See below for their most requested themes and “big ideas,” and contact us to learn more about customizing events with Professors Teisberg and Wallace.

Professor Teisberg

Elizabeth TeisbergFour Ways to Reinvent Service Delivery

Services account for more than 80 percent of the U.S. GDP, and more than 80 percent of the U.S. labor force works in service industries. Despite the sector’s dominance, innovations that radically redefine service delivery are relatively rare. Professor Elizabeth Teisberg  who spent four years tracking innovations in health care  explores an emerging service model designed to help organizations discover new efficiencies, solve problems and innovate to create value for them and their customers. Giving managers a systematic way to question basic assumptions about how a service is defined and delivered, she empowers them to overcome the “that’s not how we do it” mentality, enabling their organizations to achieve dramatically better results.

What New Health Care Reform Means for Your Business

The issues facing us in health care today are as urgent as they are complex. Escalating costs, inconsistent quality, uneven access, and devastating pandemics are all pressing problems that elude easy answers. A key underlying cause of these challenges lies in the disjointed structure of the U.S. health care system — an industry that places employers in the middle of health benefits decisions and payments, insulates consumers from the consequences of their lifestyle and treatment choices, and limits true competition among the suppliers of health care products and services. Just about everyone agrees that we need to reform health care, but few agree on how to do it. Professor Elizabeth Teisberg explores the implications and impact of value-based health care reform a system that puts the patient at the center  and how businesses are aligning to improve the well-being of their employees without sacrificing their bottom line.

A Prescription for Health Care Reform: Value-Based Competition

Most U.S. health care reform efforts focus on coverage, ignoring the far bigger long-term driver of success: restructuring the delivery system to focus on value. Professor Elizabeth Teisberg  along with competitive strategist Michael Porter, co-author of their landmark book, “Redefining Health Care argues that competition currently takes place at the wrong level (among health plans, networks and hospitals) rather than where it matters most (in diagnosis, treatment and prevention of specific health conditions). Drawing from decades of research and real-world case examples, Professor Teisberg discusses specific recommendations for all players  hospitals, doctors, health plans, employers and policy makers  as the U.S. health care system shifts to value-based competition, and delivers the best value to patients and lasting benefits for all.

How to Implement “Redefining Health Care” Successfully

Since the publication of “Redefining Health Care,” (HBR Press, 2006), there continues to be strong interest in how to actually implement the principles of value-based health care delivery in practice. From large multi-hospital providers, to small group practices, health plans and employers, many organizations are already transforming their models of care – and are succeeding. Elizabeth Teisberg presents the fundamental principles of value-based health care delivery and closely examines the organizations putting those principles into practice – providing a rich understanding of how to improve patient outcomes without raising costs.

Professor Wallace

Scott Wallace

Human-Centered Design: Using the Experience Group™ Method to Create Patient-Centered Care

Health care is about service and experience. Although most service design starts by identifying customers’ unmet needs, health care delivery innovations often rely on clinicians’ views, overlooking patients’ needs and goals. That difference explains why many care delivery innovations produce disappointing results. To get better results, care delivery organizations need to understand the experiences of patients as they live their lives, says Scott Wallace. His Experience Group methodology provides a solution to the challenges of knowing what matters to patients and of gaining insights about unmet needs, gaps in care and obstacles that prevent people from achieving better health.

Wallace discusses the Experience Group method and how it provides deeper insight than surveys or focus groups, both of which are constrained by the presumptions of their creators and are often subject to courtesy biases. Most patient advisory panels are too heterogeneous, leaving patients to discuss only issues they have in common, which are often not specific to health (e.g., parking, waiting and food service).  He also describes in detail the challenges organizations face designing new, more effective health care services and reveals some of the insights identified with the Experience Group methodology.

Capability, Comfort and Calm: Designing Health Care Services for Excellence and Empathy

Health care affects people’s quality of life and dignity of death. But these ideas are too ethereal to guide caregivers’ day-to-day activities, just as patient experience and satisfaction measures don’t reflect what matters most to patients or clinicians. Instead, according to Scott Wallace, clinicians can and should measure outcomes across three dimensions – capability, comfort and calm.

Capability measures functional outcomes – a patient’s ability to do the things that are most important. Comfort measures the success in alleviating pain and suffering, reducing symptoms and addressing the angst of illness. Calm focuses on eliminating the mayhem and chaos health care typically induces. Drawing from his forthcoming book of the same title, written in collaboration with Elizabeth Teisberg, Wallace discusses how the framework of “Capability, Comfort and Calm” provides clinicians a discrete set of relevant measures they can track to improve health and health care. He also describes how he has used it to develop better outcome measures at Dell Medical School and with clinicians around the world.

Patient Experience: How Are You, Not How Was I

Ironically, patient experience and patient satisfaction surveys are not very patient-centered. After all, their basic question is, “How was I?” They ask patients about the hospital and its staff, but omit the single most important question: “How are you?” In reality, respect, attentiveness and caring are not stretch goals; clinicians’ aspirations must exceed hotel attributes. Sure, clinicians routinely ask patients how they are, but those results don’t get consistently tracked or recorded and therefore aren’t useful in improving care delivery. Scott Wallace discusses a new approach to patient experience and satisfaction measurement, focusing on the health results that matter most to patients. Tracking and reporting those outcomes aligns the interests of clinicians and their patients and fuels clinicians’ empathy for their patients.

Change Management: Taking the Steps Within Your Stride

Around the world, value-based care delivery is gaining momentum – and vital support. Improving value – health outcomes that matter to patients for the cost of delivering those outcomes – is now widely recognized as a critical objective of health care reform. And most health care leaders view it as an urgent priority. But how do organizations redefine care to dramatically improve value for patients? In nearly a decade implementing value-based care worldwide, Scott Wallace has observed that when leaders set the compass by establishing value for patients as the unequivocal goal, they create a powerful cultural shift, inspiring care teams and renewing the professional calling of those in health and healing.

But what happens next? Inevitably, inspirational objectives lead to the question of “How?” Wallace discusses four steps that organizations seeking to redefine care delivery must work through. Taking these “steps within your stride” transforms an organization in the direction of higher value services for patients, no heroic leaps required.

Value-Based Health Care: Implications for Pharma and Device Companies

The move to value-based reimbursement models will affect supply chain companies as much as it does care providers. Most pharmaceutical and device companies are seeking ways to help their care delivery partners achieve higher value with their products. The future of supply companies, Scott Wallace says, hinges on their ability to demonstrate the value of new therapies and devices in the hands of partners.

Supply chain companies often have deeper, more sophisticated resources for outcome and cost measurement; use those resources to help partners demonstrate value through better health outcomes and lower overall costs. Wallace discusses how pharmaceutical and device companies can select better partners, help build learning care delivery systems and demonstrate value.

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