Mayo Clinic – Health Care Delivery Improvement

We’re already a very integrated
health care delivery system. And I don’t mean to be
boastful, but when most people come to Mayo, they
scratch their head and say we’ve never seen systems
engineering and human factors engineering and the
flow of the workforce could be so effective that you
can have tests in the morning, have the results in the
afternoon, tomorrow afternoon see two or three more people
and get out of here in three days with an answer. So we’re pretty well refined. We’ve been doing
this for 100 years. But if we’re really going to
change that and take a step function forward, I think
going off under a hilltop as you said to think creatively
may not be the way to go but rather how do
you advance this because we’re going to
have to break the system to make this happen. Most of medical
education, of course, is done in academic
medical centers, and the focus of academia
is to create new knowledge, advance the field. Thank goodness. We do a lot of that here. Wonderful institutions in
this country and globally to do that and we need that. But the nuts and
bolts of how do you deliver that knowledge to
people has really been ignored. And there are good
studies that now that show the average
patient in this country is getting last year’s
advice, and indeed it’s worse than that. Good studies from the
Institute of Medicine have shown that a
scientific discovery doesn’t get translated into the
practice for up to 12 years after that discovery
was made, and we really need to have new
ways of thinking how do we model to get those
new ideas into the practice in a much, much quicker way. One of the nice things
about working at Mayo Clinic is that everyone is
focused on the same thing. How do you meet the
needs of the patient, and how do you
provide the best care to every patient every day? And that’s the entire
focus of the CFI is how do we transform
the way we’re doing that. And I don’t mean
to be disrespectful to my fellow physicians, but
you do something for 10 or 15 years at a time and it’s
difficult to say well, gee, where’s the waste in this. And we’re looking for
the non-value added activities that simply add cost
but don’t benefit the patient. And just take out
all the costs of that and you have affordable care. And then if Mayo Clinic is
providing outstanding care and it’s more affordable,
then we’re accessible. And we’re available to
people because we’re connecting with them. And we’re relevant to them,
and we can help more people. So that’s really our–
that’s why that we’re moving that direction. Mayo is a trusted
voice in health care. It’s a national treasure. It’s one of the most trusted
names in the business. We need to strengthen that to
secure the future of the Mayo Clinic for our future patients. But it’s also a business. It’s a treasure,
but it’s a business. And I can tell you that
physicians and allied health professionals don’t always
like to hear their organization talked about as a business. But the fact is
it is a business, and it needs to be
run like a business and it has to be successful. The difference
between us and many of the for-profit businesses
is that our mission is our business, and our mission
is to provide care to patients. And then they relax. They say, oh, it’s OK
to be in a business because I am providing
value to people. Now if we’re going to be
successful and continue to be successful going forward
and have finances to reinvest in inventing and
practicing and teaching the medicine of tomorrow and
doing things differently, such as the Center
for Innovation, we have to be successful. And to do that we
have to do what? We have to create value.

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