The rapidly evolving coronavirus pandemic is a public health crisis. It has highlighted both the powerful spirit of partnership to respond and the fragmented nature of healthcare today. In this special episode we’re sharing our initial observations and reflections including how the pandemic may impact the future of the healthcare industry.
Design Thinking in Life Sciences
Overnight Innovations in Response to Coronavirus
COVID-19: An Approach for Business Re-Opening
COVID-19 Business Response – Phase 1: Initial Re-Opening
The evolving business and population dynamics over the last two decades make our world more interconnected than ever before. This increases exposure and, in turn, the likelihood of more frequent disease outbreaks and pandemics. As evidenced during the initial months of the COVID-19 pandemic outbreak, businesses were ill-prepared to respond. Mitigating the effect of a pandemic on an organization requires a holistic management approach.
Solving Problems & Engaging Caregivers With Applied Lean Methodology
It's no secret that many health systems and health system leaders are always looking for ways to innovate and become more efficient, and one way to do that is through Lean Methodology. The challenge is, many times the idea of Lean and the methodology behind it are very hard to implement. Vynamic was approached by a long-standing client, a large statewide integrated delivery network, with this precise problem.
The Critical Future of Telehealth
Social Determinants and Financial Health – An Intersection
Patient Journey Mapping
A major teaching hospital wanted to better understand the end-to-end journey its patients experience for an inpatient stay. The client hoped to represent the voice of the patient, without bias or filter, identifying areas of excellence and opportunities for improvement.
A large regional health system was in a period of expansion, and had recently acquired a new hospital, with plans to acquire more. Our client needed to incorporate provider and payer credentialing activities for the new hospital into the existing centralized credentialing group. This included merging two workforces while maintaining two locations, technology systems, and credentialing processes.
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