HCO helps MBA students analyze health-care organizations using both qualitative and quantitative principles of operations management. The course outline covers 1 designing health-care delivery systems, 2 capacity planning and decision making under uncertainty, and 3 process failure, learning, and improvement. The paper identifies challenges faced in the design and delivery of the course as well as lessons learned. I hope that this paper will be useful for other instructors who want to teach health-care operations.
Not if you understand why customers make the choices they do. Most people would agree that the vast majority of innovations fall far short of ambitions. On paper, this makes no sense. Never have businesses known more about their customers.
Thanks to the big data revolution, companies now can collect an enormous variety and volume of customer information, at unprecedented speed, and perform sophisticated analyses of it.
Many firms have established structured, disciplined innovation processes and brought in highly skilled talent to run them. From the outside, it looks as if companies have mastered a precise, scientific process.
But for most of them, innovation is still painfully hit-or-miss. What has gone so wrong? The fundamental problem is, most of the masses of customer data companies create is structured to show correlations: Why is this misguided?
His shoe size is He and his wife have sent all their children off to college. He drives a Honda minivan to work. He has a lot of characteristics, but none of them has caused him to go out and buy the New York Times.
His reasons for buying the paper are much more specific. Marketers who collect demographic or psychographic information about him—and look for correlations with other buyer segments—are not going to capture those reasons.
We all have many jobs to be done in our lives. Some are little pass the time while waiting in line ; some are big find a more fulfilling career. Some surface unpredictably dress for an out-of-town business meeting after the airline lost my suitcase ; some regularly pack a healthful lunch for my daughter to take to school.
This insight emerged over the past two decades in a course taught by Clay at Harvard Business School. The theory of jobs to be done was developed in part as a complement to the theory of disruptive innovation—which at its core is about competitive responses to innovation: It explains and predicts the behavior of companies in danger of being disrupted and helps them understand which new entrants pose the greatest threats.
It transforms our understanding of customer choice in a way that no amount of data ever could, because it gets at the causal driver behind a purchase. The Business of Moving Lives A decade ago, Bob Moesta, an innovation consultant and a friend of ours, was charged with helping bolster sales of new condominiums for a Detroit-area building company.
Granite counters and stainless steel appliances. A well-staffed sales team was available six days a week for any prospective buyer who walked in the door. A generous marketing campaign splashed ads across the relevant Sunday real estate sections. The units got lots of traffic, but few visits ended up converting to sales.
Maybe bay windows would be better? Focus group participants thought that sounded good. So the architect scrambled to add bay windows and any other details that the focus group suggested to a few showcase units. Still sales did not improve.
Although the company had done a cost-benefit analysis of all the details in each unit, it actually had very little idea what made the difference between a tire kicker and a serious buyer.
It was easy to speculate about reasons for poor sales: But instead of examining those factors, Moesta took an unusual approach: He set out to learn from the people who had bought units what job they were hiring the condominiums to do.
The first thing he learned, piecing together patterns in scores of interviews, was what did not explain who was most likely to buy.
in Minneapolis-St. Paul and was operated by QuickMedx. Since that time, many more have opened to the point that the Convenient Care Association (CCA) was established as the trade group for the emerging industry. Quickmedx Company – Study Case. Innovative service business models that behave disruptively in the market and have the opportunity to overtaking existing market leaders in the industry and QuickMedx is a good example of such a disruptive model. QuickMedx has created a chain of small kiosks, located in drugstores and shopping malls in the Minneapolis area, that cater to patients with a limited range of very simple primary care conditions. Service is rapid and cheap and patients wait only a few minutes to be seen. The kiosks provide an alternative to the primary care physician's office and the emergency room.
Nor was there a definitive set of features that buyers valued so much that it tipped their decisions. But the conversations revealed an unusual clue: In most cases people were referring to well-used, out-of-date furniture that might best be given to charity—or relegated to the local dump.
But as Moesta sat at his own dining room table with his family over Christmas, he suddenly understood. Every birthday was spent around that table.
Homework was spread out on it.Dirt is being moved at CR 94, which is located at the corner of CR 94 and Bailey Rd. (CR ), as CVS gets ready to move in. The drug store chain was, “founded in in Lowell, Mass. by. According to the CVS website, the first clinic, originally called QuickMedx, opened in the Minneapolis-St.
Paul area in May This clinic treated just seven common conditions: strep throat, mono, flu, pregnancy testing and bladder, ear and sinus infections. Throughout the case, it becomes apparent that Wolfgang Keller, Managing Director, and Dimitri Petrou, Commercial Department Director, fall short in certain areas of Jack Welch’s leadership model entitled, “What Leaders Do.”.
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MinuteClinic from the time it was known as QuickMedx, through its name change to MinuteClinic, and through the formation of its partnership with CVS programs across five facilities; and clinical leadership of case and disease management.
Inc., and Alere, Inc.