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 .

Author: Dolrajas Taular
Country: Botswana
Language: English (Spanish)
Genre: Health and Food
Published (Last): 23 September 2004
Pages: 194
PDF File Size: 4.11 Mb
ePub File Size: 19.39 Mb
ISBN: 849-1-86955-379-5
Downloads: 15670
Price: Free* [*Free Regsitration Required]
Uploader: Kazrakora

The rest is just there as infrastructure. Readers may copy and redistribute blog postings on other blogs, or otherwise for private, non-commercial or journalistic purposes, with attribution to Gartner.

How “Big Med” Trade-offs Can Transform Healthcare

But I am not sure the business world holds the model we need to follow. As a case study, he uses total knee replacement surgery, something his mother had recently undergone. In the future world of large and standardized healthcare juggernauts that Gawande describes, the patients and the physicians who are employed by them will be forced to make trade-offs by asking which dimensions of performance they are willing to give gawamde to achieve the outcomes, experiences, and prices that everyone seems to want.

The truth is that very little is standard about health care. Secondly, healthcare leaders will need to realize that it is critical to keep truly disruptive efforts largely separate from ongoing operations.

By making many small bets, they will be able to iteratively find those that are both effective and worth the trade-offs. Restaurant chains have managed to combine quality control, cost control, and innovation. He makes several important observations about gawandf standardization and oversight could improve health care. Every clinician has his or her own way of doing things, and the rates of failure and complication not to mention the costs for a given service routinely vary by a factor of two or three, even within the same hospital.


Comments or opinions expressed on this blog are those of the individual contributors only, and do not necessarily represent the views of Gartner, Inc.

This is not to say that we should not push for standards. Decades gawand effort have resulted in little progress in solving this seemingly paradoxical equation.

Doctors are trained to do everything and to take responsibility for the entire patient. Sign Up for New Insights. This requires diplomatically moderating gawabde interface between the two. Patients are not, after all, steaks. When the right time comes, you can carefully consider how to integrate the two streams of activity. Time to talk to a diabetic patient about better diet?

Network Fellow, Edmond J. The experience prompted Dr.

There is nothing gawnde about it. 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.

Then again, maybe it missed its target. They do not work on one station of the assembly line. A conversation with a line cook confirmed that most everything was made from scratch. Using the purchasing power that comes from reduced variability and organizational size to control costs and standardize the quality of ingredients Standardizing and monitoring the process from front to back pre-op through rehab While the Cheesecake Factory menu of items seems trivial when compared to the total number of services offered in a medical center, it is huge compared with most franchise restaurants.

We must be cautious before instituting systems that work well in the preparation of, say, pasta carbonara and wasabi-crusted tuna. The reduction of medical errors requires standards.


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

The content on this blog is provided on an “as-is” basis. Health care is messy. 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:. He covers atil medical records, interoperability, health information exchanges and the underlying technologies of healthcare IT, including application integration and standards.

Protecting disruptive innovation Secondly, healthcare leaders will need to realize that it is critical to keep truly disruptive efforts largely separate from ongoing operations. Few of them have anything to do with the Cheesecake Factory and running a quality restaurant chain.

On Cheesecake and Medicine: Is ‘Big Med’ the Model for Health Care?

But the question we have to ask is what are we willing to give up in order to obtain the quality and experience we need at the prices we can pay? His examples highlight the need to engage physicians in the process and not to impose a recipe. Top Strategic Predictions for and Beyond: 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.