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To further the transition to value-based healthcare, we are collaborating with leading healthcare thinkers and practitioners, including Harvard Business Review, Lehigh Valley Health Network, The Economist Intelligence Unit, and others. Learn how these collaborations take us Further, Together.
We collaborate with Harvard Business Review, sponsoring articles, webinars, and events to teach, explore, and examine important issues associated with value-based healthcare. Our partnership has resulted in a wealth of information to stimulate conversation and further progress.
Neil Fraser has been president of Medtronic Canada since 2004. His experience and reputation as an industry leader have made him sought after in providing a business perspective in Canadian Healthcare. In 2018, he was invited to write a chapter for the School of Policy Studies at Queen’s University. Read it here (reproduced with permission).
Ontario’s Southlake Regional Health Center recently engaged in competitive dialogue to explore innovative procurement — allowing consideration of patient outcomes as well as cost. This value-based approach could help transform Canadian healthcare.
Because healthcare systems are facing immense clinical and economic challenges around the world, we commissioned The Economist Intelligence Unit (EIU) Global Assessment to evaluate the state of value-based healthcare in 25 countries. As the assessment reveals, we're in the early stages of the journey — but this is an important step to accelerate progress worldwide.
To help advance the global discussion of value-based healthcare, Medtronic partners with other organizations to host events around the world. During these events, key decision makers, local payers and providers, and industry leaders meet to better understand stakeholder needs and barriers to VBHC implementation.
Acutely aware of the need to balance access and cost of treatment with quality care, we created Integrated Health Solutions (IHS), a team dedicated to supporting our partners beyond devices. IHS worked with Imperial Hospital in London to optimize care delivery, increase efficiency, and reduce waste — ultimately saving over $1.5 million in the first few years.