In my view, UMPhysicians’ ability to compete on analytics is fairly high among academic healthcare systems. Our ability is directly fed by our position held on these matters – to win out by employing analytics toward an end or two – patient satisfaction, provider satisfaction. Even though our analytical products/tools have been licensed and purchased at rather “vanilla” levels (as described by our COO of Revenue Cycle and others involved in their purchase) our data analysts themselves compensate for any deficiency in a full-or-prime product’s preformatted “bells and whistles” with their own knowledge of formula, expressions, SQL and the like. Our “direct competition” is spread throughout the country and is graded by an external analyst group,
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Not only do we wish to feed our research and educational departments with revenue to enable them the implementation of their research and education for treatments and cures of diseases, we wish to make money from their ambitions to provide appropriate funding to our medical school itself. Innovation in the medical sciences is our key distinction; and, innovation can only present itself with appropriate funding. UMPhysicians’ commitment to health – where general or specific health concerns are defined and addressed – drives our ambition not only on the senior-level, but on the whole. UMPhysicians is by no means held to the limit of being a Stage 1, 2, or 3 organization. We, as a whole, simply realize the importance of analytics as a means by which to achieve our own commercial value (and/or have the means by which to imprint our own brand upon the public) more so than Stage 1-3 organizations do, at least in being driven to implement such a strategy. We’ve an understanding of and desire for data accuracy, distinction, and internal improvement – while implementing strategy, while redefining strategy therefrom – that, by our current design, distinguishes us from organizations …show more content…
Questions of ourselves and the value that we provide to our patients/clients against others has given us more insight on our own market value than has any other question upon ourselves. We know our own goals, which by public perspective certainly extend beyond simple care – preventive or conditional – but to overall personal health. Our patients’ outcomes matter more to us (our socially representative actors) than profit proper – our mission. Hidden, perhaps by our own marketing outline, is our desire and need to subsist financially as a healthcare provider group who collects upon services rendered. Our external competitive value has been defined by our internal values, which have been offered to our community by our very own nature – innovation and understaning… My company, UMPhysicians, can compete externally on analytics more so in no other way than to simply pay attention to its surroundings and internal nature for recognition in innovation and exploration as a founder in such areas as it professes to pioneer. May characteristics be damned, UMPhysicians must carry herself forward with the understanding by others that our methodology, as driven by analytical confirmation, is the most modern and best approach to modern
Not only do we wish to feed our research and educational departments with revenue to enable them the implementation of their research and education for treatments and cures of diseases, we wish to make money from their ambitions to provide appropriate funding to our medical school itself. Innovation in the medical sciences is our key distinction; and, innovation can only present itself with appropriate funding. UMPhysicians’ commitment to health – where general or specific health concerns are defined and addressed – drives our ambition not only on the senior-level, but on the whole. UMPhysicians is by no means held to the limit of being a Stage 1, 2, or 3 organization. We, as a whole, simply realize the importance of analytics as a means by which to achieve our own commercial value (and/or have the means by which to imprint our own brand upon the public) more so than Stage 1-3 organizations do, at least in being driven to implement such a strategy. We’ve an understanding of and desire for data accuracy, distinction, and internal improvement – while implementing strategy, while redefining strategy therefrom – that, by our current design, distinguishes us from organizations …show more content…
Questions of ourselves and the value that we provide to our patients/clients against others has given us more insight on our own market value than has any other question upon ourselves. We know our own goals, which by public perspective certainly extend beyond simple care – preventive or conditional – but to overall personal health. Our patients’ outcomes matter more to us (our socially representative actors) than profit proper – our mission. Hidden, perhaps by our own marketing outline, is our desire and need to subsist financially as a healthcare provider group who collects upon services rendered. Our external competitive value has been defined by our internal values, which have been offered to our community by our very own nature – innovation and understaning… My company, UMPhysicians, can compete externally on analytics more so in no other way than to simply pay attention to its surroundings and internal nature for recognition in innovation and exploration as a founder in such areas as it professes to pioneer. May characteristics be damned, UMPhysicians must carry herself forward with the understanding by others that our methodology, as driven by analytical confirmation, is the most modern and best approach to modern