COVID-19 has disappointed virtually every sector of the economy, and nothing but health. Health leaders in the United States focus their reports of disruption and innovation in the response to the COVID-19 crisis in frontiers of health services management’s fall 2020 factor, a publication of the American College of Healthcare Executives (ACHE).
This review is in Lippincott’s portfolio through Wolters Kluwer.
Montefiore’s health care formula leaders in the Bronx, New York, describe a “creative destruction” procedure that leads to accelerated innovation, especially in terms of increasing virtual fitness capabilities.
“In this new reality, virtual innovation is for fitness care organizations in their transition to recovery,” according to the article through Montefiore’s vice president and chief of staff, Jeffrey B. Short and Associate Vice President and Responsible for Transforming Adrin Mammen Patient Access, FACHE The theme of the new Frontier Factor is “Response and Recovery: Health Care Navigates the COVID-19 Pandemic”.
When New York saw its first cases of COVID-19, Montefiore executives learned that they would soon face an exponential expansion rate, resulting in a shortage of hospital beds and extensive care.
Citing the classical theory of market disruption and innovations, M. Short and Mammen write: “In this state of uncertainty, the invisible hands of the changing market economy have led Montefiore to pursue artistic destruction and drive innovation.
“Driven by the virus, we temporarily put new concepts into practice,” the authors write. Management has an incident command design that provides the agility to make decisions and respond to challenges.
Resources have been put under the central command; Montefiore’s formula was temporarily changed for hospital use, doubling physical capacity.
In the face of a general attention interruption, leaders temporarily established a virtual innovation program and a specific chatbot for synthetic intelligence (AI)-based coronavirus was introduced, resulting in more than 18,000 interactions in 30 days.
Within a few weeks, the chatbot went on to requests other than COVID-19.
In the midst of this new sense of urgency, inventions that would have taken many years to be operational in Montefiore were achieved within days. “
In reaction to declining personal visits, leaders designed and implemented a new telehealth solution, which has become especially useful, as it was transparent that patients hesitated to make an appointment, even after the resumption of face-to-face consultations. Visits.
Before the pandemic, Montefiore had a telehealth program; in April, more than 80% of the visits were made to telehealth.
These kinds of accelerated innovation have vital implications for “new normality” in a post-pandemic world. Montefiore’s control has established a new tele-UCI command center, hospital telehealth consultations, real-time functionality control and the extension of AI as an essential decision-making tool.
“As barriers fall from beyond, Montefiore adopts destruction,” concludes Mr. Short and Mrs. Mammen. “As a result, enthusiasm for virtual innovation permeates the entire organization. “
The COVID-19 pandemic “continues to demonstrate the vulnerabilities of physical care and is such a powerful force that it affects all facets of care,” according to an advent by Frontiers trudy Land’s publisher, FACHE. She added: “It’s imperative for organizations to get out of a precarious state and expand more powerful systems for their communities. “
The COVID-19 thematic factor reports from the leaders of nine fitness care organizations in the United States, from primary fitness systems like Montefiore serving a population of millions in New York City, to a regional fitness society serving 3 Native American tribes in 6,000 miles. Arizona.
Land writes: “[Authors] how they respond to coronavirus and move towards recovery, implement adjustments and notice inventions along the way. “
Wolters Kluwer Health
Short, J B
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