HBSP (USA)
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Improving the Patient Experience (Spanish version)
Raman, Ananth; Tucker, AnitaCase HBS-615S02Service and Operations ManagementHealthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen, though, if healthcare also considered the question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.Starting at €8.20
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Honda (A) (Spanish version)
Christiansen, Evelyn T.; Pascale, Richard TannerCase HBS-306S19Strategyan earlier case and Boston Consulting Group report on the motorcycle industry. Should be used with Honda (B).Starting at €8.20
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Honda (B) (Spanish version)
Christiansen, Evelyn T.; Pascale, Richard TannerCase HBS-306S20StrategyDescribes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market as seen through the eyes of Honda executives. The history of Honda's successful entry into the U.S. market is viewed as highly adaptive and fraught with error and serendipity. Honda (A) and (B) are designed to be used together to contrast two differing views of major events in a company's history, both of which are im...Starting at €5.74
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Cleveland Clinic: Improving the Patient Experience
Raman, Ananth; Tucker, AnitaCase HBS-612031-EService and Operations ManagementHealthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen, though, if healthcare also considered the question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.Starting at €8.20
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Patient Flow at Brigham and Women's Hospital (A)
Tucker, Anita; Berry, Jillian A.Case HBS-608171-EService and Operations ManagementBrigham and Women's Hospital challenged a team of physicians to improve patient flow from the Emergency Department to Intensive Care Units (ICUs). One of the team members, Selwyn Rogers, Director of the Surgical Intensive Care Unit (SICU) at Brigham and Women's Hospital, encountered workarounds by two physicians attempting to transfer their patients to the SICU because the other ICUs were full. Reflecting on the wasted effort and confusion caused...Starting at €8.20
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PC&D, Inc. (Spanish Version)
Hamermesh, Richard G.; Christiansen, Evelyn T.Case HBS-303S04Knowledge and CommunicationCubiertas historia de la PC + D 1960-1975, ya que crece a partir de una sola empresa de negocio para una empresa diversificada. Destaca el uso de las filiales para el desarrollo de productos y el crecimiento rápido. Otros temas incluyen problemas de un nuevo director general en mantener el control de las divisiones de rápido crecimiento.Starting at €8.20
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Patient Flow at Brigham and Women's Hospital (A) and (B), Teaching Note
Tucker, AnitaTeaching Note HBS-610107-EService and Operations ManagementTeaching Note for 608171 and 608172.Starting at €0.00
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The Cleveland Clinic: Improving the Patient Experience (Abridged)
Raman, Ananth; Tucker, Anita; Gordon, RachelCase HBS-611015-EService and Operations ManagementHealthcare has traditionally focused on medical outcomes and financial performance. The big question is always, "How much is it going to cost?" What would happen though if healthcare also considered the question of "How does the patient feel?" This case looks at the Cleveland Clinic's attempt to answer the latter question by attempting to institutionalize empathy as part of its delivery of care.Starting at €8.20
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Patient Flow at Brigham and Women's Hospital (B)
Tucker, Anita; Berry, Jillian A.Case HBS-608172-EService and Operations ManagementThe B Case is an email from the ED Director. He clarifies where the process deviations occurred.Starting at €5.74