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The case allows faculty to lead a discussion about training, marketing in emerging economies, and various ways of providing social benefit.The case highlights the synergies as well as trade-offs between pursuing these triple benefits.
The following introduction provides an overview of the case study.
AHC is an integrated, not-for-profit healthcare system serving communities throughout eastern Wisconsin and northern Illinois.
Under these new payments models, physicians are considered critical to successfully delivering coordinated, evidence-based care that eliminates waste and inefficiencies while improving quality and reducing costs.
AHC views physician leaders as essential to capitalizing on the opportunities available through care redesign.
To date, AHC does not operate under bundled payment (BP) contracts.
However, AHC has prepared for what it believes will be a shift away from traditional fee-for-service reimbursement toward models that create incentives for more coordinated and higher-value care, under which payment will be more tightly linked to performance, quality, and efficiency.
Students are asked to identify CR issues of particular concern to the company, examine how addressing these issues would add value to the company, and then create metrics that would capture a business unit’s success or failure in addressing the concerns.
The case considers IBM’s Corporate Service Corps (CSC), a program that had become the largest pro bono consulting program in the world.
The company, a global leader in insurance and asset management, had distinguished itself in CR since formally establishing a CR unit in 2008.
As the case opens, AXA’s CR unit is being moved from the marketing function to the strategy group occasioning a thorough review as to how CR should fit into AXA’s operations and strategy.