Outlines the growth of an innovative diabetes disease management organization 1994-99. Having demonstrated the success of their model in diabetes populations in Texas and New York, the CEO and president must decide on the future strategy of the company and find out where to put their core competencies. Options include a focus on the current model (which is based on the development of strong patient-caregiver relationships and immediate access to clinical data on database technology) … Read more »

Outlines the growth of an innovative diabetes disease management organization 1994-99. Having demonstrated the success of their model in diabetes populations in Texas and New York, the CEO and president must decide on the future strategy of the company and find out where to put their core competencies. Options include a focus on the current model (which on the development of strong patient-caregiver relationships and immediate access to clinical data on database technology), branching into online health assessment tools and research for health and cost results for pharmaceutical -, or medical insurance. Shows how important to effect the alignment of incentives of clinicians, hospitals and patients to change their behavior. Students can discuss the types of financing markets in which the company is the model work best, which is best suited to provide this type of disease management, and who should pay for it (eg, doctor, hospitals, pharmacists, insurance or external providers).
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from
Richard Boehmer,
Naomi Atkins
Source: Harvard Business School
23 pages.
Publication Date: Feb 28, 2000. Prod #: 600077-PDF-ENG
E2M Health Services HBR case solution