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JASON BURKE is founder of Burke Advisory Group, an executive consulting firm focused on helping health leaders pursue transformational programs using data, technology, and analytics. He holds an adjunct faculty appointment with the University of North Carolina at Chapel Hill School of Medicine, where he focuses on the development of new health informatics capabilities for health practitioners, researchers, and patients.
Foreword
Preface
Chapter 1 A Changing Business for a Changing Science
The Gathering
How Can Medicine Become Smarter?
Complexity Exceeding Cognition
Learning From Other Industries
Nancy
Characterizing Health Analytics
The Gathering Revisited
Chapter 2 Convergence and the Capability Map
Nice Job, But...
Fifty Flashlights
Convergence Defined
Is Convergence Really Required?
The Rush to Health IT
The Capability Map
Putting the Capability Map to Use
Health Analytics as a Discipline
Chapter 3 The Four Enterprise Disciplines of Health Analytics
Heresy
Health Analytics for the Non-Analytical
Information Management
Statistics
Information Delivery
High-Performance Computing
Maturation & Scale
Enterprise-Class Analytics: Putting It All Together
Chapter 4 Dealing with Data
Callimachus
Not a Drop to Drink
Defining Data
Big Data
Growth in Data Provisioning
The Excuses Every Leader Needs to Know
Building for Tomorrow
Conclusion
Chapter 5 BEST Care, First Time, Every Time
Medicine: Art, Science, or Both?
Leveraging Evidence to Deliver Improved Outcomes
What are Clinical Outcomes?
Supplementing the Unaided Human Mind
Healthcare’s Dark Fiber
Identifying Hidden Patterns
Chapter 6 Financial Performance and Reimbursement
Goals
Structures and Models
Many Names, Common Attributes
What Is Needed
Surviving and Thriving
Chapter 7 Health Outcomes Analysis
No Leeches Necessary
Orientation
The Big Seven+One
Timing is Everything
Groupers
The Population-Patient Pivot
Patients Like This One
One Model, Many Beneficiaries
The Role of Rules Engines
Challenges in Health Outcomes Analytics
Health Outcomes Analytics in Practice
The Marvelous Leech
Chapter 8 Health Value and Cost
An Asymmetrical Industry
Kaplan and Porter’s Stand
The Elusive Health Value
Dissecting Value
Linking Costs to Risk
Value Innovation
Chapter 9 The New Behavioral Health
Dangerous Portals
The Health Mindedness Gene Experiment
Engel’s Model
The New Evolving Science of Behavioral Health
What You Are
What You Experience
What You Do
What You Believe
Influencing Change
Putting Into Practice
Outcomes
Chapter 10 Risk Management
Risky Business
Why Are Risks So Hard?
Re-characterizing Risk Factors
The Example of Customer Segmentation
Risk Interdependencies
Everybody in the Pool
The Catch
Risk Adjustment
Borrowing from Other Industries
Growing Risks
Chapter 11 Quality and Safety
Defining Quality
Not Your Father’s Toyota
On Track
Avoiding the Obvious
We Just Have to Do This
The Growing Inventory
Strategy and Performance Management
Transparency and Benchmarking
Setting Quality Targets
Drug Safety
The Burden of Insight
Chapter 12 The New Research & Development
Returning to Alexandria
The End of Theory
Goals of a New Research Model
Characteristics of a New Research Paradigm
Target Improvement Areas
The Data Conundrum
The Big Four
One That Does What It Should
Chapter 13 Conclusions
Taking on Research
Five Phases of Value-Based Analytical Innovation
Phase 0: The Plan
Managing Capability Maturity
Wisdom & Health
About the Author
Index
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