Sahney V K, Wittrup R D, Warden G L
Henry Ford Health System, Detroit, MI, USA.
Qual Lett Healthc Lead. 1995 Jul-Aug;7(6):10-5.
When leaders at Henry Ford Health System (HFHS) in Detroit decided to integrate the various components of their system eight years ago, they not only had to overcome numerous barriers, such as lack of strategic alignment among HFHS's 11 business units, but also had to change the system culture and develop a new approach to managing care. Key strategies used in making the shift included revamping the governance process, implementing quality management, and linking financial performance to compensation. In this article, HFHS executives discuss their sometimes-tumultuous journey and give tips for other organizations considering integration.
八年前，底特律亨利·福特医疗系统（HFHS）的领导们决定整合该系统的各个组成部分时，他们不仅要克服众多障碍，比如HFHS的11个业务部门之间缺乏战略一致性，还必须改变系统文化，并开发一种新的医疗管理方法。转型过程中采用的关键策略包括改进治理流程、实施质量管理，以及将财务绩效与薪酬挂钩。在本文中，HFHS的高管们讲述了他们有时跌宕起伏的历程，并为其他考虑整合的组织提供了建议。
