Seeking healthcare organizations

As health system leaders pursue bold organizational and functional solutions to their pressing needs, Philips is developing enterprise solutions that provide additional ways to address their complex, systemic challenges. 

 

New business models that position strategic suppliers as long-term partners for value creation can be a powerful force for financial stability and operational excellence. Structured properly, an enterprise partnership with Philips can be a strong lever to help stabilize expenditures, mitigate risk, preserve cash for transformation initiatives, and create near- and long-term value for patients. 

 

Do any of these challenges sound familiar to you? If so, we’d like to share more information on how our enterprise partnership framework can help.

Could your organization benefit from an enterprise partnership with Philips?

Common reasons to consider an enterprise partnership

Challenges such as these can actually create an opportunity to transform your organization beyond its short term goals. Whether triggered by financial pressures or a vision to optimize care, a partnership with Philips has the potential to impact every aspect of your operations and care delivery.
Radial Challenges diagram

Need to protect your organization from technology obsolescence?

 

An enterprise partnership with Philips could be right for you. 

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Financial restructuring


The need to take decisive action to transform your organization’s financial structure can be caused by many institutional and market factors, such as:

 

  • The need to remove cost or reduce financial variability from your operating structure 
  • The need to conserve cash for expansion, renovation or M&A
  • A negative shift in reimbursement funding
  • The need to reduce the cost or increase the value of functional, shared services 

 

Traditional finance management control measures are not able to address many of these larger structural financial challenges.   A strategic partnership approach to technology acquisition and management can help restructure your balance sheet, enable overdue investments in technology, shift risk and move your organization onto a more stable, predictable, sustainable financial path.

A case in point:
AUHealth Case in point
Augusta University Health System

Organizational transformation


Significant organizational and cultural transformation is often not optional, but the result of a mandate to achieve improved business results or a requirement to continue operating and providing high-quality care. These mandates for change may include:

 

  • New hospital construction, renovation or reconfiguration
  • Consolidation (i.e., integration of hospitals and care groups into your existing health system or assimilation into a parent group)
  • Implementation of a broad new leadership vision and strategy
  • Rapid change in market and competitive dynamics
  • Strategic shift to new care models or population health strategies

 

A strategic partnership with Philips provides the financial and procurement flexibility and access to multidisciplinary planning and clinical resources to enable you to better plan for and execute major organizational transitions. 

A case in point:
Marin General Hospital
Marin General Hospital

Optimization strategy

 

Increasing standardization and reducing variability across a care system can have a significant impact on care delivery today and help an organization transition successfully to value-based care. As health systems focus on achieving enterprise-wide, sustainable improvements, there’s an increasing level of focus on:

 

  • The need to reduce overall costs and improve operational efficiency
  • The desire to increase standardization and reduce variability 
  • The need to optimize care delivery and enhance quality
  • The desire to improve care facilitation and reduce length of stay
  • The need to prepare your organization for population health management

 

Using a proven process founded in continuous improvement, shared accountability and an agile, strategic operational framework means insights are continually integrated into the decision-making process to support mutually identified goals with sustainable, measureable results.

Increasing standardization and reducing variability across a care system can have a significant impact on care delivery today and help an organization transition successfully to value-based care. As health systems focus on achieving enterprise-wide, sustainable improvements, there’s an increasing level of focus on:
Increasing standardization and reducing variability across a care system can have a significant impact on care delivery today and help an organization transition successfully to value-based care. As health systems focus on achieving enterprise-wide, sustainable improvements, there’s an increasing level of focus on:
Increasing standardization and reducing variability across a care system can have a significant impact on care delivery today and help an organization transition successfully to value-based care. As health systems focus on achieving enterprise-wide, sustainable improvements, there’s an increasing level of focus on:
Increasing standardization and reducing variability across a care system can have a significant impact on care delivery today and help an organization transition successfully to value-based care. As health systems focus on achieving enterprise-wide, sustainable improvements, there’s an increasing level of focus on:
A case in point:
Mackenzie Health
Mackenzie Health

Market position

 

In this dynamic, disruptive and increasingly consumer-driven healthcare landscape, it is essential to establish market parameters and differentiated service strategies that elevate your health system in a meaningful way.  Your market leadership strategy may be informed by various factors:

 

  • A shift in market competition or patient acquisition/leakage rates
  • The desire to show best-in-class innovation and research capabilities
  • The need to provide best-in-class care and protect against technology obsolescence in order to meet the requirements of elite designations (e.g., Level I trauma center)
  • The opportunity to gain new, incentive-based reimbursement funding (e.g., DSRIP)

 

Having access to leading technology, deep clinical expertise and proprietary tools and innovation resources can be a powerful impetus to strengthen your position in the market and enhance the quality and type of care you provide.

A case in point:
WMC Health
Westchester Medical Center Health Network

Learn more about enterprise partnerships

  • Redefining provider-vendor relationships

    Redefining provider-vendor relationships

    Discover how Philips redefined the provider-vendor relationship, sharing joint focus on partnership goals, shared risk and performance incentives.

  • Enterprise Partnership Methodology

    Enterprise Partnership Methodology

    Through proven enterprise partnership methodology, Philips follows an end-to-end approach bringing expertise and solving challenges your organization faces.

  • About Enterprise Partnerships

    About Enterprise Partnerships

    Discover about Philips enterprise partnerships that encompass an operational framework for healthcare organization transformation with shared accountability.

See enterprise partnerships in action

  • Enterprise Partnership Results

    Enterprise Partnership Results

    Learn how Philips enterprise partnership results bring meaningful achievements from the start; meeting milestones for your patients, staff and community.

  • Enterprise Partner Portfolio

    Enterprise Partner Portfolio

    Discover the Philips enterprise partner portfolio and see insights from a vision of a community working together to drive healthcare forward.

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