Periodico online di SICOOP  17/01

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Periodico online di SICOOP - 17/01

Business Models, Business Strategy and Innovation

David J. Teece.
2009 Published by Elsevier Ltd.

Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in defining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. more ...

A Peek Behind the Curtain: How Do Successful Companies Innovate?

Apr 30, 2016  Features  0 - By Gail Stout Perry

The topic of innovation can be daunting, filled with vague terminology and mysterious processes. How does an organization innovate? How does one create a culture of innovation? And how does one guard against — or create — disruptive innovation? And what does all of the above even mean?

Steve Jobs said it best in a 1996 interview for Wired magazine:

“Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they really didn’t do it, they just saw something. It seemed obvious to them…they were able to connect experiences they’ve had and synthesize new things.”

Think of some of the best-known innovators. Thomas Edison is known for inventing the light bulb, when in reality, he merely bought a patent, hired someone to design a better filament and popularized the usage of light bulbs. In other words, he connected some things that already existed and figured out how to monetize the idea.

Henry Ford is known for creating the moving assembly line. Ford had a strategic goal to drive down costs by standardizing his assembly process. He took many ideas from the gun manufacturing industry, but when he visited a meat processing plant and saw pigs being moved down a ‘disassembly’ line, he realized he could do the same thing in reverse to further streamline the assembly of automobiles. One idea built upon other ideas. more ...

hospital cost of joint arthroplasty

Boniforti F. - Original Article, 186 - 190 - doi: 10.11138/jts/2015.3.4.186

Purpose: total joint replacement is one of the most successful procedures in medicine and cost reimbursements to hospitals for the joint arthroplasty diagnosisrelated group are among the largest payments made by a Regional Health service. Despite the popularity of these procedures, there are few high-quality costeffectiveness studies on this topic. this study evaluates the cost of total joint arthroplasty performed in a district hospital.

Methods: direct and indirect costs have been measured and patient procedure pathway was analyzed subdivided into three stages: surgical procedure, inpatient care and outpatient clinic.

Results: the cost of the surgical procedure stage was calculated as 3,798 euros, while that of the inpatient stage was 2,924 euros. the mean hospital costs per procedure amounted to 6,952 euros.

Conclusions: although the Health service tariffs fully reimburse the cost of providing a joint replacement, our data contribute to point out the role of hospital staff ’s organization to support sustainable improvements on health care for joint replacement surgery. Level of evidence: Level Vi, single economic evaluation. more ...

Financial analysis of revision knee surgery based on NHS tariffs and hospital costs does it pay to provide a revision service?

R. F. Kallala, I. S. Vanhegan, M. S. Ibrahim, S. Sarmah, F. S. Haddad
DOI: 10.1302/0301-620X.97B2.33707 Published 27 January 2015

Revision total knee arthroplasty (TKA) is a complex procedure which carries both a greater risk for patients and greater cost for the treating hospital than does a primary TKA. As well as the increased cost of peri-operative investigations, blood transfusions, surgical instrumentation, implants and operating time, there is a well-documented increased length of stay which accounts for most of the actual costs associated with surgery.We compared revision surgery for infection with revision for other causes (pain, instability, aseptic loosening and fracture). Complete clinical, demographic and economic data were obtained for 168 consecutive revision TKAs performed at a tertiary referral centre between 2005 and 2012.Revision surgery for infection was associated with a mean length of stay more than double that of aseptic cases (21.5 vs 9.5 days, p < 0.0001). The mean cost of a revision for infection was more than three times that of an aseptic revision (£30 011 (sd 4514) vs £9655 (sd 599.7), p < 0.0001).Current NHS tariffs do not fully reimburse the increased costs of providing a revision knee surgery service. Moreover, especially as greater costs are incurred for infected cases. These losses may adversely affect the provision of revision surgery in the NHS. more ...

Costs, quality of life and cost-effectiveness of arthroscopic and open repair for rotator cuff tears an economic evaluation alongside the UKUFF trial

J. Murphy, A. Gray, C. Cooper, D. Cooper, C. Ramsay, A. Carr

DOI: 10.1302/0301-620X.98B12.BJJ-2016-0121.R1 Published 1 December 2016

Aims A trial-based comparison of the use of resources, costs and quality of life outcomes of arthroscopic and open surgical management for rotator cuff tears in the United Kingdom NHS was performed using data from the United Kingdom Rotator Cuff Study (UKUFF) randomised controlled trial.

Patients and Methods Using data from 273 patients, healthcare-related use of resources, costs and quality-adjusted life years (QALYs) were estimated at 12 months and 24 months after surgery on an intention-to-treat basis with adjustment for covariates. Uncertainty about the incremental cost-effectiveness ratio for arthroscopic versus open management at 24 months of follow-up was incorporated using bootstrapping. Multiple imputation methods were used to deal with missing data.

Results There were no significant differences between the arthroscopic and open groups in terms of total mean use and cost of resources or QALYs at any time post-operatively. Open management dominated arthroscopic management in 59.8% of bootstrapped cost and effect differences. The probability that arthroscopic management was cost-effective compared with open management at a willingness-to-pay threshold of £20 000 per QALY gained was 20.9%.

Conclusion There was no significant overall difference in the use or cost of resources or quality of life between arthroscopic and open management in the trial. There was uncertainty about which strategy was most cost-effective. more ...

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