Insights
Insights
One strong idea a month on surgical value — for executives, not for a feed. Each Insight opens with a common belief, shows where it breaks, and ends with a question leadership should be able to answer.
Economics
Why Margin per Case May Not Be Enough
Margin per case says what one episode is worth. It does not say what the bed, the room and the team could be worth if the episode were shorter. Surgical economics needs a second denominator.
Transformation
Protocols Do Not Transform Hospitals
A protocol describes practice. Changing practice is an organizational problem — of owners, flow, measurement and economics — that the document does not solve.
Capacity
Released Capacity Creates Optionality
A bed-day released is not a bed-day saved. It is a decision the organization has not yet made — and until it is made, it is worth exactly nothing on the income statement.
Surgical Value
More Surgical Volume Does Not Automatically Create More Value
Growth in cases is the easiest number to manage and the least informative about what a surgical operation is worth.
Economics
Value Creation Is Not the Same as Value Capture
A better surgical journey creates value. Whether your institution keeps any of it is decided by the contract, not by the clinicians.
Surgical Value
Five Questions Every Surgical Executive Should Be Able to Answer
Not about performance. About visibility — whether leadership can see surgical value at all.