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Harvard Business School

Value Measurement for Health Care

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Next dates

Aug 5—7
3 days
Boston, Massachusetts, United States
USD 6700
USD 2233 per day


Innovative health care organizations worldwide are moving toward better value measurement models to improve patient outcomes and lower delivery costs. Value Measurement for Health Care explores the best practices for reorganizing and coordinating care, improving process efficiencies, implementing new reimbursement approaches, and integrating care delivery across practices. You will return with the frameworks and skills to make rigorous value measurement a core part of your organization's strategic agenda.

Key Benefits

Focused on improving the quality and delivery of health care, Value Measurement for Health Care provides more efficient and more cost-effective approaches to measuring patient outcomes, and explores new strategies for creating and implementing a successful value measurement system. In the process, you will learn how to use the Time-Driven Activity-Based Costing (TDABC) method, which will enable you to more accurately measure costs for individual patients as well as the total cost of care for their medical conditions.


Improve outcomes and reduce costs

  • Implement value measurement processes across your organization
  • Provide better care through new approaches for organizing practice units and serving complicated patient populations
  • Execute the right processes at the right locations, integrate care delivery across facilities, and coordinate care with health care partners

Increase operational efficiencies

  • Match clinical resources to clinical processes and improve resource utilization
  • Optimize costs over the full cycle of care
  • Manage reimbursement and payment challenges

Expand your personal and professional network

  • Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across the globe
  • Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

What You Will Learn

Through a rich learning experience that includes faculty presentations, case studies, dynamic discussions, and interactions with guest speakers, you will explore innovative health care practices and value initiatives in action. You will learn how to improve the care delivery process through the rigorous measurement and management of outcomes—and how to implement an effective value measurement system across your organization.

Key Areas

Measurement: outcomes and costs

  • Using the outcome measures hierarchy to identify outcomes that matter to patients
  • Mapping the processes of care and associated costs using the Time-Driven Activity-Based Costing (TDABC) methodology
  • Calculating patient treatment costs and margins
  • Developing a data collection infrastructure to record outcomes and resource use
  • Organizing and staffing a project for measurement of costs and outcomes

Measurement systems and care delivery

  • Overcoming barriers to change when implementing new systems and processes
  • Utilizing outcomes and cost data to innovate and improve care delivery
  • Eliminating unnecessary processes or process variations that do not add value
  • Empowering physicians, nurses, and administrators to improve the value of care
  • Collaborating and coordinating care with key partners
  • Lowering wait times while improving patient outcomes and choice of care

Payments and reporting

  • Creating and accepting new bundled payment contracts with public and private payors
  • Reporting outcomes to referring providers, payors, and patients
  • Managing coverage issues or policy changes from public health plans or private insurers

Who should attend

  • Senior clinical leaders responsible for overseeing care delivery
  • Financial executives who direct cost management for health care delivery organizations
  • HR executives from large organizations who manage health care for employees, collaborate with health care institutions, or offer on-site health services or retail health care as part of their business model
  • Executives from health care insurance companies, government entities that pay for health care, or other payor organizations
  • Leaders from pharmaceutical companies, medical device companies, or other health care supply companies


Robert S. Kaplan is the Marvin Bower Professor of Leadership Development, Emeritus at the Harvard Business School. He joined the HBS faculty in 1984 after spending 16 years on the faculty of the business school at Carnegie-Mellon University, where he served as Dean from 1977 to 1983. Kaplan recei...
Thomas W. Feeley, M.D. is a Senior Fellow at the Harvard Business School and the Helen Shafer Fly Distinguished Professor of Anesthesiology at the University of Texas MD Anderson Cancer Center in Houston, Texas. He is the Head of the Institute for Cancer Care Innovation at the University of Tex...
Michael Porter is an economist, researcher, author, advisor, speaker and teacher. Throughout his career at Harvard Business School, he has brought economic theory and strategy concepts to bear on many of the most challenging problems facing corporations, economies and societies, including market ...


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