Intermountain is a complex and large case.
It can be approached in several ways: for medical people it can be an illustration of a “disease-focused” organisation rather than an “asset-management” organisation. It therefore can illustrate an entirely new perspective.
Also, it illustrates how an organisation can be designed for learning.
Thus, it illustrates the creation and implementation of a unique strategy to achieve its goals.
I suggest that you could consider some overarching questions:
1 How well is Intermountain Health Care performing? Why?
2 What is Intermountain’s approach to the management of health care delivery?
3 Why does Intermountain do it this way?
4 Why don’t all health case delivery organisations do it this way?
You could also go further:
5 What lessons can medical organisations learn from this case? (this is a very general and large question – too large to tackle in one question.)
6 Is Intermountain’s experience generalisable to other medical organisations? Why /why not?
7 Is Intermountain’s experience generalisable to non-medical organisations? Why / Why not?
The important thing in this case is about lessons learned – understanding WHY they have been so successful AND being able to deal properly with the question of generalisability.
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