Understanding and Transforming the U.S.

Healthcare System

B7227 --- Fall 2020

PROFESSOR ASHLEY SWANSON

SUBJECT TO CHANGE

A. ADMINISTRATIVE INFORMATION

Contact Information

Office: Uris 621

Email: [email protected]
Office hours: Please send me an email to arrange for a meeting.

REQUIRED COURSE MATERIAL

There is no textbook for this course. See assigned readings linked on Canvas. All cases are
available for purchase at the link specified on Canvas. At the start of each session, students
will be provided with a handout which accompanies slide presentations. Students may find
it useful to bring a notebook or other materials on which to take notes. Relevant materials
from each class will be posted on Canvas on the day after class.

Lecture Notes I will post the lecture slides on Canvas after each class, but note that the
slides are not a complete record of all that is discussed in class. It is recommended that you
take notes during the class as a supplement to the slides.

B. COURSE DESCRIPTION

The U.S. healthcare system is an enormously complex, trillion‐dollar industry, accounting

for over 18% of GDP. It includes thousands of hospitals, nursing homes, specialized care
facilities, independent physician practices and partnerships, web‐based and IT-supported
service companies, managed care organizations, and major manufacturing corporations. It
continues to grow in size and complexity, complicating the long‐standing challenges of
controlling costs, expanding consumer access, and improving quality. The historic
Affordable Care Act resulted in significant changes for the entire industry and subsequent
federal and state legislation will continue to impact delivery and payment systems in the
coming years. This tremendous dynamism is unmatched by any other industry and offers
incredible opportunities for new business endeavors.
The first goal of this course is to provide an overview of the structure, dynamics, and
challenges of the U.S. healthcare system. Our emphasis will be on providers, which
account for the vast bulk of healthcare spending, and payers. We will explore history and
current trends, interrelationships, and evolving strategies in response to policy and
regulation, technological change, and increasing consumerism.
The second goal of this course is to focus on the actions that innovative firms are taking to
improve the quality of patient care, manage the escalating costs of providing such care, and
enhance business performance. It will analyze the attractiveness and feasibility of new
approaches to address the challenges facing providers, payers, and patients operating in an
inefficient, misaligned, and fragmented healthcare system. Particular emphasis will be
given to the impacts of health care policy and regulation.
The course will be useful for students interested in careers in health system management;
health insurance; healthcare IT; healthcare consulting and banking; private equity;
investment management; health policy; entrepreneurship in the healthcare services sector;
and pharmaceuticals, medical devices, and diagnostics. There will be guest lectures by a
variety of major leaders in healthcare business and policy.

C. REQUIRED PREREQUISITES AND CONNECTION TO THE CORE

The learning in this course will utilize, build on and extend concepts covered in the following core
courses:

Core Course Connection with Core

Strategy Formulation 1. Competitive analysis

2. Strategic differentiation

Leadership and 1. Influence & persuasion

Organizational Change 2. Teams

Managerial Economics 1. Pricing with market power

2. Barriers to entry

Managerial Statistics 1. Variability

2. Linear regression

Operations Management 1. Alignment of business strategy and processes

and Strategy 2. Managing quality

Students will be expected to have mastered these concepts and be able to apply them in the course.
D. CLASS SCHEDULE

Session Topic Assignments

1 Introduction and overview Reading
Sep 12 • Defining value in health care Mirror, Mirror 2017: International
• Comparative health systems Comparison Reflects Flaws and
• Structure of and trends in the U.S. Opportunities for Better U.S. Health
healthcare industry Care, Commonwealth Foundation
• Problems, pressures, and obstacles to
Waste vs. Value in American
improvement Health Care, NYTimes Economix
Blog
2 • Overview: the role of government Reading
Sep 19 • Health insurance basics Health Insurance Coverage and
• Market failure and government Health: What the Evidence
interventions Teaches Us, NEJM
• Medicare and Medicaid
An Overview of Medicare, Kaiser
•
Family Foundation
Medicaid Moving Forward, Kaiser
Family Foundation
Medicare Advantage: Moving
Toward A Better Model for
American Health Care, Forbes
3 Payers and payment systems: insurers Reading
Sep 26 • History and evolution of the private How Private Health Coverage
insurance sector Works: A Primer – 2008 Update,
• Markets and products Kaiser Family Foundation
• Regulation
Reference Pricing Changes the
• Consumer-directed and value-based
“Choice Architecture” of Health
plans
Care for Consumers, Health Affairs
• Narrow networks
Case study
Oscar Health Insurance: What Lies
Ahead for a Unicorn Insurance
Entrant?

Guest speaker
Eric Galvin, President,
ConnectiCare
4 • Payers and payment systems: employers Reading
Oct 10 and policy GM Steers New Path On Health
• The history of employer-based health Benefits, The Wall Street Journal
insurance and recent trends Summary of the Affordable Care
• Characteristics of employer-sponsored Act, Kaiser Family Foundation
health coverage
• Employer strategies to control costs Success and Failure in the
and improve quality Insurance Exchanges, NEJM
• Workplace wellness
• The impact of the ACA on insurers and
employers Case study
Pitney Bowes: Employer Health
Strategy
 Guest speaker
Marco Diaz, Board Chairman,
Northeast Business Group on
Health; SVP, Global Head of
Benefits, News Corp
5 Providers: hospitals and hospital systems Reading
Oct 17 • Hospital structure and strategies Hospitals: Origin, Organization and
• Organizational, financial, and human Performance, in Health Care USA,
resource issues and trends chapter 3
• Competitive forces and consolidation Evaluating the Impact of Health
• Cost, quality, and safety pressures Insurance Industry Consolidation,
Commonwealth Fund
Case study
The Dana-Farber Cancer Institute
6 Providers: new challenges for hospitals Reading
Oct 24 • Quality management practices in Healthy Business? Managerial
health care Education and Management in
• Process management and elimination Healthcare, HBS Working Paper
of waste
Case study
• Alignment of the hospital and its Virginia Mason Medical Center
clinicians (abridged)
Guest speaker
Brian Nester, CEO, Lehigh Valley
Hospital and Health Network
7 • Providers: physicians and practice Reading
Oct 31 variation The Cost Conundrum, The New
• Physician employment and practice Yorker
types
Reducing Practice Variation at
• Trends in physician practice
Crystal Run Healthcare, Health
• The quality “chasm,” spending
Affairs
discrepancies, and practice variation
• Implementing best practices and
moving from volume to value
8 Providers: alternative venues Reading
Nov 7 • Home health care When Wall Street Took Over This
• New models for caring for the high- Nursing Company, Profits Grew
need elderly population and Patients Suffered, Bloomberg
• Medicare PACE program The Importance of Transitional
• Medicare for All: lessons from dialysis Care in Achieving Health Reform,
Health Affairs
Case study
CareMore Health System
Fireside chat
Sunil Budhrani, CEO and CMO,
Innovation Health
 9 Transformation in health systems Reading
Nov 14 • Medical homes, bundled payments, At Virginia Mason, Collaboration
and ACOs among Providers, Employers and
• Aligning with physicians Health Plans to Transform… Health
• Working with insurers and employers Affairs
• Social determinants of health Mayo’s Tricky Task: Revamp What
• Assuming risk and creating systems for Works, Wall Street Journal
population health
The Hot Spotters, The New Yorker
Case study
Intermountain Health Care
10 Intersections: pharmaceuticals and Reading
Nov 21 medical devices How Economics Can Shape
• The role of payers and providers in the Precision Medicines, Science
life sciences industries
Using Outcomes-Based Pricing for
• The challenges of precision medicine
Medical Devices to Improve
• Factors affecting adoption Cardiovascular Disease Treatment
• Policy and regulatory issues
Value, Health Affairs
• Opportunities and challenges
Guest speaker
Efrem Kamen, Founder, Pura Vida
Investments; Adjunct Assistant
Professor, Columbia GSB

11 The digital frontier Reading

Dec 5 • The virtual integration promise of Clinical Decision Support for High-
electronic medical records Cost Imaging: A Randomized
• Evidence-based medicine and Clinical Trial, PLOS One
electronic databases Virtually Perfect? Telemedicine for
• Healthcare IT application areas Covid-19, NEJM Perspective
• IT trends and major growth areas
• Telehealth Case study
Stanford Medicine: Health IT
Purchasing Decisions in a Complex
Medical Organization
12 Wrap-up and presentations
Dec 12
E. COURSE REQUIREMENTS AND GRADING

Grading will be based on participation (20%), case write-ups (40%), and a final project (40%).

1) Class Participation (20% – Individual/Type B)

Class participation will be based on attendance (with the exception of students taking the course
asynchronously), as well as the extent and quality of contributions to class discussions. In-class
discussions are an integral part of the course, and students are expected to contribute to the learning
experience of the class by asking relevant questions and offering insights into the topic at hand.
Quality of contribution matters (much) more than quantity. However, students should feel free –
indeed obliged – to ask clarifying questions when they are not following what is happening in lecture.
Particularly important to the participation grade will be students’ participation during days when we
analyze case studies.

2) Written Assignments (40% – Individual/Type B)

You will be expected to submit eight (of ten) written assignments. The reports will address specific
questions that will be available on Canvas and should be no more than one page. Each is due
electronically before class and will form the basis of some of the class discussion. Even if you do not
submit a written assignment, you will be expected to have read the assigned material and be able to
discuss it. Late assignments will not be accepted unless there is an exceptional circumstance. Under
the business school designation, these assignments are Type B. You may discuss the assignments in
groups, but you must hand in your own individually written report. Grades will be assigned on an
individual basis and the grade will be out of a maximum of 10 points. Only the first eight submissions
will be graded. You can expect cold calling will be used for these assignments and responses will
count towards your class participation grade.

3) Final Project/Presentation (40% – Group/Type A)

The final project is a group project with a maximum of four students per group. There are several

options for the final project. You are asked to submit a 15 (max) page report that takes a deeper

dive into any of the topics that we covered in class (or missed in class). It is a good idea to mention

your proposed question/idea to me ahead of time (either by email, before/after class, or during

office hours). You are also encouraged to talk directly with a relevant company (or companies) in

order to understand the full set of factors guiding firm decision-making.

Examples of project topics include:

1. Select a health system that has altered its investment or partnership strategy in response to

the Covid-19 pandemic. Drawing on the material from this course, evaluate the pros and

cons of that strategy.

2. Analyze a firm whose business model hinges on one of the payment or delivery reforms

discussed in this course. For example, ACOs or PCMHs. How should such a firm grow?

3. Analyze the entry of private equity into a healthcare market. (There are numerous recent

examples.) What opportunities did investors identify? How has the delivery of healthcare

been altered by entry?

4. Evaluate a policy or regulation proposal with implications for the behavior and profitability

of the market participants documented in this course. What is the pain point this proposal

attempts to address? Does it create winners and losers? Do you think it will succeed? Why

or why not?

Honor Code

This course will strictly adhere to the academic conduct guidelines discussed in detail at
http://www0.gsb.columbia.edu/honor/resources.html.

Columbia Business School’s Honor Code:

As a lifelong member of the Columbia Business School
community, I adhere to the principles of truth, integrity, and
respect. I will not lie, cheat, steal, or tolerate those who do.