Service line: Difference between revisions
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Amwelladmin (talk | contribs) Created page with "Often muttered under the same breath as service delivery, and frequently mentioned in the same tedious sentence as a service catalog, the fact that someone in your ope..." |
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Often muttered under the same breath as [[service delivery]], and frequently mentioned in the same tedious sentence as a [[service catalog]], the fact that someone in your operations group is going round describing himself, proudly, as part of the “[[service line]]” is as good an indication as you need to know your organisation is captive of moribund bureaucrats and people with [[MBA]]s. | Often muttered under the same breath as [[service delivery]], and frequently mentioned in the same tedious sentence as a [[service catalog]], the fact that someone in your operations group is going round describing himself, proudly, as part of the “[[service line]]” is as good an indication as you need to know your organisation is captive of moribund bureaucrats and people with [[MBA]]s. | ||
If you want to understand the pathology behind those who use this accursed phrase, here it is in the wild (in the context of a hospital—observers will note it is not just we parasitic banking types who suffer this affliction: the heroic men and women of the health sector, too, is blighted by similarly indeceipherable [[management consultancy]]): | |||
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:''What is the service line? The service line, is in its most simple explanation, is a reorientation of strategy, resource planning and allocation on the horizontal continuum across provider entities, versus a vertically oriented approach segregating provider types into independent operating units, or [[silo]]s. It is the strategic and operational organization of cardiovascular services in a marketplace, wherever they occur—hospitals, clinic, long term care and the like. The theoretical value in the horizontal or [[service line]] approach is created in aligned and not duplicative investment strategy in program, staff, equipment and other resources required serving cardiovascular patients.'' | |||
:::Continues for several paragraphs in this vein at [https://www.medaxiom.com/blog/creating-value-in-organization-structure-the-service-line-approach-part-2-of-5-clearly-defining-the-scope-of-operation/ www.medaxiom.com]}} | |||
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Revision as of 10:36, 21 May 2018
Often muttered under the same breath as service delivery, and frequently mentioned in the same tedious sentence as a service catalog, the fact that someone in your operations group is going round describing himself, proudly, as part of the “service line” is as good an indication as you need to know your organisation is captive of moribund bureaucrats and people with MBAs.
If you want to understand the pathology behind those who use this accursed phrase, here it is in the wild (in the context of a hospital—observers will note it is not just we parasitic banking types who suffer this affliction: the heroic men and women of the health sector, too, is blighted by similarly indeceipherable management consultancy):
- What is the service line? The service line, is in its most simple explanation, is a reorientation of strategy, resource planning and allocation on the horizontal continuum across provider entities, versus a vertically oriented approach segregating provider types into independent operating units, or silos. It is the strategic and operational organization of cardiovascular services in a marketplace, wherever they occur—hospitals, clinic, long term care and the like. The theoretical value in the horizontal or service line approach is created in aligned and not duplicative investment strategy in program, staff, equipment and other resources required serving cardiovascular patients.
- Continues for several paragraphs in this vein at www.medaxiom.com