Your article "Put up or shut up" (May 11, p. 20) explored one of the most critical issues facing healthcare executives today: the need to make decisions about investing in "intangible" organizational assets like employee and customer relationships, using old business models that value only tangibles like bricks, mortar and dollars.
The story noted that a recent study conducted by Arthur Andersen, DYG and the Healthcare Forum found that while executives of healthcare organizations say they place great importance on these intangible assets, they fail to allocate resources to them. The story also noted that a new business model is needed to help executives align their resource allocations with this new set of values.
That model is now a reality. Andersen's Worldwide Health Care Practice has developed a planning and decision-support system called "New Value Framework" that's being road-tested by a number of leading healthcare organizations. We believe this model will help the healthcare industry, which at its core is the ultimate human service business, approach its evolving transformation coherently and rationally.
Brian Wong, M.D.
Worldwide healthcare strategy director
Arthur Andersen, Chicago