From the Willamette Valley Cancer Center, Eugene, Oregon; Oncology Metrics, LLC, 800 W. Magnolia Avenue, Fort Worth, TX 76104; and Texas Oncology, PA, Dallas, Texas
Authors’ disclosures of potential conflicts of interest are found at the end of this article.
Address reprint requests to John V. Cox, DO, FACP. Texas Oncology Methodist Cancer Center, 3555 W. Wheatland Road, Dallas, TX 75237, e-mail: john.cox{at}usoncology.com
Overview: Jim Collins begins his sentinel book Good to Great with a chapter titled "Good is the Enemy of Great." He outlines many characteristics of companies and institutions that have progressed from being solidly good at their core businesses to being great at them. This educational session delves into the practice of oncology and tries to define aspects that help define "great" practices. An illustration of how a "dashboard" of metrics allows for the understanding and monitoring of the key areas of a practice (similar to the way a car's dashboard is monitored during travel is presented). A comprehensive program undertaken by a large oncology management company in an effort to transform the efficiencies and decrease variability of care will be discussed. This article also focuses on the need to continually evaluate patient perceptions to provide feedback about the delivery of care. Recognizing the value of looking outside medicine for ways to overcome barriers that prevent the delivery of exemplary patient care is a theme across these presentations. Lessons learned in other industries are providing insights that allow us to look beyond the pressures of shrinking reimbursements and regulatory requirements. We hope to instill curiosity that will prompt evaluation of a wealth of business expertise to seek the great — not just the good.
