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Innovation in the U.S. healthcare system is often fragmented with various parts of the system producing unintended consequences for the system as a whole. Many U.S. health care organizations build strategies and innovate by focusing on the competition versus the needs of the customer, resulting in products or services that lack an improvement in cost, quality, or access. With changes and reforms expected and even required in the U.S. health care system, health care organizations must be prepared to evolve or become obsolete. This book provides an assessment of how and to what degree health care organizations innovate and integrate to produce change in the U.S. health care system. Based on the synthesis of evidence and data from the research, a model for innovative and integrative change is defined. The primary beneficiaries of the results are C-Level Executives, Vice Presidents, Directors, and Managers of Product Strategy, Product Development, Marketing and Innovation functions and other health care organizations/service providers who are involved with the construction, implementation, and monitoring of health care.
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