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Shedding Light on Reimbursement Policies of Companion Diagnostics in European Countries
No full textOBJECTIVES: Ensuring access to precision medicine has been an issue because in some European countries, desynchronized reimbursement decision-making occurs between the medicine and the companion diagnostic (CDx). This has resulted in cases in which precision medicine is reimbursed but not the CDx. In overcoming this issue, an alignment of the decision-making process for reimbursement between the 2 entities should be considered. As pharmaceutical reimbursement procedures are meticulously covered in the literature, we set out to systematically map in vitro diagnostic (IVD) reimbursement procedures and identify policies for aligning these procedures with the pharmaceutical reimbursement procedures.
METHODS: We selected 8 European countries for this analysis. For each country, we characterized the national benefit basket entailing the IVD medical acts in outpatient care, evaluated the procedure for inclusion, and identified alternative reimbursement practices for CDx. Targeted searches, using publicly accessible sources, were conducted to identify relevant reimbursement policies and laws.
RESULTS: We systematically describe the reimbursement process in 8 European countries. Alternative procedures for CDx reimbursement were identified in Belgium and Germany. Alternative policies attributed to the practice of precision medicine were identified in England and Italy. In France, some CDx are included in the "coverage with evidence" development program. Specifically, the health technology assessment agencies of France and England commented on the assessment of companion diagnostics and their clinical utility.
CONCLUSION: CDx reimbursement procedures have recently been implemented in some countries. This was seemingly done primarily to ensure access to the precision medicine and only secondary to the value they would provide.This research was funded by Research Foundation Flanders through means of a doctoral scholarship (ID: 1S94318N)
Variability in Hospital Costs of Adult Spinal Deformity Care.
Get PDFSTUDY DESIGN: Retrospective, single-center analysis.
OBJECTIVE: To calculate the total clinical hospital cost of the Adult Spinal Deformity (ASD) care trajectory, to explain cost variability by patient and surgery characteristics, and to identify areas of process improvement opportunities.
SUMMARY OF BACKGROUND DATA: ASD is associated with a high financial and clinical burden on society. ASD care thus requires improved insights in costs and its drivers as a critical step toward the improvement of value, i.e., the ratio between delivered health outcome and associated costs.
METHODS: Patient characteristics and surgical variables were collected following ethical approval in a cohort of 139 ASD patients, treated between December, 2014 and January, 2018. Clinical hospital costs were calculated, including all care activities, from initial consultation to 1 year after initial surgery (excl. overhead) in a university hospital setting. Multiple linear regression analysis was performed to analyze the impact of patient and surgical characteristics on clinical costs.
RESULTS: 75.5% of the total clinical hospital cost (&OV0556;27,865) was incurred during initial surgery with costs related to the operating theatre (80.3%), nursing units (11.9%), and intensive care (2.9%) being the largest contributors. 57.5% of the variation in total cost could be explained in order of importance by surgical invasiveness, age, coronary disease, single or multiple-staged surgery, and mobility status. Revision surgery, unplanned surgery due to complications, was found to increase average costs by 87.6% compared with elective surgeries (&OV0556; 44,907 (± &OV0556; 23,429) vs. &OV0556; 23,944 (± &OV0556; 7302)).
CONCLUSION: This study identified opportunities for process improvement by calculating the total clinical hospital costs. In addition, it identified patient and treatment characteristics that predict 57.5% of cost variation, which could be taken into account when developing a payment system. Future research should include outcome data to assess variation in value.
LEVEL OF EVIDENCE: 4.The KU Leuven grant (C24/17/095) funds were received in support of this work
The offer you can't refuse - What if customers ask for more than an excellent service?
No full textWhat if customers expect more than just a good product, excellent service and perfectly performing digital interfaces? And what if new technologies like 5G, artificial intelligence, quantum computing and robotics offer possibilities that go beyond mere ease of use? Digital ease of use is the new minimum. It has become a commodity. The customer now regards it as the most normal thing in the world to have access to limitless products and services with just a single click of a mouse. In the years ahead, companies will need to play an active role in the 'life journey' of customers: helping to make their dreams come true and removing problems from their daily lives. In addition, customers are looking increasingly to companies instead of governments to tackle societal challenges like climate change, health care and mobility. If your company succeeds in providing outstanding digital service, becomes a partner in the life of your customers and provides solutions for major societal issues, you will develop 'an offer you can't refuse'
International Workshop on Teamworking
No full textThe main theme of the conference is “The challenges of working with diversity in social systems”. With the general demographic trends and the challenges raised by the multiple (simultaneous) transitions faced by society today, diversity is a key topic on the research agendas in Social Sciences. We strive to harness the benefits of diversity in solving difficult societal and environmental issues and at the same time we try to find solutions to the problems associated with diversity (e.g., conflict, marginalization, exclusion)
27th EurOMA - Managing Operations for Impact
No full textThe purpose of this study is to explore the role of supply chain capabilities on firm performance in different vulnerability levels. The data of this study were gathered from 268 manufacturing firms in the UK and analysed using structural equation modelling. The findings indicate that some of supply chain capabilities have no effect on firm performance when the vulnerability is low but they have a great influence when the vulnerability is high and vice versa. The study is the first to deliver empirical insights about the influence of supply chain capabilities on firm performance in both high and low vulnerability
Seven keys to unlock mediation’s golden age
No full textMediation is rarely taught as a core subject in business schools, law schools and other professional curricula, despite the fact that an increasing number of jurisdictions now provide for some form of court sponsored mediation. A number of global companies include courses in negotiation and mediation in their professional development offering, but the courses are not always effective in addressing real life situations. The case for, and benefits of, including negotiation and mediation as core modules in law courses rather than a mere elective has already been made elsewhere (e.g., Riskin 1984; Lewis 2016). Results from the GPC Series 2016-17 for North America published on the International Mediation Institute’s website[3] further confirm that education in law and business schools in these disciplines has become a major demand for users of dispute resolution services throughout North America
Academy of Management Proceeding
No full textMany management scholars are interested in taking their career to a new culture and context. Although the opportunities around the globe to teach and conduct organizational research have significantly increased, first-hand information on non-US business schools can be hard to come by. This PDW is designed for both junior and senior OB scholars who would like more information regarding academic careers at reputable non-US business schools. It will bring together panelists currently working at schools in Australia, New Zealand, and Europe, who are not originally from there or trained there. The panel will provide information, highlight challenges, and share distinctive features for academic careers in each country, including tacit knowledge and unspoken rules that the panelists have learned during their own adaptation process. Topics for discussion include: What does the job application process look like? How are job candidates and faculty evaluated? What are key challenges in adapting to the national culture and university system? What are norms of professional conduct (i.e., dos and don’ts in presenting oneself and one’s work)? The PDW includes individual presentations by panelists, country-specific roundtable discussions, and a closing Q&A
Hybrid Warfare, International Negotiation, and an Experiment in “Remote Convening”
No full textAbstract The authors are leading a multinational effort to understand the effects of “hybrid” warfare on international commercial negotiation. The start-up process is itself essentially a negotiation, among about forty individual practitioners and scholars with very diverse backgrounds, over whether and how they will work together. In a pandemic, a key risk is that the necessary cooperation and trust will be harder to build, particularly among professionals who are dealing with security-sensitive issues and who have never met each other. This article discusses the current necessity of replacing the in-person model for eliciting such cooperation which the authors had developed previously for large collaborative projects, and describes a “remote convening” replacement process
Performance and reward management in an agile environment. 10 Key findings based on a qualitative study
No full textAgility is an emerging key dimension of business excellence. Research by Vlerick Business School, surveying the largest for-profit organisations in Belgium, revealed that, for 93% of them, agile ways of working have become more important in the last few years. And the top three terms associated with the concept of agility are: adaptability, speed and customer centricity. Although agility has really taken off, many organisations are still struggling with implementing agile approaches in the area of performance and reward management. An agile way of working is transforming how organisations manage and reward their talent, but only a mere 18% of the largest for-profit organisations in Belgium consider themselves to be agile on performance management and 28% on reward management. How do you approach performance management when you need to evaluate projects that are run by several different leaders and organised around teams? How to align employees’ career aspirations with business needs in a non-hierarchical environment? Can we allow a merit-pay process when talent systems are becoming more team-focused? That’s why our Centre for Excellence in Strategic Talent Management and our Centre for Excellence in Strategic Rewards joined forces for a new study that sheds a light on 8 Belgian and 4 Dutch companies that were either working agilely from the very beginning or changed the tires while driving the car. Based on a qualitative study with the support of our Chair Partner Hudson, the research team identified 10 key findings, each representing a phenomenon, trend or influence currently playing in agile working contexts: A purpose-led approach towards performance & career development From taking up additional roles to role-based job design Career self-management as the main driver for career evolution Questioning the role of supervisors in the performance management process Transparency to enhance trust, ownership and internal fairness Actively identifying and managing poor performance Team members deciding on salary increases and promotions To pay or not to pay for individual performance? It all depends... Customised and on the spot recognition Managing and rewarding agile teams in crisis situation
Remuneratie in turbulente tijden
No full textDe crisis vraagt om contemplatie. Professor Xavier Baeten van Vlerick Business School komt met een pleidooi over de noodzaak om remuneratiebeleid te herijken