The Pursuit of the Integrated Multidisciplinary Service Line

Abstract

The integrated multidisciplinary service line (IMSL)—horizontally aligned business units within institutions—is often viewed as offering the promise of flexibility to adapt to a rapidly changing, uncertain healthcare world. The challenge, as healthcare leaders contemplate adopting an IMSL model, is that with counterbalancing any improved flexibility comes the variability of the organization model. If not fully integrated, institutions can create more bureaucracy through evermore complex organizational structures, with no gain in efficiency or patient satisfaction. Based on the experience of Brigham and Women’s Hospital, this case outlines the opportunities and challenges to transforming institutional structures.