Humana was founded in 1961, and was originally a nursing home company (Investor, 2013). David A. Jones, Sr. And Wendell Cherry were the founders (Investor, 2013). In the beginning, the company was called Extendicare (Investor, 2013). In the early 1970s the company moved into purchasing hospitals, and had become the largest hospital company in the world by the 1980s (Investor, 2013). In 1974 the Humana name was taken by the company, and in 1978 the size of the company was doubled because it took over American Medicorp (Investor, 2013). A fast-track plan was used throughout the 1970s, and during that time the company was opening one hospital every month (Investor, 2013). That is much faster than the norm for the industry, and Humana did something else very significant during that time. It developed a design for hospitals that used a double corridor instead of just a single one (Investor, 2013). In other words, there were patient rooms on both sides, all around the perimeter. The nursing and support systems were placed into the middle, which minimized the distance between nurses and their patients. That made patient care much more efficient, and helped nurses accomplish more in the time they had available to work with those patients. Improving patient care was a cornerstone of everything Humana was doing (Humana, 2011; Investor, 2013). In 1985, the Humana Heart Institute was built in Louisville (Investor, 2013). During the 1990s, Humana decided to spin off its hospital operations from the health care benefits segment of its company. In 1993, it accomplished this by creating Galen Health Care (Investor, 2013). That part of the company later merged with Columbia/HCA (Investor, 2013). Since the health care benefits focus of the company, there have been many changes and improvements. These included a mail order retail pharmacy (RightSourceRX, 2013), a business partnership with Virgin Group, and an education campaign for Medicare Advantage and a Prescription Drug Plan (Medicare, 2013; RightSourceRX, 2013). The company is clearly focused...

These are all vital because they work together to keep Humana moving forward in an increasingly global society. The people who work with a company are highly valuable (Sullivan & Sheffhrin, 2003). These include everyone from the top level executives all the way down to the smallest position. There is no employee who is really more important than another, because they are all needed in order to make sure that a company continues to grow (Sullivan & Sheffhrin, 2003). Additionally, a company is not able to continue to move forward without finances. The best ideas cannot get off the ground if the money is not there to advance them. Humana has been fortunate in this regard. It grew and developed so fast because it was making the level of money necessary to do this. Without that level of funding, it may not have grown into the large and important company it is today, which could have harmed a large number of people who needed its services.
Information is another input that a company cannot do without (Sullivan & Sheffhrin, 2003). For Humana, the information it received helped it to decide where to build hospitals, how to build them, and how they should be staffed and operated in a way that would provide both a good profit and strong patient care (Humana, 2011). Because Humana was willing to focus on good information and use what was offered to it, the company was better able to pick and choose what mattered to it. In turn, that helped the company executives decide which direction to take the company throughout each decade and into the next one. Moving from nursing homes to hospitals to insurance services worked because that was the direction in which the market was moving. Following the market is important, but being ahead of the market can be even more valuable for a company that is interested in moving forward, especially…