If you stroll into a McDonald’s fast-food restaurant in Paris, Tokyo, or New York, you’ll notice that the Big Mac tastes the same, the menu looks familiar, and the process is quick and efficient. You order your food, wait a short while, and you get exactly what you expect. In the 1990s, American sociologist George Ritzer gave a name to this phenomenon: McDonaldization. He identified four principles behind the model’s success. The first is Efficiency, in terms of getting things done in the fastest, least expensive way possible. Second comes Calculability, which involves valuing numerical metrics, such as how many burgers sold and how fast they were served, over subjective qualities such as taste or ambiance. The third factor is Predictability, which involves making sure the experience is the same way everywhere. The final aspect is Control, where the corporation uses refined rules, technology, and systems to achieve the preceding three principles. While these ideas may work for burgers and fries, can they work if applied to something very different, such as healthcare? In a thought-provoking review, Professor Dr. Frederik Wenz of the University of Freiburg explores how these fast-food-inspired principles are transforming hospitals, clinics, and even the role of patients themselves. This phenomenon doesn’t just involve faster patient registrations or standardized treatments. It’s about a fundamental shift in how we think about healing, and how much responsibility patients are willing (or able) to take on themselves.