Saturday, August 20, 2022

What is the future of healthcare? Solution Collaboration

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Shreya Christina
Shreya has been with for 3 years, writing copy for client websites, blog posts, EDMs and other mediums to engage readers and encourage action. By collaborating with clients, our SEO manager and the wider team, Shreya seeks to understand an audience before creating memorable, persuasive copy.

Founder/Director LifeWIRE CorpCEO Nova Insights, Strategic Advisor, HealthIT/Communication innovator, storyteller.

When I started in health IT 17 years ago (this was a midlife career revelation), I had an idea to empower patients by letting them use the technology they wanted, as opposed to what was given to them. told to use. Back then, texting was just getting started with the advent of smarter mobile devices (think flip phones as that new innovation). The response from caregivers was very similar to “Text? Who wants to text?” Fast forward years later, and not just text has become ubiquitous, but a myriad of communication tools that customers/customers want to use.

Patients want easy communication/service as in other industries, and there is an explosion of health-related platforms and health related apps (51,370) trying to use everyone’s latest and greatest. But health care providers and payers still largely pushed back because they only wanted to communicate in person. That has changed somewhat in the past two years. Due to the need for remote solutions and the advent of government funding, communications/telehealth solutions were hastily “screwed in”, which is bought and thrown into the solution mix without much thought. And with government funding to address healthcare remotely, there was no incentive for efficiency in implementation or use.

While there is a growing number of new billing codes for some of these innovations today, much of the funding has stopped. This has led investors and potential customers to take a second look at what they bought (somewhat of a delayed buyer’s regret) who wanted to turn back time, claiming they were less used and what seems to have less interest.

But there must be a distinction between ‘interest’ for a solution and ‘desire’ for one. A patient may not be interested in the remote solution provided by provider “A”, but they do have a desire for remote interaction. A fundamental reason can be traced to poor implementation where, as recently noted by: McKinseyFor most technology-oriented companies, digital transformation was considered a success by less than 30%. In pharma/health it was considerably less.

There is a need to better understand the solutions offered and to greatly improve the transformation process.

This includes using proven solutions and better understanding customers, both internally and externally. In fact, success starts with:

• Actually know and understand your customers and stakeholders.

• Understand what motivates them.

• Involve them as early as possible in choosing solutions and implementing them.

In today’s investment environment, many of the VCs and large organizations looking to grow have stepped on the brakes after just handing out their money $40 Billion in Healthcare IT Investment by 2021 and did not see what they wanted as a return. Add to that the ever-changing and tightening economy – as tight as their margins were – health systems face even further tight margins or losseslinked to massive changes in staffing (both the major layoff and the reorganization). And, as has happened in previous comparable economic environments, the first dollars squeezed are the innovation/transformation funds, according to a mindset akin to, “We know it’s not working and maybe even dysfunctional, but at least it’s budgeted and built into the existing process.” I believe this is not a sustainable business model and, worse, an incentive to perhaps move backwards rather than forwards in health care effectiveness.

So what’s going to happen? Or, more to the point, what needs to be done?

For the most part, the innovation and transformation has taken place on an enabling-solution-by-enabling-solution basis. To be effective in the future, attracting interest and investment is bringing together proven, revenue-generating complementary solutions that empower the target customers, engage the stakeholders involved, improve business results and address workforce issues immediately and directly.

In addition, I believe we need to get rid of the “all or nothing” approach to transformation, such as moving from all-analog to all-digital. In health, that would be like going from 100% personal to 100% virtual. To me, that doesn’t make sense on any level, especially when healthcare is about people. There are times when it requires the human factor as part of the care process.

The future – in healthcare or beyond – revolves around new forms of collaboration.

User collaboration, support solutions and complementary businesses provide a more robust set of solutions that enable potential customers and customers to:

• Choose one or more solutions according to your needs.

• Pay no additional implementation costs or downtime in a unified system, so you can respond to changing needs in real time instead of 24-month RFP processes.

• Reduce expensive and wasted human resources on issues that don’t address needs or expertise.

• Provide virtual access to clients/customers to pre-assess their needs and deliver them to the required information or service, digital, virtual or hybrid.

The key to all of this is using proven solutions and insights.

That said, this approach will only have a limited effect unless there is a clear understanding of the internal and external customers and users, with all relevant stakeholders not involved as early as possible but so early needed. This in itself requires joint eyes, insights and perspectives to shake off old prejudices. But if you don’t, the digital transformation needed in the future will be referred to as the lack of success in 2022. Business Council is the leading growth and networking organization for entrepreneurs and leaders. Am I eligible?

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