Dr Vijay Raaghavan_Steps_HealthcareInnovativeBusinessModelDesign
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Dr Vijay Raaghavan_Steps_HealthcareInnovativeBusinessModelDesign Dr Vijay Raaghavan_Steps_HealthcareInnovativeBusinessModelDesign Presentation Transcript

  • Dr Vijay Raaghavan Engagement Manager I Medium Healthcare ConsultingModerator : Dr Vivek Desai I Co-Presenters : Dr.(Col.) R R Pulgaonkar I Dr. Sachin Wagh I Dr. Vishal Beri
  • Who are we We are a niche healthcare consulting firm, driven by the challenge of new possibilities in healthcare and the translation of these ideas into reality. Our goal, very simply, is to make a difference, which may explain why we tend to go beyond research and analysis to adopt a more pivotal role in the manner in which we help our clients execute various interventions .
  • WRONG BEGINNING “All too often, innovation starts from the wrong end“ Companies develop a particular technology and then try to find a customer who wants to buy it. Instead they should start by identifying a need before they think about technology.” Ray Avery, founder and CEO of Medicine Mondiale
  • GOING BACK TO TISS DAYS Oct 2007 , TISS Class Room Class : International Health Policy The need for innovating something for someone must begin with a strong justification on “ Why Ever Do It “ and “How will it change the life of the patient tomorrow, the day after and the year after” Dr Ramila Bisht, My teacher , Mentor
  • RIGHT BEGINNING D V F DISSATISFACTION VISION FIRST with how things are now of what is possible set of concrete steps Gleicher proposed a simple formula for validating if innovation was required / worth undertaking If Dissatisfaction X Vision X First set of Concrete steps product is > RESISTANCE , then Innovation is possible
  • RIGHT BEGINNING Must be executable* ! & IMPROVE QUALITY IMPROVE ACCESS REDUCE COST * CONDITIONS DON’T APPLY
  • Lets take a case where we smell a need for innovation THE DOCTOR CASUALTY STAFF THE RECEPTION RECEPTIONISTTHE CALLER
  • If we superimpose the problem Problem / Challenge : How could care givers navigate patients when they can’t see / feel them and are stuck at remote locations ? D DISSATISFACTION VISION FIRST of what is possible set of with how things are now concrete steps
  • SO , WHERE CAN WE INNOVATE ? FINANCING D PROCESS T E C N O L O G Y T S P I I T A S K M E G I O U N M D P I B U S I N E S S Z L R O L E 1 2 4 +3 P A T I E N T H X P A P M A R K E T I N G R E I I D R X C W I I A E B R A N D I N G R C H A N N E L G E C E DELIVERY PRODUCT
  • Lets begin with a real life case that we cracked For a client of ours, we conceptualized a FAMILY MEDICINE DOCTOR CLINIC MODEL and had to scale up this model across a HUNDRED locations. FUN
  • So where is the Challenge and the dissatisfaction ? D THE CURRENT OUTPATIENT MARKET LANDSCAPE The drawbacks of a highly IT led initiatives Doctor so close ,yet so far with doctor so engrossed into inputting the data into the system, there is very little he has left with the patient who D is sitting right across Personalized touch of Your GP HOW COULD WE BE HIGHLY PERSONALIZED AND YET BE TECHNOLOGY SENSITIVE AND an extremely difficult aspect to scale across a MANAGE SCALE ? network FUN
  • STAGE 2 V VISION of what is possible 1 PATIENT CENTERED THINKING & PATIENT has to be at the core of everything we do. FUN
  • STAGE 2 V VISION of what is possible 2 CONSISTENCY OF EXPERIENCE/SERVICE DELIVERY ACROSS THE ENTIRE NETWORK PATIENT CENTERED THINKING & PATIENT has to be at the core of everything we do. FUN
  • STAGE 2 V VISION of what is possible 3 DELIVER GREAT CUSTOMER EXPERIENCE THROUGH EMPATHY, DIGNITY AND RESPONSIVENESS CONSISTENCY OF EXPERIENCE/SERVICE DELIVERY ACROSS THE ENTIRE NETWORK PATIENT CENTERED THINKING & PATIENT has to be at the core of everything we do. FUN
  • STAGE 2 V VISION of what is possible 4 AFFORDABLE PRICE - HELP TOWARDS REDUCING HIS OVERALL SPEND ON HEALTHCARE GREAT CUSTOMER EXPERIENCE THROUGH EMPATHY, DIGNITY AND RESPONSIVENESS CONSISTENCY OF EXPERIENCE/SERVICE DELIVERY ACROSS THE ENTIRE NETWORK PATIENT CENTERED THINKING & PATIENT has to be at the core of everything we do. FUN
  • STAGE 2 V VISION of what is possible 5 SUPERIOR CLINICAL OUTCOME AFFORDABLE PRICE - HELP TOWARDS REDUCING HIS OVERALL SPEND ON HEALTHCARE GREAT CUSTOMER EXPERIENCE THROUGH EMPATHY, DIGNITY AND RESPONSIVENESS CONSISTENCY OF EXPERIENCE/SERVICE DELIVERY PATIENT HAS TO BE AT THE CORE OF EVERYTHING WE DO. FUN
  • STAGE 2 A TECHNOLOGY PLATFORM V THAT SUPPORTED ALL OF THESE 6 SUPERIOR CLINICAL OUTCOME AFFORDABLE PRICE - HELP TOWARDS REDUCING HIS OVERALL SPEND ON HEALTHCARE GREAT CUSTOMER EXPERIENCE THROUGH EMPATHY, DIGNITY AND RESPONSIVENESS CONSISTENCY OF EXPERIENCE/SERVICE DELIVERY PATIENT HAS TO BE AT THE CORE OF EVERYTHING WE DO. FUN
  • STAGE 3 FIRST F1 set of concrete steps REACH OUT TO THE PATIENT FUN
  • STAGE 3 FIRST F1 set of concrete steps WE SPOKE TO 150 PATIENTS WHO VERY RECENTLY HAD COMPLETED THEIR PHYSICIAN CONSULTATION IN SOME CASES THE FOLLOW UP AND WERE VERY FRESH TO SPEAK ABOUT THEIR EXPERIENCE. THIS INCLUDED A MIX OF CORPORATE , NON – CORPORATE , STAND ALONE CLINIC SETUP
  • STAGE 3 : What patients had to say about their physician consult experience ? FIRST Reasons for Reasons for Dissatisfaction Satisfaction /wow set of concrete steps hardly The doctor did She just asked me one touched me to feel my question and that’s it health problem The doctor did not spend time listening to my problem The doctor understood my exact problem and so the This doctor didn’t even ask if I was allergic to penicillin, she medicines began to work straight away prescribed the medicine I 70% I I % 0 1 I I The doctor was busy doing I III I something else I IThe doctor was busychatting with someother doctor andwithout even askingme the details of mypain – went on towrite prescription Others FUN
  • STAGE 3 : Reached out to the other end – the Physician F2 FUN
  • STAGE 3 : Reached out to the other end – the physician F2 WE SPOKE TO 35 PHYSICIANS ON THEIR EXPERIENCE OF WHAT THEY FELT WERE THE GOOD POINTS , PAIN POINTS OF THE CONSULTATION. WE SELECTED FACILITIES THAT HAD IT INFRASTRUCTURE – IN MOST CASES A LAPTOP / DESKTOP WITH A HIS. FUN
  • STAGE 3 Some leads from the Doctor interviewsF 2.1 PATIENTS DON’T LIKE IF WE DIDN’T SHOW CONCERNCan we look at [the CORPORATE team make us type type and type]using IT differently ? THE TOP MANAGEMENT IS MORE WORRIED ABOUT DATA [less worried about patient’s problems – the system of computerization is good, but it cant be at the cost of a patient’s DOCTORS MAY? BE RELUCTANT TO USE COMPUTERS time] Whenever I HAVE EYE-EYE CONTACT , I am able to BUILD A RELATIONSHIP with the patient – PATIENTS LOSE FAITH IF WE DON’T DIDN’T UNDERSTAND THEIR PROBLEM – CHANGE! WHAT YOU Sometimes patients get frustrated with US WE TEND TO FOCUS MORE on the AS DON’T monitor –sometimes patients tend to mistake us for NEED TO
  • STAGE 3 Some Options that can give us the best of both the WorldsF 2.1Will it be wiser to retainerdoctor’s written KEYING INPUTS VOICE INPUTSprescription and yet get ITinside? HOW TO RETAIN? PEN & PAPER AND YET GO DIGITAL TOUCH INPUTS PEN & PAPER THE INPUTS TRADITIONAL! WAY HELPS IN MAINTAINING THE PATIENT – PHYSICIAN EYE TO EYE CONT
  • STAGE 3F 2.1 AN OPTION : BEST OF BOTH THE WORLDS PEN & PAPER HOW TO RETAIN? PEN & PAPER AND YET GO DIGITAL THE DOCTOR CONTINUES TO WRITE OVER IT DATA CONTINUES TO REACH THE CLINICAL HEAD PATIENT CONTINUES TO FEEL THE PHYSICIAN INVOLVEMENT
  • STAGE 3 m F2.1 IMPLEMENTED EVIDENCE min i 1.5 BASED CARE n The one page EMR capture system not only increased the INVOLVEMENT of the Physician on a consistent basis, but 2 also ensured that LOT OF THINKING backed by EVIDENCE BASED MEDICINE went into DECISION MAKING. INCREASED EYE-EYE TIME 1.5 Patient Particulars ,Illness Summary, Vitals , Observations and Drug Therapy also meant that we could steal close to 8.5-10 minutes’ of the care givers time to the patient. 2 CONSISTENCY IN DECISION MAKING 2 Clinical Quality Head could first Audit Physician’s decision making by using these filled forms as a “PROXY” – and then could spend time with the Physician on improving practice/outcomes.THE ONE PAGE EMR THAT WE CREATED BECAME OUR AUDIT 9 MINUTE/PATIENTTOO AS WELL !
  • STAGE 3F2.2 ONCE WE GOT HERE , WE REALIZED THAT IT WAS VERY CRITICAL TO ENSURE THAT WE ATTAINED CONSISTENCY IN CLINICAL DECISION MAKING. THIS IS WHERE WE SOUGHT THE HELP OF A PROTOCOL DEVELOPING FIRM AND CUSTOMIZED THE SAME HOW DO I? ENSURE THAT I DELIVER CLINICAL PROTOCOLS FOR 60 The rules MOST COMMON CONDITIONS COMPARABLE TREATMENT OUTCOMES ACROSS 100 LOCATIONS SOUGHT! SUPPORT FROM A PROTOCOL DEVELOPMENT FIRM.
  • STAGE 3 PATIENT SATISFACTIONF2.3 How likely is it that you would recommend this hospital to a friend or colleague? Never Absolutely HOW DO WE? KNOW IF THE PATIENT LIKED US 0 1 2 3 4 5 6 7 8 9 10 AND KNOW THAT WE CARE ? A Net Promoter Score can be Promoter 56% calculated by subtracting the percentage of detractors from the percentage of Promoters. Passive 30% % Promoters - %Detractors WE Detractor! IMPLEMENTED NET PROMOTER Net Promoter Score 14% SYSTEM Net Promoter Score 42% Ultimately, the theory behind the Net Promoter Score metric is that a facility will experience long-term and sustainable growth only if the Percentage of Promoters is greater than the percentage of Detractors
  • SO WHERE DID WE INNOVATE ! FIRST F set of concrete steps SCALE ROLE AUGMENTATION PROTOCOL DRIVEN CARE EMR : PAPER & DIGITAL PATIENT CENTERED OUT PATIENT BUSINESS MODEL
  • OUTCOME ? PATIENT SATISFACTION PHYSICIAN SATISFACTION COMPLIANCE1 TECHNOLOGY Pen and Paper helped us in keeping it low cost - High2 PRESCRIPTION Could retain the traditional way and yet go digital ! High High WRITING3 RECORD KEEPING Could retain a hard copy, this also became the - - audit tool and a bible for improvising Physician practice!4 STANDARDIZING Building protocol for specific conditions – High Mediu standardized the treatment plan m5 MONITORING The protocol driven care pathway helped us in ensuring that informed decisions were made and they - Medium OUTCOMES were consistent across locations and physician profiles FUN
  • It’s time for YOU to Innovate
  • Thank YouMedium is a healthcare consulting firm. Our services includeBusiness Strategy, Marketing & Sales, Quality & Patient Experience,Performance Transformation, Healthcare Franchising. and PublicHealth. 

We are innovative, passionate and performance-driven.But, most of all, we are committed to delivering significant andtangible business impact for our clients. 

Our clients have rangedfrom large hospital chains and single-specialty hospitals to primarycare clinics, medical equipment manufacturers and private equity. www.med-ium.com
  • 1 INNOVATION FOCUS WORKSHOP 8 4 EXPLORE 2 CORE TEAM INTRO MEETING PREPARATION WORKSHOP OBSERVE & LEARNFULL STEAM AHEAD WORKSHOPS 3 KICK OFF WORKSHOP OBSERVE & LEARN EXPLORE 5 TRENDS & TECHNOLOGY 7 6 DISCOVER CUSTOMER EXPLORE FRICTIONS INNOVATION OPTIONS 9 NEW PRODUCT RAISE IDEAS 10 1ST CONCEPT IMPROVEMENT WORKSHOP