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A lens into the future of US health systems


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While hospitals have dealt with new regulations and declining payments, today’s CEOs face many unprecedented challenges. New survey findings from the Deloitte Center for Health Solutions reveal top of mind issues for health system CEOs regarding the current state of the industry and their expectations and plans as they look to the future. For more, please visit:

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A lens into the future of US health systems

  1. 1. Narrowing margins After a period of improved margins tied to US economic gains, many hospitals again face tightening margins which makes it difficult to invest for the future. Shifting to value-based care As value-based care adoption is increasing in various US markets, some hospitals may need to change how they do business. Rising consumerism Today’s health care consumers have different expectations than in the past; they are no longer patients willing to accept hospital- and physician- centric business models. Leveraging enabling technologies Investing in technology is viewed as necessary to manage patient populations, interact with consumers, and improve costs, but challenges exist. Addressing talent needs Hospitals need more innovative leaders and clinicians, and are recruiting more technology, data scientists, and analytics staff. A lens into the future of US health systems Insights from the Deloitte Center for Health Solutions 2015 Survey of US Health System CEOs What challenges do today’s hospital CEOs face?* Hospital and health system CEOs face unprecedented changes and a dramatically different market in the coming decade. With this in mind, the Deloitte Center for Health Solutions sought to uncover some of the top challenges facing health system CEOs and to learn more about their priorities moving forward. Value-based care What are hospital CEOs thinking about as they look to the future?* Talent Both acquiring and developing talent are critical for success in the new marketplace. CEO talent priorities for 2025: • Physician/clinical leaders who can connect as peers with other physicians in the organization to drive culture change • Executive leaders who can apply experiences from other industries to innovate in health care • Information technologists, data scientists, and staff with analytics skills who can turn data from multiple sources and technologies into usable knowledge Consumerism More than half of the 19 interviewed CEOs agreed that health care is transforming into a consumer-centric model. CEO expectations for 2025: • A patient/consumer first approach will be standard • Digital technologies will improve access and create new opportunities for patients to see physicians • Retail health care practices will grow, as will care by non-physician clinical staff Performance The biggest challenge today and the critical focus for the next 10 years, according to interviewed CEOs, will be managing margins to fund growth. CEO priorities for addressing performance by 2025: • Becoming more cost-efficient • Determining how to approach consolidation and a shift in scope of services to gain efficiencies in cost and delivery of quality care • Deciding which services to offer in which locations Value-based care is the most important trend facing hospitals over the next ten years. Value-based care is expected to upend traditional business models and health systems will likely need to respond by reducing inpatient utilization and demonstrating better outcomes. CEO expectations for 2025: • Hospitals will take on significant financial risk for patient care • Much larger health systems will exist following consolidation due to value-based care • Outpatient care will be the main service focus • Alternative approaches to care will be prominent Enabling technology Most interviewed CEOs agree that technology will significantly improve health care in the future, making services more accessible, information more transparent, and clinicians and other staff able to provide better care. CEO expectations for 2025: • Technology will support e-visits and allow providers/patients to share information • Health systems and clinicians will likely use analytics to better match treatment to patients, manage population health, and achieve better outcomes • Big data in health care will support breakthroughs in quality, cost efficiencies, and medical research While the path forward differs for each market and health system, defining the future is half the battle to succeeding in the future. For more on the findings from the Deloitte Center for Health Solutions 2015 Survey of US Health System CEOs, visit *Based on interview responses from the Deloitte Center for Health Solutions 2015 Survey of US Health System CEOs Source: Deloitte Center for Health Solutions 2015 Survey of US Health System CEOs As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2015 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited Deloitte Center for Health Solutions