Health consumers empowered by digital technology now expect on-demand, anytime, anywhere service, forcing providers to develop new models of care to compete successfully in the emerging consumer-to-business health marketplace.
Healthcare Industry Taxonomy for the Population Health EraDave Chase
See https://www.linkedin.com/pulse/population-health-investments-catastrophically-misaligned-dave-chase for background on taxonomy
Created for The Future Health Ecosystem Today by Cascadia Capital and Dave Chase
Emerging Trends in Healthcare InnovationGokul Alex
A Point of View on Applying Innovation Incubation and Ecosystem Development to build a business innovation ecosystem in Healthcare sector with specific focus on Service Design and Service Innovation
View The Webinar: https://compliatric.com/continuous-compliance-2022-its-not-just-an-osv-prep-chapters-7-8/
Compliatric is excited to continue their “Continuous Compliance" Webinar Series based on the existing Health Center Compliance Manual and the most recently updated Site Visit Protocol. Each month, program requirements are reviewed to assist health centers in understanding the various elements and ensuring continuing compliance. Participants will be able to use these webinars to increase their knowledge of the requirements, and go one step further and utilize the program requirements to improve operational excellence.
This month’s webinar will focus on the following chapters:
Chapter 7: Coverage for Medical Emergencies During and After Hours
Chapter 8: Continuity of Care and Hospital Admitting
Webinar attendee takeaways will include:
· An understanding of the program requirements, which includes updates to the Site Visit Protocol
· Maintaining continuous compliance - not only based on a site visit
· Improving operational excellence for your Community Health Center
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism that’s shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who aren’t will be left behind.
This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providers’ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.
View the webinar here: http://bit.ly/1RLgTFX
Healthcare Industry Taxonomy for the Population Health EraDave Chase
See https://www.linkedin.com/pulse/population-health-investments-catastrophically-misaligned-dave-chase for background on taxonomy
Created for The Future Health Ecosystem Today by Cascadia Capital and Dave Chase
Emerging Trends in Healthcare InnovationGokul Alex
A Point of View on Applying Innovation Incubation and Ecosystem Development to build a business innovation ecosystem in Healthcare sector with specific focus on Service Design and Service Innovation
View The Webinar: https://compliatric.com/continuous-compliance-2022-its-not-just-an-osv-prep-chapters-7-8/
Compliatric is excited to continue their “Continuous Compliance" Webinar Series based on the existing Health Center Compliance Manual and the most recently updated Site Visit Protocol. Each month, program requirements are reviewed to assist health centers in understanding the various elements and ensuring continuing compliance. Participants will be able to use these webinars to increase their knowledge of the requirements, and go one step further and utilize the program requirements to improve operational excellence.
This month’s webinar will focus on the following chapters:
Chapter 7: Coverage for Medical Emergencies During and After Hours
Chapter 8: Continuity of Care and Hospital Admitting
Webinar attendee takeaways will include:
· An understanding of the program requirements, which includes updates to the Site Visit Protocol
· Maintaining continuous compliance - not only based on a site visit
· Improving operational excellence for your Community Health Center
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
There is a vital change happening in healthcare: People are demanding to be treated as savvy consumers, who deserve choices, convenience and fair prices. The same revolution of consumerism that’s shaking up the way the world buys financial services, airline tickets and groceries is finally underway in healthcare. And as healthcare options multiply, this trend will only accelerate. Providers who are ready to respond by creating a strong patient experience are going to win, and those who aren’t will be left behind.
This presentation explains findings from the patient experience study which was conducted to understand the consumer healthcare experience by assessing the gap between patient and providers’ expectations and perceptions, and arm institutions with the ability to assess their own organization, define a successful strategy, and deliver on it.
View the webinar here: http://bit.ly/1RLgTFX
Telemedicine presentation delivered at the conference sponsored by HEALTHePRACTICES, ICanNY and Windstream Communications entitled Healthcare Technology and the Networks Which Make it Happen.
Pharma Marketing: Get Started on Creating Great Customer Experiences with Jou...run_frictionless
A well-defined customer journey strategy is critical to customer experience management (CEM) initiatives.1 Yet most pharmaceutical companies have not followed the lead of industries like consumer packaged goods, retail, or travel and hospitality, which pioneered and mastered the art and science of personalized, cross-channel customer journeys. While recognizing that customer journeys are often more complex for pharma than for other sectors, it’s imperative for life sciences to develop and apply journey strategies similar to those of other industries when transforming customer experiences.
https://runfrictionless.com/b2b-white-paper-service/
5 Business Strategies to Grow Your Telehealth EnterpriseVSee
To carry on the discussion in real life, join us at Telehealth and Secrets to Success Conference, Sept 20-22, Silicon Valley:
https://goo.gl/95zHZG
For more information of the presentation such as recording and transcript, please visit: https://vsee.com/blog/5-business-strategies-to-grow-like-zocdoc/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Hospital Information system guide. Working Specification of all modules and necessary architecture of the HIS software. It will help you to customize the system as per your requirement of hospital
AI in Healthcare: Real-World Machine Learning Use CasesHealth Catalyst
Levi Thatcher, PhD, VP of Data Science at Health Catalyst will share practical AI use cases and distill the lessons into a framework you can use when evaluating AI healthcare projects. Specifically, Levi will answer these questions:
What are great healthcare business cases for AI/ML?
What kind of data do you need?
What tools / talent do you need?
How do you integrate AI/ML into the daily workflow?
Predictive Marketing: A fine line between useless data and patterns that sell.
Predictive marketing has been the buzzword recently. While most companies talk about it, many do not understand the underlying challenges and capabilities. Let's take a quick look at some of the current challenges for marketers, the data set and how predictive can serve a great purpose, if matured properly and embedded into our day to day activity.
Slides are powered by the team at https://www.Vbout.com - Powerful marketing technology for multi-channel campaigns
The Future of RCM in Healthcare OrganizationsCitiusTech
This document / whitepaper talks about how healthcare technology companies can leverage emerging technologies to derive insights to improve their Revenue Cycle Management process.
mHealth – also known as mobile health - refers to the practice of medicine and public health supported by mobile devices such as mobile phones, tablets, personal digital assistants and the wireless infrastructure.
Within digital health, mHealth encompasses all applications of telecommunications and multimedia technologies for the delivery of healthcare and health information.
Future of hospital design initial perspective - sept 2020Future Agenda
Hospitals of the Future
In partnership with Mott MacDonald we are exploring how hospital design will change in the next decade. Building on insights gained from multiple healthcare expert workshops around the world, this is an initial perspective that share some key thoughts on how and where we may see most change. Starting with context on shifts in healthcare more generally, from slide 28 onwards it includes 22 proposals for future design focus. These range from hub and spoke ecosystems and post-Covid reconfiguration to more flexible spaces and the impact of digital theatres.
As part of a global Open Foresight programme, we are now sharing these views to gain feedback for inclusion in a more detailed point of view that will be published later in the year. If you would like to add in your opinions on which issues will be driving most change in hospitals of the future, we would welcome input either directly to us by email (tim.jones@futureagenda.rg) or via this short survey: https://www.surveymonkey.co.uk/r/J9S8SB6
Many thanks in advance for your collaboration on another key topic for future change.
Technology is disrupting healthcare just as it has in so many other areas of life. New players and
new approaches are proliferating but while the changes may seem dazzlingly diverse there is a single, underlying driving force. Digital transformation in healthcare has many elements: health data privacy, ethical AI, IOT solutions, many brought to the market by new disruptors. These are all valuable elements of transformation, but ultimately they are steering to a single goal; empathetic care of
the empowered patient. In this increasingly patient-centric future it is the empathetic care, not the technology itself, that will prove to be the outstanding feature. The market leaders in this landscape will be those who embrace and explore its possibilities.
Living in a hyper-connected world, patients have never been so well informed or had so much decision- making power, at least when it comes to chronic diseases. Less dependent on their doctors for advice, increasingly able and willing to take greater control of their own health, they feel empowered by the vast amount of health information available online, on apps, and by the array of health and fitness wearables.
Such consumer digital empowerment is pushing rapid change in healthcare provision. Industry leaders across providers, insurers, medical technology and the pharmaceuticals industry, need to re-imagine
the traditional spectrum of sales, marketing and commercialisation processes by developing empathetic engagement tools to accompany and support the patient on their personal journey. This digital transformation imperative becomes a huge challenge because of the complexity of the industry ecosystem and the varying models in APAC.
With widely varying reimbursement and access challenges across APAC countries, coupled with diverse social and cultural norms, it is important for pharma, insurance, and healthcare providers to work together with partners who have local, real-world expertise when it comes to understanding patient behaviours. Together those partnerships can deliver solutions that will impact patient lives positively. Across APAC the opportunities are considerable with a huge growing market for medication and care, but there are also significant cultural and financial hurdles to the uptake of treatments.
Rethinking Health Plan Business Models for the Emerging On-Demand Digital Eco...Cognizant
Even as on-demand healthcare platforms disrupt the industry, they create possibilities for new value propositions, partnerships and business models that will further reshape the cost and delivery of care.
Disruption Set in Motion by Healthcare Consumerism.pdfMindfire LLC
Healthcare consumerism is the health industry’s shift towards a more value based care; it is a movement for a more cost effective and efficient delivery of healthcare services. It connotes the patient taking control of their health and wellness by managing all aspects of one’s healthcare landscape – including health benefits, medical insurance and retail health. In short, the goal of healthcare consumerism is to enable patients to become wholly involved in their healthcare decisions.
Telemedicine presentation delivered at the conference sponsored by HEALTHePRACTICES, ICanNY and Windstream Communications entitled Healthcare Technology and the Networks Which Make it Happen.
Pharma Marketing: Get Started on Creating Great Customer Experiences with Jou...run_frictionless
A well-defined customer journey strategy is critical to customer experience management (CEM) initiatives.1 Yet most pharmaceutical companies have not followed the lead of industries like consumer packaged goods, retail, or travel and hospitality, which pioneered and mastered the art and science of personalized, cross-channel customer journeys. While recognizing that customer journeys are often more complex for pharma than for other sectors, it’s imperative for life sciences to develop and apply journey strategies similar to those of other industries when transforming customer experiences.
https://runfrictionless.com/b2b-white-paper-service/
5 Business Strategies to Grow Your Telehealth EnterpriseVSee
To carry on the discussion in real life, join us at Telehealth and Secrets to Success Conference, Sept 20-22, Silicon Valley:
https://goo.gl/95zHZG
For more information of the presentation such as recording and transcript, please visit: https://vsee.com/blog/5-business-strategies-to-grow-like-zocdoc/
For other webinars:
https://vsee.com/webinars/
Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
Hospital Information system guide. Working Specification of all modules and necessary architecture of the HIS software. It will help you to customize the system as per your requirement of hospital
AI in Healthcare: Real-World Machine Learning Use CasesHealth Catalyst
Levi Thatcher, PhD, VP of Data Science at Health Catalyst will share practical AI use cases and distill the lessons into a framework you can use when evaluating AI healthcare projects. Specifically, Levi will answer these questions:
What are great healthcare business cases for AI/ML?
What kind of data do you need?
What tools / talent do you need?
How do you integrate AI/ML into the daily workflow?
Predictive Marketing: A fine line between useless data and patterns that sell.
Predictive marketing has been the buzzword recently. While most companies talk about it, many do not understand the underlying challenges and capabilities. Let's take a quick look at some of the current challenges for marketers, the data set and how predictive can serve a great purpose, if matured properly and embedded into our day to day activity.
Slides are powered by the team at https://www.Vbout.com - Powerful marketing technology for multi-channel campaigns
The Future of RCM in Healthcare OrganizationsCitiusTech
This document / whitepaper talks about how healthcare technology companies can leverage emerging technologies to derive insights to improve their Revenue Cycle Management process.
mHealth – also known as mobile health - refers to the practice of medicine and public health supported by mobile devices such as mobile phones, tablets, personal digital assistants and the wireless infrastructure.
Within digital health, mHealth encompasses all applications of telecommunications and multimedia technologies for the delivery of healthcare and health information.
Future of hospital design initial perspective - sept 2020Future Agenda
Hospitals of the Future
In partnership with Mott MacDonald we are exploring how hospital design will change in the next decade. Building on insights gained from multiple healthcare expert workshops around the world, this is an initial perspective that share some key thoughts on how and where we may see most change. Starting with context on shifts in healthcare more generally, from slide 28 onwards it includes 22 proposals for future design focus. These range from hub and spoke ecosystems and post-Covid reconfiguration to more flexible spaces and the impact of digital theatres.
As part of a global Open Foresight programme, we are now sharing these views to gain feedback for inclusion in a more detailed point of view that will be published later in the year. If you would like to add in your opinions on which issues will be driving most change in hospitals of the future, we would welcome input either directly to us by email (tim.jones@futureagenda.rg) or via this short survey: https://www.surveymonkey.co.uk/r/J9S8SB6
Many thanks in advance for your collaboration on another key topic for future change.
Technology is disrupting healthcare just as it has in so many other areas of life. New players and
new approaches are proliferating but while the changes may seem dazzlingly diverse there is a single, underlying driving force. Digital transformation in healthcare has many elements: health data privacy, ethical AI, IOT solutions, many brought to the market by new disruptors. These are all valuable elements of transformation, but ultimately they are steering to a single goal; empathetic care of
the empowered patient. In this increasingly patient-centric future it is the empathetic care, not the technology itself, that will prove to be the outstanding feature. The market leaders in this landscape will be those who embrace and explore its possibilities.
Living in a hyper-connected world, patients have never been so well informed or had so much decision- making power, at least when it comes to chronic diseases. Less dependent on their doctors for advice, increasingly able and willing to take greater control of their own health, they feel empowered by the vast amount of health information available online, on apps, and by the array of health and fitness wearables.
Such consumer digital empowerment is pushing rapid change in healthcare provision. Industry leaders across providers, insurers, medical technology and the pharmaceuticals industry, need to re-imagine
the traditional spectrum of sales, marketing and commercialisation processes by developing empathetic engagement tools to accompany and support the patient on their personal journey. This digital transformation imperative becomes a huge challenge because of the complexity of the industry ecosystem and the varying models in APAC.
With widely varying reimbursement and access challenges across APAC countries, coupled with diverse social and cultural norms, it is important for pharma, insurance, and healthcare providers to work together with partners who have local, real-world expertise when it comes to understanding patient behaviours. Together those partnerships can deliver solutions that will impact patient lives positively. Across APAC the opportunities are considerable with a huge growing market for medication and care, but there are also significant cultural and financial hurdles to the uptake of treatments.
Rethinking Health Plan Business Models for the Emerging On-Demand Digital Eco...Cognizant
Even as on-demand healthcare platforms disrupt the industry, they create possibilities for new value propositions, partnerships and business models that will further reshape the cost and delivery of care.
Disruption Set in Motion by Healthcare Consumerism.pdfMindfire LLC
Healthcare consumerism is the health industry’s shift towards a more value based care; it is a movement for a more cost effective and efficient delivery of healthcare services. It connotes the patient taking control of their health and wellness by managing all aspects of one’s healthcare landscape – including health benefits, medical insurance and retail health. In short, the goal of healthcare consumerism is to enable patients to become wholly involved in their healthcare decisions.
Healthcare Rx: The Rise of the Empowered ConsumerCognizant
Market and digital forces have combined to enable the healthcare industry to treat much of what ails it — or be supplanted by newcomers who can more quickly seize the digital high ground.
Focused on trends and challenges of healthcare industry and technologies which we are seeing and we may see in future. Included information like healthcare industry overview, healthcare apps and wearables, etc.
2016 IBM Interconnect - medical devices transformationElizabeth Koumpan
Emerging technologies such as Internet of Things, 3D Printing are driving the creation of new business models and forcing the Industry for transformation. The product centric model where the Industry main objective was to develop the device, is moving to software and services model, with the focus on Big Data & Analytics, Integration and Cloud.
The maturation of technologies such as social, mobile, analytics, cloud, 3D printing, bio- and nanotechnology are rapidly shifting the competitive landscape. These emerging technologies create an environment that is connected and open, simple and intelligent, fast and scalable. Organizations must embrace disruptive technologies to drive innovation
White Paper - Internet Marketing Strategies For The Medical Device Industryjerryme5
This is a White Paper that I wrote, while employed at Exemplum, that talks about various marketing strategies that medical device companies can use to leverage the Internet to market their products more effectivelty.
Outsource your Healthcare Customer Support ServicesSanjay K
This industry has grown globally due to an increasing elderly population, economic expansion in emerging markets, and insurance reform. Then came COVID-19, which took people and resources away from the diagnosis and treatment of other conditions. An estimated ten million people die every year from preventable or treatable diseases, and the 2020 total will be higher than usual because of reduced access to care.
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players.
Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment.
Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
White Paper - Digital strategy and the shift to value based careTerence Maytin
Summary: The U.S. healthcare system is rapidly transitioning from fee-for-service to value- based care as part of massive and ongoing industry-wide transformation. Digital strategy is evolving to meet new challenges, help drive disruptive innovation, and better engage a large, growing audience of connected health consumers.
Payers are being challenged as the industry shifts from volume-based care to a value-based reimbursement structure that would benefit the patient, the healthcare provider and the payer. New payment models including fee-for-service only and pay-for performance creates impetus for payers to acquire, aggregate, and analyze data.
A look at the trends, populations and products at play.
More questions than answers face a health industry in flux grappling with new meanings of cost, value, compliance and care delivery. Different stakeholder groups offer up different answers as they accelerate to keep pace with medical innovation. Providers, payers and businesses serving healthcare are being asked to incorporate and act on new data, integrate with new platforms and pioneer new offerings to create an increasingly accessible, connected experience. What’s driving the adaptation, and what trends are worth acting on?
With the onslaught of the Covid-19 pandemic, demand for Telehealth accelerated overnight. A 2020 case study by Accenture cites a 1000% increase in demand with a US based national Telehealth leader that was covering 80 million people, 2,000 hospitals, 55 health plan providers and 62,000 doctors post the pandemic. From pre-Covid 19 annual revenue of $3 billion, the US Telehealth has the potential to exceed $250 billion by 2025.
With telehealthcare, outsourcing, and automation technologies, trends and technology have improved healthcare revenue cycle management and claims processing for doctors.
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Healthcare On Demand: New Provider Business Models for the Digital Economy
1. Digital Health
Healthcare On Demand:
New Provider Business
Models for the Digital
Economy
Health consumers empowered by digital technology now expect
on-demand, anytime, anywhere service, forcing providers to
develop new models of care to compete successfully in the
emerging consumer-to-business health marketplace.
October 2019
2. 2 / Healthcare On Demand: New Provider Business Models for the Digital Economy
Digital Health
Executive Summary
Consumers now may access almost any product or service
they want, when they want it, wherever they want it. This
instant gratification has gone far beyond downloading books,
music and movies. Equipped with smartphones, consumers
shop for everything from groceries to cars, book vacations, pay
bills, make investments, sell real estate, control smart homes,
and even see who’s ringing their doorbell – virtually anytime
and anywhere, from an airplane or during an Uber ride.
Technologies and trends like mobility, the Internet of Things (IoT), virtualization, analytics
and artificial intelligence (AI) enable the on-demand consumer-centric economy. While
many industries have already been disrupted by these forces, healthcare’s disruption has
been slowed by its size, complexity and regulatory burden. Although healthcare payers
have begun to plan for and embrace the digital disruption at the castle gates (see our
paper “Rethinking Health Plan Business Models for the Emerging On-Demand Digital
Economy”), healthcare providers especially appear to have natural moats. After all, how
does a person download care?
The answer, as we have been predicting, is “by smartphone, tablet, PC or wearable.” In acute
cases, it may be the clinicians “downloading” care, with a central hub monitoring exams,
radiological procedures and lab tests. Technological advances make consumer self-care and
delivery of “anywhere care” increasingly practical. All are disrupting traditional health system
value propositions.
Other industries have migrated to or been disrupted by “on-demand” platforms, with Netflix,
iTunes, Uber and Airbnb as leading examples. A key aspect of each platform is how they
re-imagine the “supply and demand” equation in their industries. Healthcare delivery is next,
with the industry already rapidly changing in response to these trends. New care delivery
business models are emerging, from “virtual first” approaches to retail-based health hubs.
Thesemodelsareforerunnersoftrulyconsumer-centrichealthcaredeliverymodels–turning
theindustry’straditionalB2BandB2Cbusinessmodelsontheirheadsandreplacingthemwith
consumer-to-business(C2B)on-demandhealthcareplatforms(seeFigure1).Theseplatformswill
onedayofferconsumersawiderangeofhealthcareservicesfromavarietyofserviceproviders.
3. Healthcare On Demand: New Provider Business Models for the Digital Economy / 3
Digital Health
Insteadofrelyingonahealthcaresystemorhealthplan to broker,negotiateandcoordinate
theircare,consumerswillusetheseC2Bplatformsto createtheirown “customizedto me”
systemsofcare,threateningthevalueproposition of today’sproprietary networks. Consumers
willselectservicesbasedonquality,costandconvenience,guidedby AI andmachine-learning
(ML)agents.Thisrealitywillcreatemoremarket-driven pricing formedical services.Opaque
pricingandqualitydatahaveslowedindustrydisruption;theplatformsandC2Bmodelswill
introducemoretransparencyandacceleratechange.
Healthcareproviderscannotassumethattheirphysicalplantorreputationswillshieldthemfrom
theimpactoftheC2Bon-demandhealthcareeconomy:digitaldisruptioninotherindustries
hasputbrandloyaltytothetest–andearlyindicationsinhealthcarearethatpatientswill
compromisetheirphysicianloyaltyforconvenience,costandeaseofaccessviadigitalchannels.
In this paper, we draw on our work with leading healthcare systems to explain:
❙❙ The rise of the C2B healthcare-on-demand, platform-based delivery of care model.
❙❙ How consumer-built “customized to me” systems of care are disrupting provider business,
operating and technology models.
❙❙ “In-flight” adaptations and their evolution path to potential business models that
providers could adopt to thrive in the on-demand healthcare economy.
❙❙ “No-regrets” investments that health systems should make now to position themselves
for success as the industry shifts to consumer-centric models.
The consumer at the center of care
Figure 1
On-demand
care
Consumer
Home care
Ambulance
Emergency
Specialty
care
Wellness
Wearables
Rejuvenation Sports
Chronic care
Plans
Specialty benefits
Individualized
benefit plan
Pharmacy
Doctor
discovery
3D printing
Adherence
Telemedicine Care bot
Appointment
scheduling
On-demand
wellness
On-demand
coverage
On-demand
services
On-demand healthcare, insurance coverage and management and wellness services are on the rise as the consumer rapidly
becomes the center of the healthcare continuum.
4. 4 / Healthcare On Demand: New Provider Business Models for the Digital Economy
Digital Health
The world of healthcare on demand
Rapidly evolving technology, disruptive innovation and virtualized ways of working are revolutionizing the
healthcare marketplace—just as we have been forecasting.1
Payers are adopting new business models,
while startup ventures and some incumbents offer new digital tools to empower healthcare consumers.
Providers tap technological advances to improve care and efficiency. Examples abound: The University of
Chicago shortened operating room turnover time by 20% using predictive analytics.2
ReWalk Robotics
is developing wearable exoskeletons that enable people with spinal cord injuries to walk. AI is poised to
revolutionize diagnostic practices, from detecting skin cancers to searching out social determinants of
health in medical records to parsing voices in real time to predict the likelihood of a cardiac event.3
IoT, wearable technology, analytics, data, cloud and mobile are all underpinning this emerging digital-
first healthcare environment. The disruption attracts venture capitalists and new competitors. Venture
capitalists funded approximately $2 billion in deals in the first quarter of 2019 alone, with more than $1
billion of that going to consumer-focused companies. About $37 billion in funding has flowed to digital
health companies since 2010.4
In the publishing, music, banking and energy industries, disruption is forcing out intermediaries, compressing
the value chain and reducing costs. Some digital cost disruption already is under way in healthcare. The
average cost of a telemedicine “visit” is around $38.5
That compares to the average $160 cost of an office visit.6
More than 75% of U.S. hospital systems already use some form of telemedicine.7
By 2025, this type of
virtual, personal and untethered care will be the norm (see Figure 2). Healthcare consumers will receive
care from telepresence and mobility tools, plus in-home diagnostic and treatment tools, either in their
homes or at their favorite physical retail outlets.
Financial accountability and risk shift to consumers, government agencies and accountable care
organizations (ACOs) as consumers create “customized to me” systems of care. Consumers, with Amazon-
shaped expectations for speed, quality and price, will put pressure on the industry to adopt outcomes-based
reimbursements more quickly, make costs transparent and offer clear quality data.8
Regulations driving
accessible, portable health records remove barriers to consumers easily switching health plans and providers.9
As these shifts gain momentum, the healthcare industry transforms from fragmented, location-driven care
to virtual, personal and convenient delivery of care models (see Figure 3). Costs go down, the quality of
care increases, and the industry at last develops a sustainable operating model.
5. 5
Healthcare On Demand: New Provider Business Models for the Digital Economy / 5
Digital Health
Figure 2
Figure 3
What healthcare will look like in five years
The resulting transformation in the care delivery model will lower costs by approximately 25% to 60%
Shifting to virtual, personal and convenient delivery care models
Manufacturers Funders On-demand
platforms New business models Consumer
Radically transformed C2B model
Traditional healthcare value chain
• Pharma
• Biotech
• Med
devices
• Generics
• Rx mail-order
• GPOs
• Government
• Employers
• Individuals
• Coalitions
• Benefit
administrators
• Insurers
• HMOs
• PBMs
• TPAs
• Clearinghouses
• Hospitals
• Physicians
• IDNs
• Pharmacies
• Labs
~25% to
60%
• Patients
• Members
Government will
play a larger role.
Wholesale
distributors
Disintermediation will
reduce administrative
and medical costs.
Prescription and DME
costs will be reduced.
Consumersempoweredbytechnology
andpersonalized care/medicinewill
bearanincreasingamount
ofcostsonarelativebasis.
? ? ???
Manufacturers Wholesale
distributors
Funders Brokers Payers Providers Consumer
COSTTOVALUERATIO
TIME FOR DISRUPTIVE FORCES TO MAKE IMPACT
Current state: Fragmented
and disaggregated
1. Care delivered by multiple players
operating in silos.
2. Fee-for-service, volume-based
reimbursements are standard.
3. Primary care is delivered through
physicians and specialists.
4. Payers are a major force.
Incremental: Integrated
and coordinated care
1. Care is delivered through
integrated models and teams.
2. There are outcome-based
reimbursements.
3. Primary care is delivered
through retail clinics in
combination with care teams.
4. More risk shifts to providers
with outcomes-based
reimbursement.
Radical transformation:
Virtualized, delocalized,
and personalized care
1. Care is delivered through
integrated models
leveraging telepresence
and mobility tools.
2. There are outcome-based
reimbursements.
3. Convenient care delivered
at home, in retail settings,
over the internet,
dominates.
4. Risk shifts to individuals,
government and account-
able care organizations.
6. 6 / Healthcare On Demand: New Provider Business Models for the Digital Economy
Digital Health
Evolving to new business models
Astheindustryshiftstodigitallydeliveredcare,healthcaresystemsare
alreadydevelopingmoreconsumer-centricpracticesandofferings.
Providersmustcontinuethatevolutiontocreatebusinessmodelscentered
onconsumers.Thesemodelswillfitintoadigitizedhealthcarecontinuum
thatwillsimplifyandenhancetheconsumerexperience(seeFigure4).
Genius phones, smart homes, intelligent devices, new digital diagnostic tools, AI and machine learning and
the exponential advances of 5G wireless networks will enable a powerful new healthcare ecosystem. Data,
insights and actions will flow among providers, consumers and devices virtually instantaneously.
Figure 4
The digitized healthcare continuum
Building a digitized healthcare continuum will simplify an enhanced customer experience
Wired patient
Connected &
engaged
McHealth model
of care
Redefining
primary and
urgent care
Distributed
hospital/health
systems
Decentralized
care
Physical care
centers
Emergency care,
intensive care
units, critical care
Health anywhere,
on demand
Healthcare
anywhere
Wired home
Connected to
healthcare
ecosystem
Suppliers across the industry
1 2 3 4 5
+
7. Many healthcare systems are making investments in software, tech and solutions companies, either acquiring
these or acting as venture capital partners.10
Incorporating these technologies into a C2B healthcare on-
demand platform would enable health systems to lead this trend. The healthcare system becomes the
aggregator of health services that consumers select and access on demand. A healthcare system could then
even offer white-labeled “platforms as a service” to other health systems or risk-bearing entities.
Providers bring their deep expertise in delivering clinical care, while startups bring transformative ideas.
New industry entrants with well-established technology backgrounds, such as Apple, Google, Amazon
and Microsoft, bring speed and agility, cultures of innovation, competitiveness and price transparency. The
platform model can incorporate each of these qualities under a single umbrella.
Healthcare On Demand: New Provider Business Models for the Digital Economy / 7
Digital Health
Platform play
Figure 5
Current platforms are not easily plug-and-play.
They are complex, and tightly integrated.
• Offers platforms as a service
• Enables faster levels of collaboration
through modular plug-and-play
Investments in software,
technology and solutions
company
Platform
play
8. 8 / Healthcare On Demand: New Provider Business Models for the Digital Economy
Digital Health
Healthcare anywhere
Figure 6
Telehealth, telepresence, and virtual care is one of the hottest areas of healthcare investment, pulling in
more than $700 million in venture capital in the first quarter of 2019 alone.11
Many offerings focus on patient
services, such as the Kaiser Permanente model, which integrates telehealth offerings into a patient’s
existing primary care relationship and ancillary services.12
Other institutions are offering a wide range of
telemedicine services to other physicians, such as UMPC.13
Competitors Teladoc Health and InTouch
Health are touting their global virtual connections to healthcare.14
The natural expansion of telemedicine, combined with globalization of healthcare resources and the
advent of AI agents, is anytime, anywhere care. Healthcare consumers and patients can always reach a
caregiver. Also, caregivers can easily and proactively reach out to health consumers. Wearable and in-
home devices provide continuous streams of real-time patient health data to feed algorithms that alert
consumers and providers to act. A diabetic patient could be prompted to have a snack to avoid a low blood
sugar episode. A runner might get a congratulatory text and a coupon after a great workout.
This model could also tap lateral partnership opportunities in whole person care. With appropriate
permissions, data analyzed by a health system could feed into a menu planning app and generate meal
plans, recipes and a grocery shopping list optimized to a consumer’s weekly health and fitness goals.
In this virtual care model, healthcare is untethered to any address. The health system that adopts this
model will drive consumers to its more convenient and cheaper care options with on-demand access,
tailored services and concierge models. One critical issue will be ensuring that quality of care is high.
Another will be meeting the consumer’s level of comfort with data sharing and offers.
Many healthcare entities are slowly
transforming from traditional care delivery to
a care-anywhere approach.
• Focuses on meeting a wide spectrum of
patient needs wherever patient is
• Develops end-to-end virtual capabilities
Telehealth, telepresence,
virtual care
Healthcare
anywhere
9. Digital Health
Healthcare On Demand: New Provider Business Models for the Digital Economy / 9
McHealth model of care delivery
Figure 7
Healthcare delivery is one of the few remaining sectors in the U.S. economy that is still relatively fragmented
and comprised mostly of community or regional players. Many other industries, including airlines, banking
and retail, have experienced industry consolidations and achieved economies of scale, resulting in dominance
by four or five major national brands.
Caredeliveryisnotimmunefromtheseeconomics.Digitaltechnologyandubiquitousdataareremovingthe“moats”
thathaveprotectedsmallerlocalplayersinthepast.That’swhynationalcare-deliverybrandsareemerging.
Consumers may now select from a wide variety of walk-in clinics offering primary and urgent care. The U.S.
now has more than 8,000 urgent care centers and more than 1,100 primary care clinics.15
Most locations have
extended hours, with no appointments needed. Visits to these are 30% to 40% cheaper than a doctor’s office
visit and 80% cheaper than an ED visit.16
The natural progression for these outlets is what we might refer to as the “McHealth” model. Just as
consumers may visit any McDonald’s or Starbucks location in the U.S. and have essentially the same value-
driven quality experience at each, so too with McHealth centers. Many McHealth models will build on
the backs of existing national retail brands, such as CVS, Walmart and Walgreens. These will be nationally
branded, geographically ubiquitous and offer a one-stop, high quality, and predictable primary care
experience at excellent value.
For the McHealth model, scale matters. McHealth centers must adopt highly standardized, efficient care
delivery models to achieve economies of scale to drive down costs and ensure high quality care across
locations. This requires process and technology innovation at a corporate or parent level that can be
disseminated throughout the system. Interoperable data ensures that the McHealth centers can easily access
a consumer’s record, eliminating paperwork and administrative costs. Service menus with clear, up-front
pricing will eliminate billing surprises. Standardized procedures with virtual components will enable the clinics
to deliver services efficiently. AI agents and ML algorithms can scan a consumer’s health data to identify
patterns and issues of possible concern, ensuring personalized care.
Health systems pursuing the McHealth strategy likely will work with new partners, such as large retailers or
commercial real estate developers. Incorporating human-centered design thinking is critical to ensure that
the McHealth outlets deliver the experiences consumers expect.
This organization provides an array of
healthcare services at its facilities.
• One-stop care delivery centers at every street corner
• Highly standardized
• Provides primary, urgent, dental, and vision care
delivery options
Retail care,
doc in a box
McHealth care delivery model
10. Hospital as a service
Figure 8
Many healthcare systems have built extensive care capabilities, aiming to be the one-stop service provider for
healthcare consumers. However, with retail clinics and telemedicine already redirecting patients to lower-cost
care options, some health systems are responding by offering their expertise to smaller or less well-equipped
provider systems. Mercy Virtual delivers a variety of remote monitoring and in-home services to 43 hospitals
and hundreds of patients across five states.17
UPMC offers a wide array of clinical telehealth services to other
providers, from ICU service to stroke patient assessments to in-home remote monitoring.18
This tactic can become a “hospital as a service” business model, especially as 5G wireless and other broadband
networks expand connectivity and network speed and capacity. A central hub could provide services to
facilities and individuals on a subscription or consumption-based model. That would cost-effectively expand
the reach and accessibility of care to underserved locations. It would also enable healthcare systems to get
more return on their current investments in applications, facilities and expertise.
Health systems could expand the “as a service” concept beyond clinical offerings. A health system that’s
expert in remotely monitoring its own system resources from a central control room could then offer this
capability as a hosted service to other systems.
An organization offers a full range of services
to patients in a wide geographic area area.
• Provides decentralized services such as
monitoring vital signs, lab and radiology
services
• Extends care to underserved locations
Comprehensive health/
quasi-social services systems
Hospital as a service
10 / Healthcare On Demand: New Provider Business Models for the Digital Economy
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11. Clinical powerhouse
Figure 9
Many academic medical centers and very large health systems are finding that their prestigious
reputations don’t cover their expenses. These are often high because these institutions act as de facto
community health systems, attracting very sick and low-income patients, as well as research centers and
teaching hospitals.19
Site-neutral value-based payment models could put further financial pressure on
these systems, while retail clinics commoditize some care. 20
These institutions can double down on their strengths and become clinical powerhouses. A healthcare
system that is renowned for trauma, cardiac, cancer, chronic disease and other specialized care can create
a national or international brand. Then it may virtually export care to other parts of the country or world
based on its expertise and resources, creating patient care regimens based on outcomes research. The
evidence-based care will help these systems streamline their care models and reduce costs.
This type of center develops medical
technology and trains clinicians alongside
care delivery. • Provides best-in-class care delivery
across geographies and services
• Offers low-cost and high-quality
delivery through evidence-based care
Academic medical centers/
health systems, centers of
excellence
Clinical powerhouse
Healthcare On Demand: New Provider Business Models for the Digital Economy / 11
Digital Health
12. Digital Health
12 / Healthcare On Demand: New Provider Business Models for the Digital Economy
Taking a no-regrets path to healthcare reinvention
It’s unlikely that providers will adopt any of these business models
in their pure form (see Figure 10). Organizations will develop hybrid
models that help them diversify revenue streams, capture synergies
from their existing expertise, gain scale and reach a variety of
healthcare consumers.
Industry transformation at this scale threatens stakeholders that are deeply invested in the status quo.
Barriers to reinvention included the fragmented care-delivery system; legacy systems and processes; lack
of price and quality transparency; cultural change and organizational restructuring challenges; and the
need to maintain continuity of care while accelerating adoption and expansion of new models.
As these forces create headwinds, healthcare systems must ensure that they avoid the “stall zone.” Every
technological or industry shift follows an S-curve, starting slowly, then accelerating. At a certain point,
forward progress slows as another shift begins to emerge. It’s easy to miss the entry point for C2B on
demand care and stall out on an old curve. Time in the stall zone can be prolonged when organizations
invest in new technology in the service of the old model, while losing ground to competitors that have
made the jump to the new curve (see Figure 11).
Future scenarios—one size doesn’t fit all
Figure 10
Organizations will settle for hybrid future state business models to ensure portfolio diversification,
synergies of scale and capture of varied market segments.
Platform play
Hospital as a
service
McHealth model
of care delivery
Healthcare
anywhere
...
Clinical
powerhouse
Healthcare
anywhere
Hospital as a
service
McHealth model
of care delivery
...
Companies like Healthtap that develop platforms as
well offer various healthcare services to customers.
A comprehensive solution that addresses all aspects
of care delivery; creates synergies, costs, operations
and business expansion opportunities.
Use a la carte method to “buy” the required care
when needed. Specialized teams will deliver care as
requested by the consumer.
Use remote patient technologies and innovative
care delivery techniques to provide care as needed
by the consumer.
Your own
+ =
+ =
+ =
+ =
+ =
13. Managing healthcare reinvention
Figure 11
Fee for service
Managed care
On-demand health
Navigating the inflection points
and avoiding the “stall zone”
Healthcare On Demand: New Provider Business Models for the Digital Economy / 13
Digital Health
Investment is necessary to get from an old curve to a new one. Yet patient care must not be disrupted
as healthcare providers transition to on-demand care. Fortunately, there is a wide range of “no regrets”
investments that providers can make. These strategies, tools and tactics will help providers meet immediate
clinical and business priorities while readying their organizations for the C2B healthcare industry.
Rationalizing the technology foundation
Legacy systems and infrastructure typically are expensive to maintain and manage. They are inflexible and
rarely support modern technology that drives new operating and business models. Healthcare providers
should optimize infrastructure to achieve these objectives:
❙❙ Take out costs. Healthcare systems must understand their true costs of service and minimize these
wherever possible. New industry players such as Amazon and Walmart excel in cost measurement and
management. Providers can invest in or subscribe to next-generation platforms and applications to
rationalize and drive administrative and supply chain efficiencies. Applicable technologies include robotic
process automation, machine learning and cognitive computing. Savings gained may either be passed on
to consumers and/or directed to next-generation investments.
❙❙ Minimize, simplify and modernize IT assets. Cloud computing and the imminent deployment
of superfast, high-capacity 5G wireless networks enable providers to consume IT infrastructure,
development, applications, operations and management as services. Providers don’t need massive capital
investment resources to quickly gain up-to-date IT capabilities.
❙❙ Simplify complex business rules. The industry must shelve negotiated contracts. These contribute to
high and obscure pricing, administrative complexity and unsatisfactory patient experiences. Providers
should explore new and disruptive payment models, such as creating their own bundled episodes of care
pricing. Another approach to investigate is the “freemium” model, in which consumers would get free-to-
them care underwritten by a third party, such as a pharmaceutical company.
❙❙ Accelerate interoperability and the application programming interface (API) economy. Proposed
rules for data interoperability pose short-term challenges and significant long-term benefits. Truly
interoperable claims, clinical, administrative and social data will reduce administrative bottlenecks and
costs, enable consumers to easily move among providers and payers, and improve quality of care, with
larger data sets for AI agents to use in pattern recognition. Providers can start planning now for how they
could standardize processes across their networks with interoperable data sets.
14. Digital Health
14 / Healthcare On Demand: New Provider Business Models for the Digital Economy
Rethinking operations
Concurrent with modernizing technology infrastructure, healthcare providers must streamline and
rationalize administrative and clinical processes. Identifying or creating synergies between IT and business
processes can help reduce costs and improve workflows. The key actions here include:
❙❙ Redesign the patient experience. Take a patient-centered approach to all investments and bring human-
centered design thinking to all initiatives. The goal is to create a differentiated end-to-end experience that
fulfills, and even exceeds, patient expectations. Don’t just build capabilities; create the experiences and
unique personalized customer journeys that stakeholders want. Strategies here will include investments in
digitally powered omnichannel patient engagement and activation tools and platforms.
❙❙ Embrace value-based care. Focus on risk-sharing, new payment models and distribution of
accountability. These will all be central to the C2B on-demand health economy. Adopt whole person
care strategies to improve outcomes. Emphasize investment and training in collaborative care and
patient engagement.
❙❙ Use industry incumbent status to your advantage. Take advantage of the healthcare industry’s
remaining barriers to entry. New entrants will need the patient-care strength and credibility of
providers. Providers also have expertise in working with healthcare’s very complex supply chain, which
will not be compressed overnight. These qualities make providers attractive partners and collaborators
for tech giants and startups eyeing the industry. Healthcare systems could consider reaching out to
these companies.
❙❙ Work toward transparent real-time price and quality data. Providers with any business model must
give clear and firm prices and quality ratings information to healthcare consumers. The on-demand
economy trains consumers to know exactly how much they will pay and the quality of service to expect,
based on the experiences of fellow consumers.
No-regrets investments
Figure 12
Engaging
new business
models
Rationalizing
the
technology
foundation
Rethinking
operations
❙❙ Prepare for data era
❙❙ Put mobile first
❙❙ Invest in IoT
❙❙ Invest in AI
❙❙ Augment clinicians with tech
❙❙ Create digital adoption strategy
❙❙ Take out costs
❙❙ Minimize, simplify and
modernize IT assets
❙❙ Simplify complex
business rules
❙❙ Accelerate
interoperability and the
API economy
❙❙ Redesign the patient experience
❙❙ Embrace value-based care
❙❙ Turn incumbency into advantage
❙❙ Make price & quality data real-time &
transparent
❙❙ Develop M&A competencies
❙❙ Build change management skills
15. ❙❙ Develop M&A competencies. Consider vertical and horizontal partnerships that will help create true
economies of scale, greater efficiencies and higher margins. Some partnerships may blur the lines among
providers, payers and pharmacy benefit managers. Others may be with businesses outside of healthcare.
It’s important for health systems to invest in and partner with a clear vision and future business model in
sight. Poorly conceived transactions can result in bloated organizations and increased costs.
❙❙ Develop deep change management skills. Providers must practice change management as a discipline.
The rate of technological and diagnostic innovation and cultural change shows no signs of slowing. Digitally
savvy patients and clinicians will flock to providers that internalize and build on these changes rather than
being the last on the block to adopt new practices and technology.
Engaging new business models
Finally, healthcare organizations must invest in new, potentially revolutionary technology and capabilities that
enable them to deliver care and interact with healthcare consumers in new and industry-disrupting ways. Key
actions here include:
❙❙ Preparing for the “data era.” Ensure mastery of the social, mobile, analytics and cloud (SMAC) stack and
start investing in the second stack – AI, IoT, ML, etc. (see “Quick Take” section on page 16.) Social, mobile,
analytics and cloud remain key ingredients in all business models now and in the future. These are the
launchpads for accelerating digital transformation and new business model creation. However, the “second
stack” is here and speed matters in mastering new technology innovations.
❙❙ Put mobile first but don’t neglect other channels like IoT. Mobile remains the technology of choice,
and 5G will give consumers—and providers—exponentially higher speeds, capacity and lower latency. What
providers may not appreciate is how 5G also will supercharge IoT—including medical devices. 5G enables
in-home and remote devices to communicate virtually instantaneously with each other and the cloud.
Healthcare systems ought to be incorporating 5G into IT roadmaps and clinical planning now.
❙❙ Invest in AI. AI tools are also rapidly becoming available as a service. These can help providers engage
patients, manage care more effectively, identify patients at risk for developing chronic conditions and find
adverse social determinants of health in a population. AI and its ML applications will help providers improve
the quality and personalization of care while also making its delivery more efficient.
❙❙ Augment clinicians with technology. Use technology as a lever to increase the efficiency of care delivery.
New technology can create continuous, real-time data streams and provide new applicable insights into
patient health. Start now to incorporate IoT data and AI assistants into the care process and workflows to
create cost-reducing efficiencies.
❙❙ Create a digital adoption strategy. Make sure that stakeholders know digital tools exist and build
campaigns around encouraging their adoption. If providers design the tools to meet real patient and clinician
needs, adoption should follow.
Of these, the most immediate needs are for health systems to reduce costs to consumers and cut their
own expenses; promote price and quality transparency; and embrace free market, open competition and
consumer choice.
Healthcare On Demand: New Provider Business Models for the Digital Economy / 15
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16. 16 / Healthcare On Demand: New Provider Business Models for the Digital Economy
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Beyond SMAC: Building
the Second Stack
Social, mobile, analytics and cloud (SMAC) have been driving disruption in healthcare and
many other industries. These four essential technology layers help fuel key components of
the consumer-to-business, on-demand healthcare economy, such as wearables, remote
monitoring and telehealth. These help consumers quantify their own health data, receive
care in nontraditional settings and tap platform-based services to create customized
systems of care.
Building a SMAC stack was once considered disruptive; now it’s baseline technology for
competing digitally. New technologies that complement SMAC capabilities are emerging
that will help power new healthcare operations and business models. These are the key
technologies to invest in and experiment with now:
AI. AI-driven tools like machine learning and natural language processing algorithms
will enable healthcare organizations to make more use of unstructured data in
physicians’ notes as well as find patterns in more structured data. AI is being tested as
a diagnostic tool and as a care companion.21
5G. This latest wireless cellular communications infrastructure is to 4G as a fire hose
is to a kitchen faucet. It carries 20 to 30 times more data than 4G networks, at speeds
up to 100 times faster. That capability should power a whole new range of innovation
for healthcare. 5G has very low latency, so data from an IoT sensor can almost
instantly be processed in a cloud and relayed to another device in a virtual eyeblink,
changing the standards for remote monitoring and telehealth applications.
IoT. With 5G set to turbocharge data transfer rates, the IoT is poised to become a
utility. Healthcare consumers have told us they are ready to submit data digitally;22
IoT and 5G could make remote and self-monitoring options ubiquitous. Streams
of data could feed analytics systems that predict emerging issues so physicians
can intervene proactively. IoT sensors may also monitor the health of therapeutic
equipment and track supply use to help improve supply chain efficiencies.
Quick Take
17. Healthcare On Demand: New Provider Business Models for the Digital Economy / 17
Digital Health
VR and AR. The power of 5G could increase the practicality of virtual reality (VR)
and augmented reality (AR). 5G capacity and speed makes it possible for graphics
processing to take place in the cloud instead of on headsets or nearby PCs.23
That
could enable people in remote locations, such as physician and patient, to interact
in the same virtual setting. VR and AR could also be used as therapeutic and
training tools.
Blockchain. Being prepared to accept micropayments and execution of smart
contracts via blockchain will be advantageous as “whole person care” takes root and
providers must partner with third parties to incorporate non-medical services, such as
transportation and food delivery, into patient care plans and reimbursement cycles.
It’s practical now to explore use cases and collaboration with other organizations in
healthcare’s value chain.24
Next-generation computing techniques. Quantum computers and qubits,
neuromorphic computing that mimics the human brain and intelligence, and directed
matter assembling structures at the atomic level—all may sound like science fiction
but are worth watching. Applying these technologies to solve challenges like chronic
conditions and social determinants of health are likely to further transform patient
care and the ways in which it can be delivered.
Data is the current that runs through each of these technologies. Healthcare
organizations must invest in solutions, such as interoperable systems, APIs and
platforms, that eliminate information silos. Healthcare organizations will see increases
in productivity and innovation when data is freely available to the new “second stack” of
technologies as well as to SMAC stalwarts.
18. 18 / Healthcare On Demand: New Provider Business Models for the Digital Economy
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Looking ahead
These are radical shifts for most providers. Yet they are non-negotiable. The platform economy has trained
consumers to expect low costs, high quality and the ability to do business with the entity of their choice. As
Amazon, Apple, Airbnb, Netflix and many other platforms reshaped entire industries with digital consumer-
centric practices, many healthcare organizations behaved as if those models did not apply to clinical care.
Yet digital technology, from always-on connectivity to intelligent tools, is already making care on demand a
reality. Healthcare systems that recognize this shift and its erosion of their traditional value propositions can
accelerate their response. They can create new models of care built on their existing expertise, amplified with
digital capabilities, which can ensure their health and vitality in the new C2B on-demand healthcare economy.
19. Healthcare On Demand: New Provider Business Models for the Digital Economy / 19
Digital Health
Endnotes
1 William Shea and Patricia Birch, “Rethinking Health Plan Business Models for the Emerging On-Demand Digital Economy,”
Cognizant Digital Business, August 2017, https://www.cognizant.com/whitepapers/rethinking-health-plan-business-
models-or-the-emerging-on-demand-digital-economy-codex2846.pdf.
2 Blake Morgan, “Healthcare Innovation - 10 Recent Examples Of Powerful Innovation In Healthcare,” Forbes, March 12, 2019,
https://www.forbes.com/sites/blakemorgan/2019/03/12/healthcare-innovation-10-recent-examples-of-powerful-
innovation-in-healthcare/#64c0945557dc.
3 Bernard Marr, “How Is AI Used In Healthcare - 5 Powerful Real-World Examples That Show The Latest Advances,” Forbes,
July 27, 2018, https://www.forbes.com/sites/bernardmarr/2018/07/27/how-is-ai-used-in-healthcare-5-powerful-real-
world-examples-that-show-the-latest-advances/#1bffef415dfb.
4 Tom Sullivan, “Where digital health venture capitalists invested in 2019,” Healthcare IT News, April 15, 2019, https://www.
healthcareitnews.com/news/where-digital-health-venture-capitalists-invested-2019.
5 Rebecca Pifer, “Humana study touts telehealth cost cuts, with comparable follow-ups,” Healthcare Dive, July 18, 2018, https://
www.healthcaredive.com/news/humana-study-touts-telehealth-cost-cuts-with-comparable-follow-ups/527854/.
6 Trent Gillies, “Telehealth could replace doctor visits in major cities, amid a primary care physician shortage,” CNBC, May 13,
2018, https://www.cnbc.com/2018/05/12/telehealth-could-replace-doctor-visits-in-major-cities.html.
7 “Fact Sheet: Telehealth,” American Hospital Association, February 2019, https://www.aha.org/system/files/2019-02/fact-
sheet-telehealth-2-4-19.pdf.
8 Trent Riter, “The Amazon effect on consumer expectations and buying decisions,” SPS Commerce, February 23, 2017,
https://www.spscommerce.com/blog/amazon-effect-consumer-expectations-spsa/.
9 The Centers for Medicare & Medicaid (CMS) and the Office of the National Health Coordinator (ONC) new interoperability
rules will drive this shift.
10 “Why more health systems are eyeing venture capital,” Advisory Board, April 23, 2019, https://www.advisory.com/daily-
briefing/2019/04/23/venture-capital.
11 Tom Sullivan, “Where digital health venture capitalists invested in 2019,” Healthcare IT News, April 15, 2019, https://www.
healthcareitnews.com/news/where-digital-health-venture-capitalists-invested-2019.
12 Eric Wicklund, “Kaiser Permanente Sees Good Results With Video-Based Telehealth,” mHealthIntelligence, October 16,
2018, https://mhealthintelligence.com/news/kaiser-permanente-sees-good-results-with-video-based-telehealth.
13 “Telehealth Services at UPMC,” UPMC, https://www.upmc.com/healthcare-professionals/physicians/telemedicine/services.
14 Eric Wicklund, “Telehealth Providers Look to Expand Their International Presence,” mHealthIntelligence, September 24,
2018, https://mhealthintelligence.com/news/telehealth-providers-look-to-expand-their-international-presence.
15 Steven Findlay, “When You Should Go to an Urgent Care or Walk-in Health Clinic,” Consumer Reports, May 4, 2018, https://
www.consumerreports.org/health-clinics/urgent-care-or-walk-in-health-clinic/.
16 Heidi Godman, “Retail health clinics: The pros and cons,” Harvard Health Blog, January 15, 2016, https://www.health.
harvard.edu/blog/retail-health-clinics-the-pros-and-cons-201601158979.
20. Endnotes
17 “Delivering Care Wherever It’s Needed,” About Mercy Virtual, http://www.mercyvirtual.net/about/.
18 “Telehealth Services at UPMC,” UPMC, https://www.upmc.com/healthcare-professionals/physicians/telemedicine/
services.
19 Alex Kacik, “Academic medical centers face identity overhaul,” Modern Healthcare, April 29, 2019, https://www.
modernhealthcare.com/operations/academic-medical-centers-face-identity-overhaul.
20 Teryl Nuckols, Scott Weingarten, and Thomas M. Priselac, “What Value-Based Payment Means for Academic Medical
Centers,” NEJM Catalyst, May 30, 2019, https://catalyst.nejm.org/value-based-payment-academic-medical-centers/.
21 “Human-Centered Digital Therapeutics Tackle Chronic Health Conditions,” Cognizant, February 26, 2019, https://www.
cognizant.com/perspectives/human-centered-digital-therapeutics-tackle-chronic-health-conditions.
22 William Shea, Shashi Shrimali, and Carolyne Kama, “Extending the Case for Digital: Health Plan Members Speak,”
Cognizant, September 2018, https://www.cognizant.com/whitepapers/extending-the-case-for-digital-health-plan-
members-speak-codex3814.pdf.
23 David Petersson, “5G enables AR and VR for the enterprise: CIO primer,” TechTarget, May 15, 2019, https://searchcio.
techtarget.com/tip/5G-enables-AR-and-VR-for-the-enterprise-CIO-primer.
24 “Digital Revenue Cycle Management: Critical Care for Providers,” Cognizant, April 10, 2019, https://www.cognizant.com/
perspectives/digital-revenue-cycle-management-critical-care-for-providers.
Digital Health
20 / Healthcare On Demand: New Provider Business Models for the Digital Economy
21. Healthcare On Demand: New Provider Business Models for the Digital Economy / 21
Digital Health
About the authors
Patricia (Trish) Birch
Senior Vice-President, Cognizant Consulting’s Healthcare Practice
Patricia(Trish)BirchisaSeniorVice-PresidentwithCognizantConsulting’sHealthcare
Practice,wheresheleadsthecompany’shealthcareconsultinggroup.Trishhas
over25yearsofexperienceinoperationsandmanagementconsultingandisa
publishedauthorandspeakeronissuesfacingtheindustry.Shehasyearsofhands-on
experiencemanagingandexecutingcomplexbusinessandtechnologyprograms,and
hasservedmanyofthelargestorganizationsacrosstheindustry.Shecanbereached
atPatricia.Birch@cognizant.com|www.linkedin.com/in/trish-birch-1b752a3/.
William (Bill) Shea
Vice President, Cognizant Consulting’s Healthcare Practice
William (Bill) Shea is a Vice President within Cognizant Consulting’s Healthcare
Practice. He has over 25 years of experience in management consulting, practice
development and project management in the health industry across the payer,
purchaser and provider markets. Bill has significant experience in health plan strategy
and operations in the areas of digital transformation, medical management, core
modernization, provider and network strategy and product development. He can be
reached at William.Shea@cognizant.com | www.linkedin.com/in/bill-shea-78b191/.