Strategizing telehealth: The secret of my failure - Michael Kirchhoff, Cooper University - TFSS Keynote
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A look behind the decision-making processes and strategic thinking that need to happen before implementing a telehealth program - from the Telehealth Failures & Secrets To Success Conference: vsee.com/telehealth-failures-conference
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Strategizing telehealth: The secret of my failure - Michael Kirchhoff, Cooper University - TFSS Keynote
- 1. The Secret of My Failure Michael Kirchhoff, MD FACEP Director, Center for Urgent and Emergent Services Cooper University Health Care
- 2. Wright Glider I have not failed. I’ve just found 10,000 ways that won’t work. -Edison
- 3. The Outline The Why and the How of Telehealth Implementation
- 4. The Story Our competitor started web-based urgent care visits. We should do that too. It’s kind of like urgent care, right? Have the ER guy do it. But wait, we’re better at complex care. Maybe we should do tele-consult instead. Have the transfer center guy do it.
- 5. The Why
- 6. The Why Strategy • Tele-primary care visits • Tele-urgent care visits • Asynchronous visits • Tele-consult • Tele-ICU • Chronic disease management
- 7. The Why Strategy • Quality & Safety • Service • People • Growth • Education & Research • Finance
- 8. The Why Strategy • Bright shiny object • Squirrel • Hammer in search of a nail • I have a hammer and my watch is broken
- 9. The Why Value – The Where and the When Organization Provider Customer
- 10. The Why Value Organization • Value proposition in the market • Value with respect to cost reduction or increased revenue • Core competencies
- 11. The Why Value Provider • Make my job easier • Compensation
- 12. The Why Value Customer • Ease • Timeliness
- 13. The How
- 15. The How Flexibility • Platform • Integration • Sharing • Collaborating
- 16. The How Scalability • Ad hoc users • Ad hoc health systems • Variable licensing models • Provisioning tools
- 17. The How Simplicity • Deployment • User interface • Audit • Quality of service
- 18. The Takeaways • Start from strategy, THEN apply the tools/tactics. • Identify the value to each constituency, and lever that. • Use technology to smooth demand in space and time. • Lever organizational competencies. • Deploy flexible platforms to meet changing demands. • Scalability not only in size, but in horizontal and vertical integration as well. • Keep the experience simple.
- 19. Thank You
Editor's Notes
- Milton- A startup should have 100 experiments Deploy, experiment, iterate
- Milton wanted some discussion of my theory of disruption, but we only have 20min, and this symposium is focused on our pitfalls and failures. So here’s the story, and post mortem on our journey into one telehealth deployment that resulted in my organization choosing VSee as a vendor.
- Why me, why the EM guy?
- I don’t mean the why like Simon Sinic. I mean the why for your organization to do telehealth. When leaders think of telehealth, they tend to think about with the endpoint in mind. But each of these, and others, are tools, or at best tactics We use a six pillar cascading strategy matrix IN out growth pillar, we may have “Increase access for New to Cooper visits”
- I don’t mean the why like Simon Sinic. I mean the why for your organization to do telehealth. When leaders think of telehealth, they tend to think about with the endpoint in mind. But each of these, and others, are tools, or at best tactics We use a six pillar cascading strategy matrix IN out growth pillar, we may have “Increase access for New to Cooper visits”
- Could be service oriented, strategy of increasing access to new patients, tactic may be tele-urgent care Could be growth oriented, increase complex case volume, add tele-consult to drive increased referral volume
- We were a bit of the bright shiny object, it was sexy to talk about telehealth, so we embarked The squirrel is a bit more problematic in that it is often not born of the tool but of the latest fire Hammer in search of the nail is the shiny object that you went and bought but are not sure what to do with, but may find a good nail Hammer to fix a watch is is infrastruct that you acquired but then deployed in a poor way
- Place and time Joke about time/space Knowledge work and the disruption or value of separating knowledge work (or work in general) in space and or time Tele-anything or asynchronous anything Another way to lower barrier to entry, a way to “pilot”, a way to bring value by increasing utilization or load balancing work
- While we wanted more new patients, we wanted the right new patients. Also, in the sea of new tele-medicine offerings, my come to our site for tele-medicine Certainly consider if you can bill, but also consider downstream revue and cost savings wrt smoothing Don’t adopt a system that doesn’t take advantage of your core competencies.
- What is the tool, the”what” I need to achieve this “why”
- Smoothing of work and resource utilization Lever the existing competencies in your organization Flexibility if platform and process Scalability of platform and process Simplicity, especially of the user interface, ease of entry, no barriers.
- Smoothing of work and resource utilization Lever the existing competencies in your organization Flexibility if platform and process Scalability of platform and process Simplicity, especially of the user interface, ease of entry, no barriers.
- Ad hoc providers, easy provisioning What if a referral source is not already working with you, then not on Epic provider portal, so has many provisioning steps to start a one-off communication
- Handle many calls Roll out easily to new providers(consultants) on a small scale Hand off between consultants Can you use the platform to provide secure team communication within the vertical of thehospital?
- We deployed with a 27 question form to start the encounter How about just one button Alternatively, within Epic –more step to instantiate a session. Is the referring provider even on the portal already. Later drive channel choice by adding value to you preferred channel. For example, if I go through Epic portal, I can get immediate feedback on my patients.