Inventive health engagement: persistently moving from volume to value

1. Because we care, we innovate.
INVENTIVE HEALTH ENGAGEMENT:
PERSISTENTLY MOVING FROM VOLUME
TO VALUE

2. Because we care, we innovate.
• What does it Mean?
• How did the e-Commerce world deal with the transition?
• What is happening in Healthcare ?
• What Role for the Insurance World ?
• What are emerging companies such as MEDx Doing to stimulate Value
Based Healthcare?
AGENDA

3. Because we care, we innovate.
Have you ever thought about what standards and behaviours Patients expect from the
Healthcare consortium? How clearly have We communicated to them and how well do
we live up to these standards?

4. Because we care, we innovate.
Customer centricity is a whole culture

5. Because we care, we innovate.
The Value transformation of Industries dates from the 1960s
Then Came tools like loyalty cards
With the e-Commerce Boom, Customer behaviour helps
understand customer behaviour, predict, propose and co-
develop with the customer so that full value is brought
Last is the Famous Net Promoter Score (NPS)
From Push to Pull Strategy……..

6. Because we care, we innovate.
CX data has the power to
align your entire company
around the customer.
To improve customer
experience, companies
must democratise valuable
CX insights so it can guide
product development,
drive retention and upsell,
and build your brand.

7. Because we care, we innovate.
NET PROMOTER SCORE
It is an Index ranging from -100 to 100 that
measures the willingness of customers to
recommend a company’s products or services to
others.
It is used as proxy for gauging the customer’s
overall satisfaction with a company’s product or
service and the customer’s loyalty to the brand.

8. Because we care, we innovate.
Healthcare Transformation Journey is

9. Because we care, we innovate.

10. Because we care, we innovate.
Towards UHC 2030 and the Key Role of the Insurance Industry

11. Because we care, we innovate.
Our healthcare system is at a critical moment of transformation, straddling the line
between the fee-for-service payment model that has existed since the 1920s, and its
antithesis – value-based care (VBC).
In a fee-for-service world, everything a health care provider does is paid for at a set
fee. So the more providers do, the more they get paid.
Meanwhile, in a value-based care world, systems and providers are paid for
efficiently providing quality care in an integrated way.
Transforming health care to incentivise value and quality over volume

12. Because we care, we innovate.
The healthcare delivery and
payment model has to evolve

13. Because we care, we innovate.
The central goal in healthcare
must be value for patients, not
access, volume, or convenience.

14. Because we care, we innovate.
Michael Porter defines Value Based
healthcare as a framework for
restructuring health care systems
around the Globe with the
overarching goal of Value for
Patients……

15. Because we care, we innovate.

16. Because we care, we innovate.

17. Because we care, we innovate.
1. Adopt a patient-
centric healthcare model
•
A patient-centric care model
embodies the notion of
patients as owners of their
medical data and as active
partners in their health. This
g i v e s t h e m m o r e
opportunities to be involved
in their healthcare journey,
and, through the use of
technology, allows different
care providers to all come
together in a connected care
ecosystem.
2. Improving patient care
through technology
•
Outdated workflows and technologies are
inefficient and can cost your practice
time, money and stress, finding
inadequate data flows prevent clinicians
from delivering value-based patient care,
leading to the delaying adoption of
improved processes and revenue saving
lessons. By keeping your systems and
technology up-to-date, you’re:
• Eliminating the excessive
administrative workload that is
burdensome to your team.
• Introducing smarter information
collection and sharing, thus
improving the speed of patient care.
• Freeing up time for face-to-face
patient care.
3. Document processes to
establish accurate benchmarks
and allow for ongoing analysis
• When a patient leaves a consult, what do the next
steps of their treatment look like and how involved
are your clinicians across the entire patient journey?
• How long does it take to treat a patient?
• What does the average medical bill look like (and
how much)?
Documenting processes and outcomes gives you long-term
insights into the steps, costs and measures required to
achieve better patient outcomes and run an efficient
practice.
Using this information, you can establish accurate
benchmarks and identify areas of your practice that are
draining money, staff and resources, or don’t appear viable
in the long-run. These could be specific treatments or
different departments in a larger organisation. Having
visibility here can allow clinics to:
• Reduce overall medical operation costs by
establishing a revenue-model that is influenced by
patient outcomes and not just the hours worked.
• Better forecast upcoming demand and expectations
of revenue month on month.
• Establish frameworks and optimise work processes.
• Invest in the right resources and work closely with
patients and partners to deliver better patient
experiences.

18. Because we care, we innovate.

19. Because we care, we innovate.

20. Because we care, we innovate.
Phase 1

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Phase 2

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Phase 3

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24. Because we care, we innovate.
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