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Making the Shift: Healthcare's Transformation to Consumer-Centricity

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Making the Shift: Healthcare's Transformation to Consumer-Centricity

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In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.

Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.

In our latest report, “Making the Shift: Healthcare’s Transformation to Consumer-Centricity” Prophet interviewed more than 50 executives across the U.S., Europe and Asia, from healthcare organizations including hospital systems, payers, pharmaceutical companies and digital health companies to identify the five keys shifts that healthcare organizations need to make to become more consumer-centric.

Learn key findings from each of the five shifts including the challenges and solutions organizations face to become more consumer-centric.

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Making the Shift: Healthcare's Transformation to Consumer-Centricity

  1. 1. Proprietary and confidential. Do not distribute. August 15, 2017 Making the Shift: Healthcare’s Transformation to Consumer-Centricity
  2. 2. Welcome and thank you for joining! SCOTT DAVIS sdavis@prophet.com @scottdavisshift JEFF GOURDJI jgourdji@prophet.com @JeffGourdji
  3. 3. Prophet is a management consultancy dedicated to the belief that there is a better way to grow Our expertise spans three key areas: BRAND & CUSTOMER EXPERIENCE DIGITAL TRANSFORMATION GROWTH ACCELERATION Strategy Design Digital Insights and Analytics Innovation and Creative Concepting Deep Capabilities + Multidisciplinary Approach
  4. 4. LIFE SCIENCES Pharmaceuticals Devices & Diagnostics HEALTHCARE PROVIDERS Health Systems and IDNs Related Healthcare Providers PAYERS & ADMINISTRATORS Insurance Carriers Other Third-Party Payers TECHNOLOGY & OPERATIONS Information & Technology Distribution & Operations We have helped companies across the healthcare ecosystem
  5. 5. Agenda • Why do healthcare organizations need to become consumer-centric? • What practical steps can healthcare organizations take to become more consumer-centric? • How far along is your organization in making the shift?
  6. 6. Why do healthcare organizations need to become consumer-centric?
  7. 7. HCV Consumerism Study 7Proprietary and confidential. Do not distribute. Healthcare organizations are facing pressure from various stakeholders and new competitors Providers Payers Pharma Companies New competitors are responding to consumer needs… Governments and employers are putting pressure on healthcare organizations… Consumers are putting pressure on healthcare organizations…
  8. 8. HCV Consumerism Study 8Proprietary and confidential. Do not distribute. There is pressure from consumers to improve the healthcare experience and increase engagement due to… RISING COSTS RISING EXPECTATIONS INCREASED ACCESS TO INFORMATION 65% increase in employee deductibles 2010 - 2015 3.3X Chinese insurance premium revenue from 2014 1.5X increase of mandatory health insurance costs per capita in Germany from 2006- 2016
  9. 9. HCV Consumerism Study 9Proprietary and confidential. Do not distribute. There is pressure from governments and employers to lower costs and improve outcomes As healthcare costs rise across the world, governments and employers who ultimately pay for healthcare are being squeezed. As resources dwindle, healthcare organizations are considering different business models 59% 25% 30% Of all payment models by 2021 will be a mix of capitation, pay- for-performance, and episodic payment, all various forms of value-based care. Of health plans already have at least one outcomes- based contract with a drug manufacturer Of health plans are currently negotiating one or more such contracts.
  10. 10. HCV Consumerism Study 10Proprietary and confidential. Do not distribute. Consumer-centricity in healthcare is having a consumer-first mindset to meet the changing needs of consumers while lowering costs and improving outcomes Providers Payers Pharma Companies New competitors are responding to consumer needs… Governments and employers are putting pressure on healthcare organizations… Consumers are putting pressure on healthcare organizations… Consumer-centricity in healthcare is having a consumer-first mindset in order to create relevant products, services, and experiences to: • Win with those who are shopping • Lower costs by making it easier for consumers to take greater ownership of their health
  11. 11. Despite the need for healthcare organizations to shift, the path to success is unclear Prophet interviewed over 50 healthcare executives to provide practical guidance on how healthcare organizations can become more consumer-centric
  12. 12. From Tactical Fixes to an Experience Strategy From Fragmented Care To Connected Ecosystems From Population- Centric To Person- Centered From Incremental Improvements to Pervasive Innovation From Insights as a Function to a Culture of Consumer Obsession Based on these conversations, we identified five key shifts that healthcare organizations need to make to become more consumer-centric FIFTH SHIFTFOURTH SHIFTTHIRD SHIFTSECOND SHIFTFIRST SHIFT
  13. 13. HCV Consumerism Study 13Proprietary and confidential. Do not distribute. A cultural and digital transformation are present throughout all five shifts and are the foundation of organizations’ ability to change CULTURAL TRANSFORMATION DIGITAL TRANSFORMATION
  14. 14. What shifts do healthcare organizations need to make?
  15. 15. From Tactical Fixes To an Experience Strategy "At Novant Health, consumer experience is approached holistically. It is built into every strategic element we have.” CARL ARMATO, CEO, NOVANT HEALTH FIRST SHIFT
  16. 16. By considering the entire health journey, healthcare organizations can elevate CX to a strategic priority FROM TO CX as a ‘To-Do’ item CX as something the business organizes around Touchpoints Oriented Relationship Oriented Fixing what is broken A brand experience
  17. 17. HCV Consumerism Study 17Proprietary and confidential. Do not distribute. How to Make the Shift Geisinger Health • Hire the Right Leader Florida Blue, Aetna, Mayo Clinic Set a bold vision that inspires and guides the org Build CX capabilities • Bold Declaration from the CEO Build internal momentum EXAMPLE EXAMPLE
  18. 18. “When you go into a Starbucks and you don't like the coffee, I've never heard a barista say, 'No, we made it the right way, you have to drink it.’ They just take care of you. This is about patient care, people taking care of people. We want to get it right every time with every patient.” DR. DAVID FEINBERG CEO, GEISINGER HEALTH SYSTEM Geisinger’s bold announcement to issue refunds to dissatisfied patients was a big step to becoming a consumer-centric system
  19. 19. $500,000 REFUNDED WITHIN FIRST YEAR Within a year of launching ProvenExperience, the program is already producing positive results Better Relationships with Patients Understanding of Experience Pain-points Publicity and Media Coverage
  20. 20. PRAKASH PATEL M.D., COO DAVE EDELMAN Chief Marketing Officer JILL CHANDOR Senior Administrator We found that successful CX leaders have a blend of experience in healthcare, strategy and other consumer-centric industries THE HEALER THE STRATEGIST THE CONSUMERIST Background in consulting, where he or she has solved business problems across various industries Background in clinical medicine with a deep understanding of patients’ needs in the delivery of healthcare Background in consumer-centric industries and views patients as consumers
  21. 21. “The system is so fragmented. It is a burden on patients and it is incredibly disempowering.” JEFF DACHIS, CEO, ONE DROP From Fragmented Care to Connected Ecosystems SECOND SHIFT
  22. 22. The healthcare industry is so fragmented among the various players, putting undue burden on patients who must manage these stakeholders without guidance FROM TO Discrete responsibilities Empowered problem solvers Exclusive in-house design External collaboration and partnership Owning your piece Owning the entire journey
  23. 23. HCV Consumerism Study 23Proprietary and confidential. Do not distribute. How to Make the Shift STAGE 1 Product STAGE 2 Product Plus STAGE 3 Plus Product Drug, service or plan is the primary product Drug, service or plan comes with “wrap around” services Drug, service or plan is part of a “solution” ecosystem package Move from Product to Product Plus to Plus Product…
  24. 24. HCV Consumerism Study 24Proprietary and confidential. Do not distribute. Non-healthcare companies like Nike have developed Plus Product offerings Product MANUFACTURE ATHLETIC SHOES Product Plus RETAIL EXPERIENCE Plus Product NIKE+ MEMBERSHIP
  25. 25. Mount Sinai Health System partnered with 32BJ’s health fund to co-design a plus product total joint replacement program TOTAL JOINT REPLACEMENT TRANSPORTATION CARE NAVIGATOR FOOD DELIVERY
  26. 26. Within a year of launching the program, Mount Sinai, the employer, and patients are all experiencing improved outcomes 4X INCREASE IN NUMBER OF TJR SURGERIES AT MOUNT SINAI >$8K SAVINGS PER OPERATION >93% PATIENT SATISFACTION
  27. 27. “We feel much more patient- focused because we know we developed the medications to avoid costly events that no patient would desire for themselves.” PAUL FONTEYNE CEO, USA, BOEHRINGER INGELHEIM Boehringer Ingelheim partnered with Propeller Health to create a Plus Product inhaler to help increase adherence and lower readmission of COPD
  28. 28. "People define value differently. For someone like myself who is healthy and busy, high-value care is all about convenience and access. And that's very different from someone who has two different chronic diseases and moves in out and out of homelessness.” NIYUM GANDHI, EVP AND CHIEF POPULATION HEALTH OFFICER, MOUNT SINAI HEALTH SYSTEM From Population-Centric to Person-Centered THIRD SHIFT
  29. 29. Healthcare organizations typically paint patients with a broad brush when it comes to experience design and should consider greater customization FROM TO Disconnected collections of data Data that tell a patient’s story A demographical view of patients A multidimensional view of patients Universal experiences Customizable experiences
  30. 30. HCV Consumerism Study 30Proprietary and confidential. Do not distribute. Novant Health Tonic Health How to Make the Shift Move from populations to groups Move from groups to individuals • Revolutionizing data collection • Managing and activating a segmentation EXAMPLE EXAMPLE
  31. 31. Novant Health conducted a rigorous segmentation that uncovered six distinct segments
  32. 32. Novant Health didn’t stop at the segmentation, the system continues to use the segmentation as the foundation for delivering a remarkable experience PROVIDER-PATIENT COMMUNICATIONS TAILORED MESSAGING STRATEGIES COST CLARITY Novant Health has activated the segmentation to improve…
  33. 33. As healthcare organizations move from groups to individuals, they begin to leverage data for customization Communication Channel Customization Content Customization Experience Customization YESTERDAY TODAY TOMORROW THE PROGRESSION OF CUSTOMIZATION
  34. 34. HCV Consumerism Study 34Proprietary and confidential. Do not distribute. Since customization requires data, healthcare organizations need to be clear on their Customer Data Value Exchange to gather the data they need CDVE INPUTS ORGANIZATION VALUE CONSUMER VALUE DATA REQUIREMENTS What data is required to create value for the organization and the consumers? How does data create value for the organization? How does data create value for the consumer? OPT-IN CHOICES What data is required to create value for the organization and the consumers? What touchpoints What data What process What experience DATA FOR GOOD PatientsLikeMe helps life science companies collect patient data and in exchange promises to improve the care of future patients with similar conditions
  35. 35. Tonic Health’s engaging platform has revolutionized data collection at MedStar Health Tonic Health’s cloud based platform, which acts as a sort of EHR for the patient voice, has produced great outcomes for MedStar Health: • Increase in average appointment slots per hour • 25% increase in Revenue Carrying Capacity • Better patient and staff experience
  36. 36. “You fight the hesitation by innovating in small ways and proving yourself. You fight it by proving a positive ROI and always bringing the customer voice to the table.” MARGARET COUGHLIN, SENIOR VICE PRESIDENT, MOUNT SINAI HEALTH SYSTEM From Incremental Improvements to Pervasive Innovation FOURTH SHIFT
  37. 37. Healthcare organizations need to create a culture in which commercial innovation isn’t stifled by scientific methods FROM TO Optimizing irrelevant experiences Launching new ideas that resonate Perfection on the first time Test and learns that evolve overtime A culture modeled after the lab A culture modeled after a start-up
  38. 38. HCV Consumerism Study 38Proprietary and confidential. Do not distribute. How to Make the Shift Advocate Health Apply minimum viable product approach Create a start-up Look outside for innovation inspiration • Same day mammogram scheduling EXAMPLE
  39. 39. Version 1.0 CALL TODAY, BE SEEN TODAY IN MAMMOGRAPHY Version 2.0 CALL TODAY, BE SEEN TODAY, GET YOUR RESULTS TODAY IN MAMMOGRAPHY Goal CALL TODAY, BE SEEN TODAY FOR ALL APPOINTMENTS Advocate Healthcare started offering same day scheduling in mammography and continued to improve the offering and expand it across the system
  40. 40. From Insights as a Function to a Culture of Consumer Obsession “We have to put ourselves in the shoes of patients and make sure that everything we are doing from drug development through market launch is with the patient front and center. From the differences between medical needs to the differences between how each patient receives information, this deep understanding is key” ANGELA HWANG, GLOBAL PRESIDENT INFLAMMATION AND IMMUNOLOGY, PFIZER FIFTH SHIFT
  41. 41. Healthcare organizations have an opportunity to use insights to create products, services, and offerings that are better tailored to consumers’ needs FROM TO Insights that influence marketing decisions Insights that influence a range of business decisions Asking consumers Asking, observing and analyzing them How we are doing What we should be doing
  42. 42. To get to the rich insights needed to tailor products, offerings, and services healthcare organizations need an Insights Operating System Consumer Intelligence Engine Repeatable Processes A Culture of Consumer Obsession
  43. 43. While no healthcare organization we spoke to has achieved a culture of consumer obsession, many are taking steps to get there Some companies pay for employees to spend time with patients to better understand their conditions and needs Consumer Intelligence Engine Repeatable Processes A Culture of Consumer Obsession Some organizations pair insights leaders with BU leads, others establish problem solving tools that require consumer insights Some organizations expand the perspective of their insights teams to include behavioral economists and other expertise
  44. 44. HCV Consumerism Study 44Proprietary and confidential. Do not distribute. Our study includes additional examples of healthcare organizations that are making progress on each of the five shifts FIRST SHIFT SECOND SHIFT THIRD SHIFT FOURTH SHIFT FIFTH SHIFT From Tactical Fixes to an Experience Strategy From Fragmented Care to Connected Ecosystems From Population- centric to Person- centered From Incremental Improvements to Pervasive Innovation From Insights as a Function to an Insights Operating System
  45. 45. How far along is your organization in making the shift?
  46. 46. Healthcare organizations fall across a typical progression when it comes to consumer centricity.
  47. 47. Q&A
  48. 48. These five shifts will have great payoffs MORE ENGAGED CONSUMERS LOWER COSTS GREATER OUTCOMES
  49. 49. HCV Consumerism Study 49Proprietary and confidential. Do not distribute. Thank you! Look for new content coming this Fall Contact Us: jgourdji@prophet.com or sdavis@prophet.com

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