Hospital CEOs Aim for Technology Investments in Consumer Engagement

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New research from Deloitte reveals that healthcare CEOs are shifting their efforts and investments towards consumer engagement technologies, virtual health and care coordination.


New research from Deloitte reveals that healthcare CEOs are shifting their efforts and investments towards consumer engagement technologies, virtual health and care coordination.

Deloitte interviewed leaders from 25 health systems and six health plans to assess their changing roles and responsibilities to effect change.

This shift includes changes in healthcare settings, the adoption of value-based payment models and an increase in consumer demands for proactive healthcare.

“The industry change that CEOs are witnessing reflects our predictions for a more consumer-centric healthcare future,” said Michael Main, Managing Director of Deloitte Consulting. Consumers want to take charge of their health. They respond well to virtual care visits and are interested in the tools that make their experience personalized, affordable and convenient.

Here’s a look at the upcoming changes:

* CEOs begin to deepen partnerships and work with the entire health ecosystem which includes providers, insurers, schools, public health agencies and community organizations to expand their reach into these entities and be able to influence them, according to Deloitte.

* Partnerships will become essential as over the next 20 years advances in medicine and technology, competition to engage patients and consumers, increasing interoperability of all health data, new regulations and developments entrants are reshaping the industry.

* Healthcare organizations that invest in engagement, virtual health and care coordination will be best positioned for the next 20 years, whether or not reimbursement evolves into value-based payment models. Even if all of the changes don’t materialize, leading suppliers will have an advantage in terms of consumers and loyalty.

* Some CEOs are striving to improve efficiency and quality by testing remote monitoring for chronic care populations and implementing artificial intelligence, machine learning and robotic automation.

A CEO of a healthcare plan told Deloitte, “We’re going to rob the companies we admire and bring them into healthcare. Why can’t we be like the big wholesale retailers? Why can’t we be like the TV and movie streaming service companies? “

Another CEO told the company that successful providers and payers will have a large-scale distributed platform of physical locations that will focus on doctors and ambulatory care.

However, they also need to have a very large digital platform and digital capabilities, and maintain digital relationships, explained the CEO. We believe that organizations of the future will need to have both, not just one or one. the other.

* For now, however, the basics of integrating, maintaining and leveraging interoperability are not yet complete and this work remains important in preparing for the future.

CEOs focus on agile attributes like diversity, culture, the cloud, and much shorter strategic planning cycles to get ahead of others. Deloitte reports that many CEOs surveyed say this was their primary focus as well as changes in governance and decision-making.

More information is available at deloitte.com/health solutions center.


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