/ en Fri, 25 Apr 2025 16:16:50 -0500 Tue, 04 Feb 25 06:15:00 -0600 /aha-center-health-innovation-market-scan/2025-02-04-living-intelligence-why-its-time-look-beyond-ai-health-care <div class="container"><div class="row"><div class="col-md-8"><img src="/sites/default/files/inline-images/Living-Intelligence-Why-Its-Time-to-Look-Beyond-AI-in-Health-Care.png" data-entity-uuid="7972aa39-925f-4bfe-9f16-4bd9efc079ed" data-entity-type="file" alt="‘Living Intelligence’ — Why It’s Time to Look Beyond AI in Health Care. A nanobot attacking a cell." width="100%" height="100%"><p>If you’re finding it difficult to keep up with the rapid changes in artificial intelligence (AI) in health care, there is another early-stage tech wave with which C-suite leaders may want to become familiar.</p><p>It is called “living intelligence,” which has major ramifications for many fields, including health care. Living intelligence systems can sense, learn, adapt and evolve through the use of AI, advanced sensors and biotechnology, notes Amy Webb, a quantitative futurist, CEO of the <a href="https://futuretodayinstitute.com/" title="Future Today Institute homepage" taret="_blank">Future Today Institute</a> and professor of strategic foresight at New York University’s Stern School of Business.</p><h2>It's Not Too Early to Look beyond AI</h2><p>Living intelligence will drive an exponential cycle of innovation, disrupting fields and creating entirely new markets. Leaders should understand how these technologies intersect, as a new wave of disruption already is forming, Webb explained in a January <a href="https://hbr.org/2025/01/why-living-intelligence-is-the-next-big-thing" target="_blank" title="Harvard Business Review: Why “Living Intelligence” Is the Next Big Thing">Harvard Business Review report</a> she authored.</p><p>Much of the data that feed AI engines will come from advanced sensors and a network of interconnected devices that communicate and exchange data to facilitate and fuel AI’s advancement, Webb states.</p><p>In health care, these innovations enable continuous diagnostics and monitoring around the clock. This continuous monitoring also can help detect disease earlier, allowing for timely treatment or preventive care. The institute’s report also predicts more significant developments that may be in the offing.</p><p>AI likely will enable generative biology, a technology that simulates biological interactions, designs new proteins and genes and could one day create entire organisms and organs, notes a January <a href="https://ictandhealth.com/news/advances-in-ai-for-life-sciences-to-be-expected-in-2025" target="_blank" title="ICT&health: Advances in AI for life sciences to be expected in 2025">report in ICT&health</a>, a knowledge platform for health care innovation. Innovations in this space include protein therapies, organoid creation (allowing drugs to be tested on living tissues without human involvement, such as “organs on a chip”) and 3D printing of body organs.</p><p>In addition, advances in chip miniaturization and greater computational power are leading the way for nanobots capable of precisely delivering tumor drugs or clearing blocked blood vessels, the report states.</p><p>As the era of living intelligence unfolds, it will create new markets and value for consumers, Webb writes. The flywheel effect will drive increased consumer spending, which in turn will attract more investment. This influx of funding likely will bring in top talent, spurring further innovation. She adds that early adoption already occurs in fields like health care, medical products and pharmaceuticals.</p><h2>4 Ways You Can Act Now on Living Intelligence</h2><h3><span>1</span> <span>|</span> Demystify advanced and emerging technologies for your organization.</h3><p>Webb urges senior leaders to familiarize themselves with living intelligence so that staff leaders will understand how AI, advanced sensor data and biotechnology intersect.</p><h3><span>2</span> <span>|</span> Create pragmatic scenarios for disruption and new value creation.</h3><p>Develop near- and long-term scenarios for using and scaling living intelligence technologies, processes and products. Use strategic foresight to understand how the evolving living intelligence ecosystem could impact existing processes.</p><h3><span>3</span> <span>|</span> Identify two to three high-impact use cases — and get started.</h3><p>Pinpoint specific use cases where living intelligence can make the most significant impact. By choosing pilots with the greatest potential for scalability, leaders can accelerate the adoption of living intelligence and begin integrating these technologies into everyday workflows.</p><h3><span>4</span> <span>|</span> Commit to developing necessary roles, skills and capabilities.</h3><p>Living intelligence demands a mindset shift across the organization. Prioritize education and experimentation initiatives to prepare employees to work effectively alongside these technologies and develop new job categories and descriptions for your future workforce.</p><h2>Learn More</h2><p>The AHA’s recently released <a href="/center/emerging-issues/market-insights/ai/building-and-implementing-artificial-intelligence-action-plan-health-care" target="_blank" title="AHA: Building and Implementing an Artificial Intelligence Action Plan for Health Care">“Building and Implementing an Artificial Intelligence Action Plan for Health Care”</a> report provides a playbook for allocating resources that prioritize patient access, revenue cycle management and operational throughput. The report highlights top AI clinical applications, expertise required for deployment and a timeline for the expected return on investment.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } h2 { color: #9d2235; } Tue, 04 Feb 2025 06:15:00 -0600 Innovation Disruptors /news/headline/2024-12-12-cmmi-releases-2024-report-congress <p>The Center for Medicare and Medicaid Innovation yesterday released its <a href="https://www.cms.gov/priorities/innovation/data-and-reports/2024/rtc-2024" title="report to congress">2024 Report to Congress</a> that includes updates on 37 models and initiatives (including nine new models), 52 evaluations and other activities from October 2022 through September 2024. During the report period, CMMI stated that more than 192,000 providers and/or plans participated in CMS Innovation Center models and initiatives, serving over 57 million beneficiaries.</p> Thu, 12 Dec 2024 15:41:36 -0600 Innovation Disruptors /aha-center-health-innovation-market-scan/2024-05-07-disruptors-are-getting-disrupted-5-takeaways <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/The-Disruptors-Are-Getting-Disrupted-5-Takeaways.png" data-entity-uuid="b1a7195e-530f-4c08-9f77-d31972bfcb1b" data-entity-type="file" alt="The Disruptors Are Getting Disrupted — 5 Takeaways. A man rubbing his head stands in front of a Walmart Health Center that has a Closed sign on its front door." width="100%" height="100%"></p><p>If recent developments are any indication, it appears that primary care disruptors are being disrupted.</p><p>Regulatory complexities, reimbursement challenges, escalating operating costs, competition for physicians and other factors are taking the steam out of some of retail’s largest companies that once were brimming with optimism.</p><p>Walmart’s <a href="https://corporate.walmart.com/news/2024/04/30/walmart-health-is-closing" target="_blank" title="Walmart Corporate: Walmart Health Is Closing">announcement</a> last week that it will close its 51 health centers in five states and exit virtual care services stunned many observers. Only five years ago, the mega-retailer was touting its business model of bringing convenient access and low-cost primary care to millions of its customers. And just last year, it added 17 primary care centers in Florida.</p><p>Now Walmart says there is not a sustainable business model to continue.</p><h2><span>Facing Health Care’s Harsh Economic Realities</span></h2><p>Walmart is hardly the only company waylaid by health care’s economic and business challenges. Just days earlier, UnitedHealth Group’s <a href="https://www.beckershospitalreview.com/disruptors/optum-shutting-down-telehealth-business.html" target="_blank" title="Becker's Health IT: Optum shutting down telehealth business">Optum subsidiary said it would shutter its virtual care business</a> after a three-year run. Some analysts called the move predictable, attributing it to challenges brought on by market saturation and differentiation challenges. The company, however, still remains a force in the direct care marketplace, employing the most physicians in the field.</p><p>Meanwhile, Walgreens continues to reshape its health care strategy. The retailer, which owns a 63% stake in primary care provider VillageMD, is <a href="https://www.modernhealthcare.com/providers/walgreens-villagemd-closing-clinics" target="_blank" title="Modern healthcare: Walgreens’ VillageMD closing almost 50% of clinics amid $6B hit">closing 160 of its health clinics</a> and took a $6 billion write-down last month in the value of its investment in the company. Contributing factors included slower than expected patient volume growth and changing Medicare reimbursement models.</p><p>And telehealth provider Teladoc, once the darling of Wall Street, has been battered financially as virtual care has become mainstream in a field flooded with competitors. Its stock, which peaked at $294 a share in February 2021, was <a href="https://www.fool.com/data-news/2024/04/29/teladoc-health-reports-mixed-results/" target="_blank" title="The Motley Fool: Teladoc Health Reports Mixed Results">selling for under $13 per share</a> on May 1.</p><h2><span>5 Takeaways on the Thinning Herd of Primary Care Disruptors</span></h2><h3><span>1</span> <span>|</span> The need to disrupt primary care remains.</h3><p>Whatever the shortcomings among the strategies of Walmart and others, they weren’t wrong about the need to dramatically alter the primary care landscape.</p><p>The fact remains that nearly one-third of Americans — more than 100 million — lack access to primary care, notes a 2023 report from the National Association of Community Health Centers. Addressing the needs of these medically disenfranchised people can help hospitals and health systems prevent chronic illnesses and identify risk factors for serious conditions.</p><h3><span>2</span> <span>|</span> Primary care must be viewed as more than a profit center.</h3><p>The truth is: Primary care is hard. The singular purpose of providing patients access to high-quality primary care leaves no room to squeeze profit out of a primary care practice. If the latter is your purpose, it will be difficult to sustain based on our current system, noted Andy Shin, senior vice president of strategy at Mass General Brigham, shortly after the Walmart news broke. Building a positive primary care relationship is key to higher-quality, personalized care; early identification of risk factors for disease; and coordination and continuity of care.</p><h3><span>3</span> <span>|</span> An opportunity exists for providers.</h3><p>Walmart’s exit from the market and other recent developments previously noted could create a temporary void that can be filled by providers who are community-focused and take innovative approaches to meet consumers’ needs for quick turnaround, on-demand services that typically aren’t supported by traditional primary care.</p><h3><span>4</span> <span>|</span> The law of the jungle still applies.</h3><p>Retailers are learning painful lessons that traditional care providers have long known. Only the fittest and most committed to meeting patients’ needs consistently excel in health care. Any emergency medicine physician in a hospital will tell you that health care is expensive and treating patients who haven't been seeing a doctor is not a simple transaction. In this regard, size may help but it can’t guarantee success, as Walmart learned.</p><h3><span>5</span> <span>|</span> All eyes turn to Amazon and CVS Health.</h3><p>Both companies continue to invest in their health care strategies and have cast a wider net than their peers in their health care aspirations that extends far beyond primary care. Amazon, for instance, has invested heavily in the health care supply chain, cloud services, pharmacy and artificial intelligence and will use its platform to connect consumers to other telehealth providers in the marketplace. CVS owns a major insurance plan in Aetna, has extensive health services, pharmacy and wellness divisions as well as other operations.</p><p>Yet, it remains to be seen how sustainable these companies’ strategies will be as their earnings in health care fall under increased scrutiny from investors.</p><hr><h2><span>Learn More</span></h2><p>Download Market Scan’s <a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf">2024 Health Care Disruption Outlook</a> for more on how major retail and tech companies will try to transform the field in the year ahead.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" width="721" height="130" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt width="360" height="300"></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 07 May 2024 06:15:00 -0500 Innovation Disruptors /aha-center-health-innovation-market-scan/2024-02-27-how-respond-great-digital-disruption <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/How-to-Respond-to-the-Great-Digital-Disruption.png" data-entity-uuid="d26fc2e1-b810-4985-84e0-ebe1d9c9c110" data-entity-type="file" alt="How to Respond to the Great Digital Disruption. A robot head in profile against a background of app icons." width="100%" height="800"></p><p>Thought leaders, business experts and scholars alike have written and spoken volumes about what health care’s digital transformation will mean to the field. And with the continued influx of outside disruptors employing tech-based solutions from retail, insurance, tech, data and other fields, speculation has run the gamut as to the long-term impact on traditional providers.</p><p>For those wondering whether these new tech-savvy entrants will somehow displace or demolish incumbent health systems, the answer is no, according to a <a href="https://hbr.org/2024/02/why-the-tech-industry-wont-disrupt-health-care" target="_blank" title="Harvard Business Review: Why the Tech Industry Won’t Disrupt Health Care">recent essay</a> co-authored by several health care leaders in the Harvard Business Review.</p><p>The report was written by John Glaser, executive-in-residence at Harvard Medical School; Sara Vaezy, executive vice president and chief strategy and digital officer at Providence; and Janet Guptill, president and CEO of the Scottsdale Institute, a not-for-profit organization that helps more than 60 large, integrated health systems leverage information and technology to create more effective and equitable care.</p><h2><span>Blending ‘Phygital Care’</span></h2><p>Far from being dismissive of these new market entrants, the authors argue that providers and tech companies need to work together more closely to fully capitalize on their respective strengths.</p><p>Health care providers enjoy a “superpower of incumbency.” This will make it difficult for outsiders to displace traditional providers who have often served their communities for decades and in some cases more than a century — building up significant trust and local brand loyalty with patients.</p><p>Still, many health care providers could face an uncertain future if they refuse to transform themselves, the authors warn. Digital innovators can offer hospitals and health systems technology and insights to help solve their most challenging problems.</p><p>Traditional providers and tech companies need to meld into what is sometimes called “phygital care” — the blending of the physical and digital.</p><p>A more symbiotic partnership between providers and tech companies may be what’s needed to address the clear and present challenges facing health care. This includes high costs, improving quality and increasing access for the millions of people who live hundreds of miles from the nearest hospital or don’t have a primary care doctor.</p><p>To remain financially viable and thrive in this evolving era, those who deliver care need to follow a playbook that incumbents in other fields like banking developed when their businesses were being disrupted, the authors note.</p><h2><span>3 Lessons for Thriving in the Digital Era</span></h2><h3><span>1</span> <span>|</span> Accelerate transformation.</h3><p>Providers have shown great resiliency in transforming themselves when dealing with changing reimbursement models, the pandemic and moving beyond delivering care to address issues like social determinants of health.</p><h3><span>2</span> <span>|</span> Explore mutually beneficial strategic partnerships.</h3><p>Some health systems are forming deep technology partnerships with electronic health record companies, artificial intelligence (AI), big data and other firms. Four years ago, Mayo Clinic and Google entered into a 10-year strategic partnership using Google’s cloud services and tech skills and Mayo Clinic’s care delivery and medical research expertise. Providence St. Joseph Health is working with Microsoft to use AI to ease the administrative burden on clinicians.</p><h3><span>3</span> <span>|</span> Establish digital innovation programs.</h3><p>Invest in digital health companies and incubate your own digital innovators. Providence, Boston Children’s Hospital, Mass General Brigham, Cleveland Clinic and others have followed this path with success.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 27 Feb 2024 06:00:00 -0600 Innovation Disruptors /aha-center-health-innovation-market-scan/2024-02-19-special-report-how-health-care-disruptors-will-transform-field <div class="container"> /* center_body */ .center_body { /*margin-top:50px;*/ margin-bottom: 50px; } .center_body h3 {} .center_body p { font-size: 16px } p.center_Intro { color: #002855; line-height: 1.2em; font-size: 30px; margin: 10px 0 25px 0; font-weight: 700; font-size: 2em; } @media (max-width:768px) { p.center_Intro { line-height: 1.2em; font-size: 23px; font-size: 1.45em; } } .center_body .center_Lead { color: #63666A; font-weight: 300; line-height: 1.4; font-size: 21px; } /* center_body // */ <div class="row center_body"><div class="col-md-12"><p class="center_Intro"><a href="/center/form/innovation-subscription">AHA Market Scan</a> special report explores which companies aim to deliver transformational change in 2024.</p></div><div class="col-md-8"><p class="center_Lead">Disruptive competitors surround hospitals and health systems. Many of these competitors are not other hospitals. Today, they are well-financed, long-established retail pharmacies, tech companies, online mega-retailers and payers.</p><p class="center_Lead">These competitors make up a mosaic of familiar names to health care consumers: Amazon, CVS Health, Walgreens, Walmart, UnitedHealth Group/Optum, Microsoft, Google and others. Here’s where these companies have been last year and where they may be headed in 2024.</p>Download the Market Scan Buzz report for a deep dive on what’s ahead for:</p> <ul> <li><a href="/">Amazon</a></li> <li><a href="/">CVS Health</a></li> <li><a href="/">UnitedHealth Group (Optum and UnitedHealthcare)</a></li> <li><a href="/">Walgreens Boots Alliance</a></li> <li><a href="/">Walmart</a></li> <li><a href="/">Apple</a></li> <li><a href="/">Google</a></li> </ul>--> .center_callout_3ul{ margin-top:50px; background-color:#b9d9eb66; margin-bottom:25px; } .center_callout_3ul h3{ font-size: 30px; } .center_callout_3ul ul { list-style: none; /* Remove default bullets */ padding-left: 30px; margin-top:15px; margin-bottom: 25px; padding-right:15px; } .center_callout_3ul ul li { margin-bottom: 7px; line-height: 1.5em; padding-left: 23px; text-indent: -23px; font-size:16px; } .center_callout_3ul ul li::before { content: " "; font-size: 1em; margin-right: 5px; display: inline-block; height: 12px; background-color: #d50032; width: 12px; position: relative; top: 0px; } .center_callout_3ul ul li h3{ display:inline-block; display: initial; top: 4px; position: relative; left: 15px; font-size:23px; } <div class="container-fluid col-sm-10 col-sm-offset-1 center_callout_3ul"><h2>Deep Dive On What’s Ahead For:</h2><ul><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=3" target="_blank">Amazon</a></h3></li><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=4" target="_blank">CVS Health</a></h3></li><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=5" target="_blank">UnitedHealth Group/Optum</a></h3></li><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=6" target="_blank">Walgreens Boots Alliance</a></h3></li><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=7" target="_blank">Walmart</a></h3></li><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=9" target="_blank">Google Health</a></h3></li><li><h3><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf#page=10" target="_blank">Microsoft</a></h3></li></ul></div></div><div class="col-md-4 col-sm-12"><a href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf" title="Download, Special Report: 2024 Health Care Disruption Outlook" target="_blank"><img src="/sites/default/files/2024-02/2024_Disruption_Report_cover_700x541.jpg" alt="Special Report: 2024 Health Care Disruption Outlook" width="100%"></a><p><br><a class="btn btn-primary" href="/system/files/media/file/2024/02/2024-Health-Care-Disruption-Outlook.pdf" target="_blank" title="Download, Special Report: 2024 Health Care Disruption Outlook" rel="noopener nofollow">Download the Special Report: 2024 Health Care Disruption Outlook</a></p><div><a href="/center/form/innovation-subscription" title="Weekly Email Updates: Stay in the loop with Market Scan - Subscribe Today"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" alt="Weekly Email Updates: Stay in the loop with Market Scan - Subscribe Today"> </a></div></div></div><div class="row y-sections"><div class="col-md-12"><h2>More Market Scan Articles</h2></div> .y-sections{ margin-top:50px; } .y-sections .y-padding { padding: 10px; margin: 15px 0; } .y-sections h2:nth-child(1) { text-align: left; margin: 0px; } .y-sections h4 { color: #9d2235; font-size: ; } .y-padding img { -webkit-box-shadow: -13px 13px 10px -7px rgba(99, 102, 106, 0.66); -moz-box-shadow: -13px 13px 10px -7px rgba(99, 102, 106, 0.66); box-shadow: -13px 13px 10px -7px rgba(99, 102, 106, 0.66); } .y-lock::before { background: url("/sites/default/files/2018-11/lock-img.gif") no-repeat top left; background-size: 20px 20px; display: inline-block; content: ""; width: 20px; height: 20px; position: relative; top: 0px; left: 0px; margin-right: 10px; } .y-nolock { padding: 4px; } .y-resources { margin: 25px 0; padding-bottom: 15px; } .y-resources h4 { color: #9d2235; font-size: ; } .y-resources h4 span { color: #003087; } .bootnon-margin { padding: 0px !important; } .y-resources a.y-link { color: #9d2235; font-weight: 700; } .y-resources img { border-radius: 50%; } <div class="row y-sections"><div class="col-md-3"><div class="y-padding"><a href="/aha-center-health-innovation-market-scan/2024-01-23-7-innovative-devices-ces-2024-could-reshape-patient-self-care" target="_blank"><img src="/sites/default/files/2024-02/2024_CES_Conference-700x532.jpg" alt="xxxxxxxxxx"></a><h3><a href="/aha-center-health-innovation-market-scan/2024-01-23-7-innovative-devices-ces-2024-could-reshape-patient-self-care" target="_blank">7 innovative devices from CES 2024 could reshape patient self-care</a></h3><p>The recent CES 2024 show (formerly the Consumer Electronics Show) produced a number of health care-related, attention-getting devices.</p></div></div><div class="col-md-3"><div class="y-padding"><a href="/aha-center-health-innovation-market-scan/2024-01-16-takeaways-3-big-disruptors-jpm-healthcare-2024" target="_blank"><img src="/sites/default/files/2024-02/2024_JPM_Conference700x532.jpg" alt="xxxxxxxxxx"></a><h3><a href="/aha-center-health-innovation-market-scan/2024-01-16-takeaways-3-big-disruptors-jpm-healthcare-2024" target="_blank">Takeaways from 3 big disruptors at JPM Healthcare 2024</a></h3><p>Health care executives, retail health providers and investors came together recently to share insights and outlooks at the 2024 J.P. Morgan Healthcare Conference.</p></div></div><div class="col-md-3"><div class="y-padding"><a href="/aha-center-health-innovation-market-scan/2023-11-21-amazons-one-medical-ramps-its-expansion-primary-care" target="_blank"><img src="/sites/default/files/2024-02/Amazon_OneMedical_opening-700x532.jpg" alt="xxxxxxxxxx"></a><h3><a href="/aha-center-health-innovation-market-scan/2023-11-21-amazons-one-medical-ramps-its-expansion-primary-care" target="_blank">Amazon’s One Medical ramps up its expansion in primary care</a></h3><p>Amazon’s One Medical membership-based primary care unit provides on-demand 24/7 access to telehealth services and in-person care continues to report growth.</p></div></div><div class="col-md-3"><div class="y-padding"><a href="/aha-center-health-innovation-market-scan/2023-11-07-vha-shark-tank-competition-generates-innovative-health-care-solutions" target="_blank"><img src="/sites/default/files/2024-02/VA_Shark_Tank3-700x532.jpg" alt="xxxxxxxxxx"></a><h3><a href="/aha-center-health-innovation-market-scan/2023-11-07-vha-shark-tank-competition-generates-innovative-health-care-solutions" target="_blank">VHA Shark Tank Competition generates innovative health care solutions</a></h3><p>Improving response to sepsis, reducing ED visits, standardizing communication in the OR and streamlining patient alerts were among the winners.</p></div></div></div></div></div> Tue, 20 Feb 2024 06:15:00 -0600 Innovation Disruptors /aha-center-health-innovation-market-scan/2024-01-16-takeaways-3-big-disruptors-jpm-healthcare-2024 <div class="container"><div class="row"><div class="col-md-8"><p><img src="/sites/default/files/inline-images/Takeaways-from-3-Big-Disruptors-at-JPM-Healthcare-2024.png" data-entity-uuid="849f183e-effd-4bf3-abd3-9bd9b241bf79" data-entity-type="file" alt="Takeaways from 3 Big Disruptors at JPM Healthcare 2024. A magnifying glass over the year 2024 surrounded by logos for CVS, Amazon, and Walgreens." width="100%;" height="800"></p><p>Health care executives from hospitals and health systems, retail health providers and investors came together recently to share insights and outlooks at the 2024 J.P. Morgan Healthcare Conference. And while there weren’t the kind of major developments we’ve seen in previous years, several retail health companies offered insights into their latest moves and plans.</p><h2><img src="/sites/default/files/inline-images/Amazon-Launches-New-Enrollment-Pathway-to-Manage-Chronic-Conditions.jpg" data-entity-uuid="5aa6c954-192a-4e58-9b6a-d1283a204723" data-entity-type="file" alt="Amazon Launches New Enrollment Pathway to Manage Chronic Conditions" width="100" height="130" class="align-left">Amazon <span>Launches New Enrollment Pathway to Manage Chronic Conditions</span></h2><p>The company is now partnering with digital health companies in a new offering called <a href="https://www.aboutamazon.com/news/retail/amazon-health-condition-programs" target="_blank" title="Amazon: Amazon introduces new Health Condition Programs—here’s what you need to know and how to enroll">Health Condition Programs</a> to make it easy for Amazon customers to discover and enroll in the digital health benefits available through their employer or insurance plan to help manage chronic conditions like prediabetes, diabetes and high blood pressure. Omada Health is Amazon’s initial launch partner for the program.</p><p>Amazon’s Health Condition Programs aim to raise awareness of Omada’s cardiometabolic programs and increase enrollment for Omada’s 1,900-plus employer and health plan customers, representing more than 20 million eligible members. Omada’s outcomes from the diabetes program include a 12-month A1C decrease of 2% for members with a baseline A1C above 8%, with 76% of members achieving Omada’s A1C reduction goals.</p><p>Amazon wants to help its customers become and remain healthy by connecting them with products, services and professionals who can help them do that. Amazon.com customers who shop for devices related to their conditions, such as a glucose meter or blood pressure monitor, will receive notices that they may be eligible to join a chronic condition program. They can then visit the Amazon Health website to check whether they are eligible and, if so, they will be directed to Omada’s website to enroll. Amazon plans to work with other digital health programs as well.</p><h3><span>Takeaway</span></h3><p>This initiative is the latest example of Amazon’s customer-centric approach to make it easier for people to navigate their health journey, improve their health and reduce medical costs. Saving consumers money may be a byproduct of such efforts, but the primary emphasis is on seamlessly assisting patients at each step of their care experience. It’s an endeavor hospitals and health systems can watch closely and perhaps work to emulate in terms of easily connecting with patients in their care navigation. Hospitals and health systems can look for opportunities to collaborate across business, tech and health sectors to scale impact, improve health outcomes and drive health equity.</p><h2><img src="/sites/default/files/inline-images/CVS-Health-Concentrates-on-Integrating-Assets.jpg" data-entity-uuid="6493f4e4-ee0f-44e5-9772-60310d394f4b" data-entity-type="file" alt="CVS Health Concentrates on Integrating Assets" width="100" height="130" class="align-left">CVS Health <span>Concentrates on Integrating Assets</span></h2><p>After a slew of acquisitions in recent years, none bigger than its deals to acquire home-health giant Signify Health and primary care provider Oak Street Health, CVS Health is accelerating efforts to make these investments pay off and deliver greater value for consumers. The retailer has been examining where the two businesses align with CVS’ retail pharmacies and where there are redundancies in care management, CVS Health CEO Karen Lynch said.</p><p>Meanwhile, CVS Health Ventures, the venture capital arm of the company, also made news at the conference by investing in WellBe Senior Medical, an in-home medical care provider. WellBe will use the investment, the amount of which was undisclosed, to advance its national expansion plans.</p><p>WellBe is a value-based home care provider for Medicare Advantage beneficiaries, serving more than 107,000 members across seven states. Its services include acute care visits, urgent medical response, post-acute transitional care for older adults and more. The two companies have a previous relationship because of a partnership between WellBe and Aetna, CVS’ insurance business.</p><h3><span>Takeaway</span></h3><p>Like Amazon, CVS Health is working to get its customers to interact with the retail pharmacy at multiple points in their health care experience. After investing billions in this effort, it’s still too soon to say how successful CVS Health will be in achieving its objectives, particularly with its acquisitions. Some analysts remain skeptical about whether Oak Street Health will ever offer a return in line with the $10.6 billion CVS paid for the company last year.</p><h2><img src="/sites/default/files/inline-images/Walgreens-Sharpens-Its-Earnings-Focus_0.jpg" data-entity-uuid="0e0993c5-1950-46b8-9a11-f976a6f373cd" data-entity-type="file" alt="Walgreens Sharpens Its Earnings Focus" width="100" height="130" class="align-left">Walgreens <span>Sharpens Its Earnings Focus</span></h2><p>The company’s new CEO Tim Wentworth made it clear that Walgreens won’t be making more major acquisitions or mergers any time soon. Instead, Walgreens will concentrate on growing earnings long term and “capital efficient health services expansion.”</p><p>In a recent <a href="https://www.cnbc.com/2024/01/08/walgreens-ceo-says-companys-stores-boost-growing-health-care-business.html" target="_blank" title="CNBC Mad Money: Walgreens CEO says company is using its stores and brand to boost health-care business">interview with CNBC</a>, Wentworth said Walgreens has been using its stores and brand to bolster its developing health care business. He added that the company has been closing stores, including about 30 of the eventual planned 60 closings of underperforming VillageMD locations.</p><h3><span>Takeaway</span></h3><p>This could be a pivotal year for Walgreens’ health care business as it competes with larger rivals like CVS Health and Amazon. It bears watching as the company explores new pharmacy models as cost-plus drug pricing accelerates.</p></div><div class="col-md-4"><p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" alt="AHA Center for Health Innovation logo" data-entity- type="file" class="align-center"></a></p><p><a href="/center/form/innovation-subscription"><img src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png" data-entity-uuid data-entity-type alt></a></p></div></div></div>.field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 16 Jan 2024 06:15:00 -0600 Innovation Disruptors /aha-center-health-innovation-market-scan/2023-10-17-3-takeaways-hlth-conference <div class="container"> <div class="row"> <div class="col-md-8"> <p><img alt="3 Takeaways from the HLTH Conference. A panel onstage at the HLTH Conference." data-entity-type="file" data-entity-uuid="6c5c6f0b-9494-4fdb-8936-00543d143ed1" src="/sites/default/files/inline-images/3-Takeaways-from-the-HLTH-Conference.png" width="620" height="381"></p> <p>Amid the sound bites and substance delivered at the recent HLTH conference, health care leaders, transformers and innovators shared how they plan to reshape care delivery, partner to drive innovation and help consumers get greater access to obesity and diabetes medications along with a greater holistic focus on weight management. Here is what caught our attention.</p> <h2>1 <span>|</span> <span>Transformers will strengthen their direct-to-consumer connections.</span></h2> <p>Three of the field’s most prominent disruptors — Amazon, CVS Health and Walgreens — provided a deeper look at their health care strategies and plans to execute their direct-to-consumer services. <span><strong>Walgreens</strong></span> said that later this month it will provide virtual care services in nine states to address common health care needs like urgent care, birth control and seasonal allergies. Its goal: to be the most convenient health and wellness destination whether consumers are in its stores or online. The states in the rollout cover nearly half the country and half of Walgreens’ customers. Patients will have access to virtual conversations for $33 out of pocket or with a physician or nurse practitioner via chat or video visit for select conditions for $36 to $75.</p> <p><span><strong>CVS Health</strong></span>, meanwhile, believes there is a role for so-called super apps to play in vertical markets like health care and that it is well positioned to provide that, said Sree Chaguturu, M.D., its chief medical officer. A super app is a single application accessible by a mobile device or web browser that is widely adopted by consumers and offers a vast range of services — from social media to e-commerce, wealth management and making health care appointments. CVS sent more than 2 billion text messages to its customers last year and they were more likely to confirm appointments and medication services via text than other communication channels. CVS will continue to evolve its assets in the vein of creating a super app, Chaguturu said.</p> <p>Meanwhile, <span><strong>Amazon’s One Medical</strong></span> membership-based primary care practice is taking a disciplined approach to growth as it targets the 40% of Americans who don’t have a primary care provider. Neil Lindsay, senior vice president of health services, said One Medical is focused on two primary objectives: making it easier to get care and medications and helping people to stay well. Amazon may consider partnerships with providers of durable medical equipment and outlets that offer healthful food and meals to fulfill its objectives, Lindsay noted.</p> <h2>2 <span>|</span> <span>Provider partnerships are key to driving innovation.</span></h2> <p>If innovation is going to drive health care forward, partnerships will be the engine that powers progress. <span><strong>Sutter Health</strong></span> officials made that clear while announcing plans for a <a href="https://vitals.sutterhealth.org/sutter-health-announces-cutting-edge-innovation-center-to-revolutionize-patient-care-elevate-the-healthcare-experience/" target="_blank" title="Sutter Health Vitals: Sutter Announces Innovation Center to Revolutionize Patient Care & Elevate the Healthcare Experience">new innovation center</a> in San Francisco. The center, set to open early next year, will house Sutter’s innovation team and become a collaboration hub for the system’s physicians and colleagues, students and outside tech partners.</p> <p>Sutter is inviting visionaries who want to make health care “simpler, more engaging and deeply human.” The center will invest and partner with venture firms and early-stage digital startups from the initial idea stage to scale. The system believes its large and geographically diverse patient population of more than 3 million is a microcosm of the nation that will benefit its future partners.</p> <p>The center also can support other tools the system has developed like <a href="https://scout.sutterhealth.org/launchpad/" target="_blank" title="Scout by Sutter Health landing page: Build resilience and manage your everyday mental health">Scout by Sutter Health</a>, an app launched in 2021 to support resilience and everyday mental health management for those between ages 13 and 23, and enhance collaboration with its tech partners such as Ferrum Health. Ferrum’s AI-powered platform supports reading radiologists to help identify diseases like cancer in the early stages. Since its launch in 2019, the platform has processed more than 430,000 patient records and found more than 1,850 instances in which pulmonary nodes were missed on the first read.</p> <h2>3 <span>|</span> <span>Disruptors want to expand access to obesity drugs.</span></h2> <p>The popularity of glucagon-like peptide-1 (GLP-1) agonist drugs to help Americans lose weight has seen demand soar. Now, leaders from <span><strong>WeightWatchers</strong></span> and the telehealth company <span><strong>Ro</strong></span>, say they want to ensure that their customers have greater access to these drugs.</p> <p>Melynda Barnes, M.D., Ro’s chief medical officer of direct-to-consumer health, said Ro wants to bring together employers, payers, the government and providers to find ways to help cover the cost of these medications. Ro began offering GLP-1 medications with its weight-management program in January. Even with shortages of injectable GLP-1 medications like Ozempic, Saxenda and Wegovy, and reducing its advertising, demand for the drugs continues to increase, Barnes noted.</p> <p>WeightWatchers and <span><strong>Noom</strong></span>, a telehealth weight loss and wellness provider, also said they will be adding GLP-1 prescriptions to their offerings. In March, WeightWatchers acquired weight-loss provider Sequence for $106 million so it could begin offering weight-loss drugs like Ozempic, Trulicity and Wegovy.</p> <p>But Noom and others suggest that there needs to be a larger focus on holistic weight management rather than simply expanding access to GLP-1 drugs. Noom supports helping patients reduce reliance on medications by only giving drugs to those who most need them after other interventions have been tried.</p> <p>Many clinicians have voiced similar concerns, citing the easy access to GLP-1 drugs as a key reason they are in such high demand among consumers.</p> </div> <div class="col-md-4"> <p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img alt="AHA Center for Health Innovation logo" data-entity- data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" type="file" class="align-center"></a></p> <a href="/center/form/innovation-subscription"><img alt data-entity-type data-entity-uuid src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png"></a></div> </div> </div> .field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 17 Oct 2023 06:00:00 -0500 Innovation Disruptors /advancing-health-podcast/2023-08-25-new-strategies-disruptive-era-johns-hopkins-and-guidehouse <p>In this post-pandemic era, health care leaders are finding new ways to strengthen performance through innovative approaches, while improving care, quality and patient safety. In this conversation hear how Johns Hopkins is using innovation to ensure long-term financial stability while managing day-to-day struggles. This podcast is brought to you by Guidehouse.</p> <hr /> <p></p> <div><a href="https://soundcloud.com/advancinghealth" target="_blank" title="Advancing Health">Advancing Health</a> · <a href="https://soundcloud.com/advancinghealth/full-guidehouserecording" target="_blank" title="New Strategies in a Disruptive Era With Johns Hopkins and Guidehouse">New Strategies in a Disruptive Era With Johns Hopkins and Guidehouse</a></div> <p> </p> <details class="transcript"><summary> <h2 title="Click here to open/close the transcript."><span>View Transcript</span><br />  </h2> </summary> <p>00;00;00;20 - 00;00;37;10<br /> Tom Haederle<br /> Ask health care executives what keeps them up at night. And most will say it's ensuring the financial stability of their organizations. In this post-pandemic era. Leaders are finding new ways to strengthen performance through innovative approaches to familiar business and clinical enterprise drivers. At the same time, they're facing disruption from third party innovations that are putting patient care at risk.</p> <p>00;00;37;12 - 00;01;06;24<br /> Tom Haederle<br /> Welcome to Advancing Health, a podcast brought to you by the ���������� Association. I'm Tom Haederle with AHA Communications. Hospital and health system financials are increasingly constrained by volume shifts, disintermediation, staffing shortages, public plan underpayments and growing expenses. As a result, organizations are reevaluating their key enterprise and marketplace drivers with a fresh perspective to improve patient care and business operations.</p> <p>00;01;06;26 - 00;01;16;22<br /> Tom Haederle<br /> Join us to hear how Johns Hopkins is using innovation to ensure long term financial stability while managing day to day struggles. Today's podcast is brought to you by</p> <p>00;01;16;22 - 00;01;18;11<br /> Tom Haederle<br /> Guidehouse.</p> <p>00;01;18;14 - 00;01;32;11<br /> Doug Shaw<br /> Thanks, Tom. Hello, I'm Doug Shaw, senior vice president with the ���������� Association. The current economic environment is causing uncertainty in many industries and fields, none more so than health care.</p> <p>00;01;32;13 - 00;02;01;07<br /> Doug Shaw<br /> At the same time, this uncertainty also is providing the field with new opportunities to enhance business performance while improving care quality and patient safety. With me today are two experts to discuss this new dynamic. Kevin Sowers is president of Johns Hopkins Health and executive vice president of Johns Hopkins Medicine. David Burik is a partner with Guidehouse and a leader in its Center for Health Insight.</p> <p>00;02;01;09 - 00;02;17;14<br /> Doug Shaw<br /> Thank you both for joining us today. Let's start by looking at today's post-pandemic world. How have the opportunities and challenges facing healthcare leaders changed with regard to their clinical, operational and financial strategies?</p> <p>00;02;17;17 - 00;02;39;29<br /> Kevin Sowers<br /> Thank you. This is Kevin. I want to thank you for allowing me to be with you today. When I thought about this question, I had to narrow it down because we could talk about multiple things that have been impacted since the pandemic, both from a personal and professional perspective. But when I start looking at how the pandemic evolved in this country, I first have to go to our workforce.</p> <p>00;02;40;01 - 00;03;01;27<br /> Kevin Sowers<br /> And I first want to start by saying thank you to all the providers around the world that took care of patients during a very difficult time in our society and our world. And so when I think about our people, I think about their well-being and their ability to continue to take care of the health care needs of our community.</p> <p>00;03;01;29 - 00;03;27;14<br /> Kevin Sowers<br /> And so making sure that organizations are responding to that and providing support to them. The second thing that happened is many of our workforce that were back office functions either went home permanently or secondly, they now are working hybrid. There's two issues with that. We didn't in health care teach our managers or develop the systems to manage a hybrid workforce or at home.</p> <p>00;03;27;16 - 00;04;01;09<br /> Kevin Sowers<br /> And then secondly, I would say it provides us an opportunity as we consolidate that our lease space and our own space. How do we do assets management differently in the future? The third and final thing, which I think everyone is struggling, is the financial impact of the increase of supply costs, the increase of labor, and how that's forcing us to really think about how we transform our workflows, how we deliver care, and what our organizations will look like in the next 5 to 10 years.</p> <p>00;04;01;10 - 00;04;11;23<br /> Kevin Sowers<br /> And so for me, those are the top three things that come to mind as I tried to prioritize. Like I said, the myriad of of things that happen to us in the midst of the pandemic.</p> <p>00;04;11;25 - 00;04;44;13<br /> David Burik<br /> I echo my thanks for being invited to participate in this. And I'll build on Kevin's comments rather than repeat them, because obviously they're very valid. The perspective that we have is that during the pandemic, providers were focused on the day to day. They were focused on operational issues. That same circumstance was not really true for many innovators and what sometimes are called disruptive organizations in health care.</p> <p>00;04;44;15 - 00;05;22;13<br /> David Burik<br /> So they had three years to focus on their strategic goals while providers were focused on operating goals. And so what happens, you compound something for three years, three years that, remember, the pandemic had low interest rates. So with wonderful funding for these strategic initiatives and so many health systems have tried to go back to normal, realizing that normal isn't there anymore, and be that for outpatient surgery or or outpatient imaging or length of stay.</p> <p>00;05;22;16 - 00;05;32;18<br /> David Burik<br /> The innovators and disruptors being strategic has changed the game, and providers are in general catching up to that.</p> <p>00;05;32;20 - 00;05;55;18<br /> Kevin Sowers<br /> So the one thing I would add is we were forced to use technology in a way that we had never used it before. When I look at our own experience, you know, prior to COVID, we're only doing about 500 telehealth visits a day. Overnight, we went from 500 in the first month to 6000 and then even grew to more than that.</p> <p>00;05;55;19 - 00;06;30;09<br /> Kevin Sowers<br /> So I hope that the reimbursement model, I hope that of the credentialing requirements to provide services across state line, especially for those of us that are in academic medicine, align in a much better way that long term from a regulatory standpoint, we can sustain that practice because I think it's a transformation that happened during that time. The other thing I would say is we were forced to use big datasets very quickly trying to understand this virus and the variables that impacted outcomes on our patients.</p> <p>00;06;30;09 - 00;06;39;09<br /> Kevin Sowers<br /> And so I think those two things alone are transformative, and I hope we continue to integrate it into how we run our health systems.</p> <p>00;06;39;11 - 00;07;08;09<br /> David Burik<br /> I'd love to focus on your first point, Kevin. Just for a minute. And that is there's plenty of recognition that telehealth and all things digital - caregiving - were heavily used during the pandemic and there were kind of state of emergency reimbursement waivers given to support that. But as we've normalized, we found out that the reimbursement opportunities are not evolving.</p> <p>00;07;08;12 - 00;07;36;24<br /> David Burik<br /> So if you bank digitally, the bank isn't handicapped by that. But if if we provide care digitally and there's no reimbursement for that, providers are handicapped. So we really think the the market is willing to take a freebie, but patients haven't been socialized or have an understanding that the economic cost of providing these services needs to be borne by something.</p> <p>00;07;36;26 - 00;08;02;17<br /> David Burik<br /> And of course, we all think it leads to higher quality care and cost savings. But those cost savings are not captured by the provider and probably not captured in a meaningful way by the by the patient. So the economic model to support provisions embracing digital, it's not quite there yet. But would you agree with that, Kevin?</p> <p>00;08;02;19 - 00;08;26;29<br /> Kevin Sowers<br /> Yeah, And I think, you know, the other thing that I think we're going to have to think about is we look at telehealth, many telehealth visits are visits that used to go to urgent care. So over time, as we take one transformation in health care, such as telehealth, how will that impact other strategies that we once put in place and may eliminate some of that in communities?</p> <p>00;08;26;29 - 00;08;39;09<br /> Kevin Sowers<br /> And so I think we really have to step back at this moment and really understand the unintended consequences as we start to evolve and transform our care delivery models.</p> <p>00;08;39;12 - 00;09;02;21<br /> Doug Shaw<br /> Kevin, does that example of telehealth and how it's great needfullness during the pandemic kind of outstripped, it sounds, the economic model to support it. Given that lesson, how does it alter or adjust the way Johns Hopkins currently assesses innovations for both potential benefit and threat?</p> <p>00;09;02;23 - 00;09;36;29<br /> Kevin Sowers<br /> You know, when I when I think about that question, I think about several things. And that is the whole concept of risk benefits, because I'll give you several examples, and telehealth is just one example that I use. But let's look at AI for just a minute. Today, I could use AI and actually ask AI to go in and write a visit summary for me based upon what took place, what's already in the medical record.</p> <p>00;09;37;02 - 00;09;58;28<br /> Kevin Sowers<br /> My job would then just be as a physician and or a nurse practitioner, a PA, to go in and edit that and improve that. And so when I think about that, there are benefits to that. But what are the unintended consequences? Because AI is only as good as your train it, what are the implications on HIPAA long term?</p> <p>00;09;58;28 - 00;10;26;12<br /> Kevin Sowers<br /> What are the implications on PI? There's a lot of things that you need to begin to think about as you bring that into your organization. And of course, all of us are trying very hard to integrate our IT systems and build a platform. But as you think about that, is what are the unintended consequences of bringing third party products into your platform?</p> <p>00;10;26;14 - 00;10;42;23<br /> Kevin Sowers<br /> And so how are you going to be prepared for that as you think about adding innovation to your platform? When I start thinking about innovation and innovation opportunities, those right now are the things that come top of mind for me.</p> <p>00;10;42;25 - 00;11;08;29<br /> David Burik<br /> I think this idea is the data integrated or is the application a one off where we're only starting to discover it? So you could be on the investment committee for a PE firm or a venture capital firm. And most of the investments you're looking at are ad hoc, where we're for back pain or we're for behavioral medicine.</p> <p>00;11;09;06 - 00;11;27;01<br /> David Burik<br /> So they're kind of self-contained and there's probably some conversation, but once it's in the cloud, it connects to anything. Well, maybe not so. Where hospitals, health systems, most health systems have invested in a database which supports integration of the data.</p> <p>00;11;27;04 - 00;11;51;17<br /> Kevin Sowers<br /> Yeah, I'll give you a good For instance. We here at Hopkins are developing a product called Precision Medicine, and it takes big data sets and looks at specific disease groups like MS is one of the ones we did. We did with COVID, too. And we take all the variables that could potentially impact the outcomes of the patient and even look at treatment interventions.</p> <p>00;11;51;20 - 00;12;15;17<br /> Kevin Sowers<br /> And we can begin to do predictive modeling then based upon the patient sitting in front of you and what treatments might provide them the best outcome. That's the use of big data that allows you to inform care models that will allow you then to drive better outcomes. But it is thinking about how you do from a very different transformative way.</p> <p>00;12;15;17 - 00;12;22;04<br /> Kevin Sowers<br /> Use your big data sets in a way that begin to inform how you deliver care.</p> <p>00;12;22;06 - 00;12;35;28<br /> Doug Shaw<br /> So as you think about leaders looking at this risk benefit balance and making decisions about their own organizations, what are some of the key enterprise drivers that you would encourage them really to look at?</p> <p>00;12;36;01 - 00;13;11;19<br /> Kevin Sowers<br /> First of all, Doug, I would say it's somebody coming to you with an innovation. First of all, assess your market and is it viable with providers? And I'll give you a great for instance. Within Epic, there is a module, it's called you know, the Inbox. And along with telehealth, during the pandemic, physicians and providers inbox filled up and often it was not simple questions just for a prescription refill.</p> <p>00;13;11;22 - 00;13;37;18<br /> Kevin Sowers<br /> It actually became almost an office visit that they had to then convert into a true telehealth visit. So as we think about technology and we think about what the implications are of these innovations, what's the implications of our providers, and does it really improve the way they deliver care and practice, or does it become more of a burden?</p> <p>00;13;37;20 - 00;14;00;06<br /> Kevin Sowers<br /> And so that's one of the issues that we've taken on and and really thought through, Gosh, do we need to change our primary care model? Do we need to provide them time within their week to spend on responding to Inbox? Because we actually did a study looking at how much time they spend after their office visits responding to Inbox.</p> <p>00;14;00;08 - 00;14;23;10<br /> Kevin Sowers<br /> Is there a way that from an AI perspective, we can prioritize which are the most important ones for them to look at and to read? So I would say assess your market and assess your internal market as to what the implications are. And then the next question is just around access capital as you supported innovation. And that question is, are you going to be able to support it?</p> <p>00;14;23;10 - 00;14;44;16<br /> Kevin Sowers<br /> Are you going to partner be able to do that? And then what are the testing sites that you're going to be in a test, some of this innovation that's coming at you, what kind of sites are you going to choose where you're likely to have the most success? Because I've seen a lot of leaders in my past that have not thought through that element.</p> <p>00;14;44;18 - 00;15;15;18<br /> Kevin Sowers<br /> And it doesn't work not because it's bad innovation, because the culture wasn't right within the setting to embrace the change in the transformation. So those would be the key things that I think people leaders should be thinking about as they think about bringing innovation into their organization. Well, if we stick with primary care, we have seen since the beginning pandemic more and more in certain markets, primary care providers go to concierge medicine, which then leads to access issues for others.</p> <p>00;15;15;21 - 00;15;37;12<br /> Kevin Sowers<br /> And so as I think about some of these changes, especially with venture capital companies and what they're doing in the marketplace around some of what they're doing with specialists in primary care, it is starting to create access issues in this country that I think will lead to further health equity issues as we move into the future.</p> <p>00;15;37;14 - 00;15;53;27<br /> David Burik<br /> Well, let's face it. I regularly go to clients where a disturbingly large percentage of their communities don't have broadband. And the most exciting thing they're talking about is hospital at home. It's a little incongruent in those situations.</p> <p>00;15;54;00 - 00;16;27;11<br /> Doug Shaw<br /> So you've done a really good job of describing this balancing act. I might even describe it as a high wire act with the need for innovation strategies over the long term. But at the same time, that day to day struggle to adopt and succeed with specific innovations. Could you provide any advice for those listening as to what else can help with that balancing act or any other opportunities or suggestions or advice that you have for leaders?</p> <p>00;16;27;18 - 00;16;33;05<br /> Doug Shaw<br /> We're really trying to figure out the financial stability plan for their organization.</p> <p>00;16;33;07 - 00;16;55;07<br /> Kevin Sowers<br /> It's a great question, Doug, and I want to back up to the 30,000 feet before I answer your question. And I think it's going to take a partnership with state and federal government. Because I think what we're about -  I don't think I know what we're about  - to go into, because I've done this for almost 40 years now and started my career as a nurse at the bedside.</p> <p>00;16;55;07 - 00;17;19;06<br /> Kevin Sowers<br /> So it's not my first time at the rodeo. But I can tell you, out of my 40 years, this is the most challenging time I have ever seen, both from a workforce perspective and both from that and managing the financial implications of what happened during the pandemic. So many of our hospitals across this great country are in crisis mode.</p> <p>00;17;19;08 - 00;18;04;29<br /> Kevin Sowers<br /> They are in survival mode. And because of that, we're already seeing a decrease in hospital beds across this nation. In our communities, we're seeing the closure of hospitals. And so because of that, large systems like Johns Hopkins Medicine and other large academic medical centers, you're seeing an increase in admissions to those facilities. Well, you want your tertiary quaternary care to come to an academic medical center, but if there's a closure of specialty services that could be provided at the at the community level happening, you're only increasing costs of care across this nation and not really putting models in place to help manage the total cost of care.</p> <p>00;18;05;01 - 00;18;32;28<br /> Kevin Sowers<br /> I only put that out there because I don't think it's just about what we as leaders in the field are going to have to think about. But it's our state and our federal legislators that are going to have to come together with the industry and we're going to have to figure this out together. Second, I would say in terms of the longer view, I think what David said was something that is very relevant.</p> <p>00;18;33;00 - 00;18;58;22<br /> Kevin Sowers<br /> People are so involved right now in survival mode. It's what can I do today that they're not backing up and saying, okay, in five years, what does our organization need to look like? What resources will be required, What will the inpatient models look like? And now how will they be different? What technology will it take to accomplish that?</p> <p>00;18;58;24 - 00;19;23;00<br /> Kevin Sowers<br /> What kind of new resources that we don't have today? And so it's really sitting down with your team and challenging them to think differently about what we might look like. And then as you look at workforce and you say, Gosh, I'm going to need a different type of provider, how do you balance that with working with your community colleges, your university, producing that type of provider for you?</p> <p>00;19;23;07 - 00;19;49;02<br /> Kevin Sowers<br /> And then secondly, how do you work with your regulatory agencies that oversee scope of practice? And how do you begin to have meaningful discussions? Because if we're honest with ourselves, we aren't going to have enough providers for the future. So we either have to change that today because the clock is ticking and it's not as if we're going to produce the total number that we need in the next couple of years.</p> <p>00;19;49;04 - 00;20;17;24<br /> Kevin Sowers<br /> That's just not possible. Nursing school enrollment across this country has declined. So knowing that, that the pipeline is not producing primary care, anesthesia providers, I can go down the pipe pipeline and talk about where we'll be hit. We need to think about this now or we're going to face an existential crisis in health care. When I think about what are the requirements for transformation?</p> <p>00;20;17;25 - 00;20;48;23<br /> Kevin Sowers<br /> I continue to share one statistic with our team. On any given day in the United States of America, 10,000 Medicare recipients die. Only 9000 babies are born. And that's per day. And when you start to think about the compounding effect of that over a year, the current way that we deliver services and get paid for services from a Medicare perspective is not sustainable.</p> <p>00;20;48;25 - 00;20;57;12<br /> Kevin Sowers<br /> So there will be a forced transformation and we can either lead that and be a part of it or it can be done to us.</p> <p>00;20;57;14 - 00;21;25;20<br /> David Burik<br /> I do see kind of a rethinking of what we want our health system to look like, but we are in a period where there's a lot of innovation and innovation does not happen in a centrally planned certificate in the kind of world. It happens case by case, and hospitals are finding themselves with less money and more expenses, which is an unsustainable pathway in this innovation.</p> <p>00;21;25;20 - 00;21;58;22<br /> David Burik<br /> So really understanding what you're going to be three, four or five years hence from now, and capitalizing or investing to that future really is relevant. You can't allow yourself to be overwhelmed with a labor shortage. You have to tell yourself it's very similar. It seems like as long as I've been in this business, there's been a primary care shortage, and as long as I've been in this business, every health system has tried to get everybody in the community a primary care physician.</p> <p>00;21;58;25 - 00;22;17;22<br /> David Burik<br /> Maybe that's the wrong goal because we don't seem to be very close to it and we're not going to have primary care physicians with a panel of two to three to cover everyone. Maybe there are different models that we should be working on that will meet the meet the needs of our population in a better way than we currently are.</p> <p>00;22;17;24 - 00;22;31;04<br /> Doug Shaw<br /> Very good. Well, David, Kevin, thank you very much for joining us today and for sharing your insights and your thoughts. And to learn more about Guidehouse, please visit www.guidehouse.com.  Take care.</p> <p> </p> </details> Fri, 25 Aug 2023 08:22:43 -0500 Innovation Disruptors /aha-center-health-innovation-market-scan/2023-05-30-aha-leadership-summit-dont-miss-these-sessions-innovation-disruption-and <div class="container"> <div class="row"> <div class="col-md-8"> <p><img alt="AHA Leadership Summit: Don’t Miss These Sessions on Innovation, Disruption and Workforce. AHA president and CEO Rick Pollack speaks from the stage at the 2022 AHA Leadership Summit." data-entity-type="file" data-entity-uuid="5477cc68-4999-43a2-8506-5cf3974f0c92" src="/sites/default/files/inline-images/AHA-Leadership-Summit-Dont-Miss-These-Sessions.png" width="620" height="381"></p> <p>The need for innovation in health care has never been greater. <a href="https://leadershipsummit.aha.org/" target="_blank" title="2023 ���������� Association Leadership Summit homepage">The AHA Leadership Summit</a> July 16-18 in Seattle presents a unique opportunity to tap into insights from some of the top thought leaders and disrupters in health care.</p> <h2><span>4 Can’t-Miss Presentations</span></h2> <h3><span>»</span> Primary Care Disruption — Insider Perspectives from Nontraditional Players</h3> <p>Discover what some of the field’s transformational companies — Optum, Walgreens Boots Alliance and Dollar General — envision for the future of primary care, what partnerships they’re pursuing and how they will be working with providers going forward.</p> <h3><span>»</span> Reinvention to Build a Future-ready Health Care Workforce</h3> <p>Learn how the “Net Better Off” framework, which quantifies human well-being across six dimensions, can be used to support the workforce, minimize attrition and attract workers to your organization. Discover workforce strategies, innovative training tools to accelerate upskilling and new operating structures to support greater flexibility.</p> <h3><span>»</span> Meet the Disrupters: A Fireside Chat with Amazon</h3> <p>How is the online retail giant assimilating and integrating its many health care launches, acquisitions and partnerships? Bill Kopitke, general manager and head of health care for Amazon Business, will share how the company is helping hospitals become more resilient with their purchasing and supply chain strategies, leveraging tools and technologies that enable greater efficiencies and preventing disruptions to hospital operations and patient care.</p> <h3><span>»</span> Startup Showcase</h3> <p>Six early-stage companies will share insights on solutions they are developing to address health care’s most complex and pressing challenges. The showcase also will support the innovation efforts of AHA members.</p> <p>Review the complete <a href="https://web.cvent.com/event/8b435906-c50a-49b7-9057-2126854f0948/websitePage:28bfeeb5-72fa-44b3-8bc1-610032fca7a9" target="_blank" title="2023 AHA Leadership Summit Program Agenda">program agenda</a> and take advantage of early-bird conference pricing through June 2. <a href="https://leadershipsummit.aha.org/registration-ls" target="_blank" title="2023 AHA Leadership Summit Registration"><span><strong>Register now!</strong></span></a></p> </div> <div class="col-md-4"> <p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img alt="AHA Center for Health Innovation logo" data-entity- data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" type="file" class="align-center"></a></p> <a href="/center/form/innovation-subscription"><img alt data-entity-type data-entity-uuid src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png"></a></div> </div> </div> .field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 30 May 2023 06:00:00 -0500 Innovation Disruptors /aha-center-health-innovation-market-scan/2023-05-23-amazon-cvs-health-follow-their-learn-fast-fail-fast-models <div class="container"> <div class="row"> <div class="col-md-8"> <p><img alt="Amazon, CVS Health Follow Their Learn-Fast, Fail-Fast Models. A businessman holding a briefcase walks out a door under an Exit sign." data-entity-type="file" data-entity-uuid="ce49f930-b51f-446d-9e79-46352880e29c" src="/sites/default/files/inline-images/Amazon-CVS-Health-Follow-Their-Learn-Fast-Fail-Fast-Models.png" width="620" height="381"></p> <p>Adhering to the adage that it’s best to learn fast and fail fast when trying to grow and innovate, both Amazon and CVS Health recently halted health care business units.</p> <p>Amazon closed its Halo division, which sold fitness tracker devices that worked with a subscription service and smart phone application. Beginning Aug. 1, all Amazon Halo devices and the accompanying app no longer will function and the company will delete any remaining data from Halo devices. The closing comes after the Halo division launched in 2020.</p> <p>Although no official reason for the closing was given, some market analysts believe it was due to the intense competition in this space from competitors like Apple. Linda Finkel, CEO of the health care consulting firm Avia, told <a halo href="https://medcitynews.com/2023/04/with-halo-shutdown-amazon-has-now-closed-3-of-its-healthcare-divisions-since-2021/" shutdown target="_blank" title="MedCity" with>MedCity News</a> that she expects to see more crowded digital health categories thin out under challenging financial conditions.</p> <p>This marks the third time in roughly two years that Amazon has closed one of its health care business units. Last August, Amazon shuttered its Amazon Care business that launched in 2019. The model was positioned as a primary and urgent care alternative that would offer consumers and employers more convenient, lower-cost care. Amazon in 2021 also shut down Haven, its joint venture with JPMorgan Chase and Berkshire Hathaway, just three years after its inception. The companies were working on ways to reduce costs for their 1.2 million workers.</p> <p>CVS Health, meanwhile, recently announced that it will close its clinical trials division at the end of 2024. To date, CVS Health has worked with more than 30 drugmakers on 50 Phase II, III and IV studies involving 33,000 participants, notes one <a href="https://www.modernhealthcare.com/providers/cvs-health-clinical-trials-division-close" target="_blank" title="Modern Healthcare: CVS Health to shut down clinical trials division">report</a>.</p> <p>The clinical trials division no longer fits into CVS Health’s long-term strategy, a company spokesperson told Modern Healthcare.</p> <p>Walgreens Boots Alliance, which also started a clinical trials business two years ago, continues to remain committed to conducting clinical trials.</p> </div> <div class="col-md-4"> <p><a href="/center" title="Visit the AHA Center for Health Innovation landing page."><img alt="AHA Center for Health Innovation logo" data-entity- data-entity-uuid="7ade6b12-de98-4d0b-965f-a7c99d9463c5" src="/sites/default/files/inline-images/logo-aha-innovation-center-color-sm.jpg" type="file" class="align-center"></a></p> <a href="/center/form/innovation-subscription"><img alt data-entity-type data-entity-uuid src="/sites/default/files/2019-04/Market_Scan_Call_Out_360x300.png"></a></div> </div> </div> .field_featured_image { position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } .featured-image{ position: absolute; overflow: hidden; clip: rect(0 0 0 0); height: 1px; width: 1px; margin: -1px; padding: 0; border: 0; } Tue, 23 May 2023 06:00:00 -0500 Innovation Disruptors