Aetna Innovation Health – As the nation’s largest manager of emergency medical transportation programs for state governments and managed care organizations, it improves care coordination for more than 24 million eligible members and affiliated providers and hospital networks.
Extension | Circuit Service expands access to care for members. SAN FRANCISCO – March 10, 2020 – (BUSINESS WIRE) – Sutter Health | Transportation solutions provided by Aetna | Cycle through new features anytime, anywhere. | Cycle, a technology-enabled healthcare company, partners with rideshare providers to make commuting to appointments and healthcare services easy. Members can request a ride to Sutter Health | The new Aetna Care Navigation service is available through Docent Health. Millions of patients across the country missed medical appointments last year because of traffic, according to a report from MedBridge Transport, a company that provides transportation services to ambulatory surgery centers. “Breaking down transportation barriers will help reduce the number of missed health care appointments and ease the anxiety of members and their families who now have convenient travel service options,” Steve Wigginton, Sutter Health | CEO of Aetna. “This relationship furthers our commitment to improving quality and affordability and creating a unique member experience in Northern California.” | Sinoff is the fourth partner to join Sutter Health | Aetna’s anytime, anywhere access features include: 98point6, an app-based doctor visit service that offers virtual doctor visits to members 24/7 via text, phone and video options. Heal, a service that brings a “doctor to your door” to provide basic, emergency and preventive services, seven days a week from 8am to 8pm. Docent Health, a concierge service that helps members navigate a network of care options and resources. “Our company is deeply rooted in the belief that no one can afford the care they need to be healthy and happy,” said Dan Greenleaf, | District Chief “This type of partnership will enable us to increase the number of lives changed as a result of access to health services. We’re all lucky to live in an age where technology like ours helps make that possible. New Sutter Health | Etna’s anytime, anywhere access feature is the ultimate in web performance. Additional plan features include a 24/7 nurse hotline, Internet access, Sutter care locations, urgent care, CVS minute clinics and pharmacies, Sutter Health video visits, behavioral health support and ordering by prescription. The whole story >
Aetna Innovation Health
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Tags NEMT Industry (44) Care Practice (26) Service Provider Company (23) Leadership (17) Press Release (14) National Kidney Foundation (12) Awards & Recognition (7) COVID-19 (7) Medicaid (4) Community Service (3) Download e-book. Download Organizations invest a lot of resources to strengthen their skills and innovation capabilities, but are often disappointed with the results. Consider the recent case of a global bank that is publicly committed to increasing the volume, speed and quality of innovative ideas across its pipeline. At the heart of the initiative was a company-wide “hackathon” involving thousands of employees generating, developing and evaluating ideas themselves, aided by outside consultants and expensive idea management software. Employees were excited about the opportunity to contribute their ideas, and executives hoped it would stimulate a vibrant “innovation culture.”
A year later, not a single idea had materialized and the practice, instead of being something new to be busy with, was very tough. When the organization assessed what went wrong, it found a long list of reasons. Each had their own interpretation of what “new thinking” looked like and led to different proposals, most of which did not match what the leadership team actually wanted.
“Organizations invest a lot of resources to strengthen their skills and innovation capabilities, but are often disappointed with the results.”
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Another challenge comes from the lack of clear criteria for innovation. For example, there is no clear definition of what constitutes a “good idea” or a “perfect idea”, making it difficult to compare one idea to another. Other problems were deeper, such as a lack of clarity about the strategic priorities that could be used to evaluate the ideas presented or the management model that would be used to do this evaluation. The most fundamental were the unanswered questions related to the distribution of resources.
How will the organization invest in priority ideas? Who will work for it? What must the organization stop doing to do this?
Innovation initiatives at other public companies have similar failure modes (see Figure 1). New growth developers or teams are hindered because the strategic relationship is not clear, or because the approach, size, funding methods and people involved are suited to the immediate needs of the core business rather than the long-term and ability to change more . Business investment in companies or investment in innovation is frustrating because leaders, in the absence of proper goals and measures of success, push for short-term financial results. Innovation training or training programs provide participants with new skills and tools that they may not otherwise be able to implement due to management resistance or a lack of fit with the broader company process. Lean startups hit a brick wall when trying to turn promising ideas into a business unit (BU) where they can be produced and scaled. Designating a “Chief Innovation Officer” at corporate headquarters (beyond profit and loss) leads to organizational confusion about where the decision-making power for innovation resources lies.
The problem is not that these interventions are bad ideas. Instead, each can play an important role. Rather, problems arise when each individual initiative is implemented without fully considering the broader opportunities necessary for success. In other words, building innovative capacity is a system design challenge that requires a system solution; If you instead try to build by assembling isolated point solutions, each is likely to fail in predictable ways.
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To address this, leaders need a framework to help them understand the components of a well-functioning innovation system, how they fit together, and how they relate to other organizations. In this e-book, we present an Innovation Performance Framework (Figure 2) that can be used to map an organization’s current innovation process, assess what is working well, and identify areas for improvement. This, in turn, will help leaders strengthen their innovation systems, building on the foundations that already exist.
The Innovation Performance Model describes the five basic components of a complete innovation process – activity, priorities, pathways, portfolios and people. The model is best understood by considering each “P” separately, the specific role it plays, the possibilities it contains, and how it relates to the rest of the system.
Creativity should always be a means to an end, not an end in itself. These objectives will vary from one organization to another, but clearly defining them is a prerequisite for building the right capability and measuring its effectiveness. For this reason, innovation performance is central to the model.
There are a number of business outcomes that innovation can support, and organizations typically innovate for many reasons. Typical examples include business growth, improved efficiency, improved culture, reduced environmental or social impact, and enhanced brand perceptions (Figure 3).
The Hospital Of The Future, Part 2: Innovation Examples Driving Impact
The executives of a global financial services company, for example, wanted to define in advance the desired results of their innovation program. The graph reflects the various achievements of the management team:
Each result is translated into a measurable key performance indicator (KPI) to track and evaluate the performance of the innovation process. These standards served as a guide to where leadership should focus efforts to strengthen the system.
Key system indicators can be used to continuously assess whether the system is operating effectively. To identify the right measures, “What does the organization need to do to know if it is on the right track?
To identify the right metrics, it is helpful to reframe the desired performance outcomes by asking “what is the truth to know?”