Innovative Health Care Delivery Model – We are seeing a slow but steady evolution of business models in most healthcare markets. The landscape is likely to change in many markets over the next decade. To name a few that I will soon see: a decline in the number of stand-alone hospitals, an increase in consolidation between types and levels of care, and a shift away from fee-for-service billing for services based on capitation or pooled payments that they share. fairer risk between insurers and providers.
As a healthcare specialist at IFC, I have been fortunate to assess projects in over 25 countries. Already in a relatively short period of five years, I have noticed a clear trend towards new treatment models that help with this. This model has the potential to expand into new markets and more and more investors are doing so. Emerging markets offer significant opportunities for the private sector.
Innovative Health Care Delivery Model
This issue will be discussed at our upcoming Global Conference on Private Healthcare on March 27-28 in Miami. In addition to facilitating networking, we are creating specific panels for innovative care delivery that address the following questions:
Regulatory And Hospital Compliance Consulting For An Innovative Healthcare Delivery Model
The panel will be moderated by IFC Chief Investment Officer Carmen De Paula. Panelists: Irlau Machado Filho, CEO of Intermedica; Hend El Sherbini, Director General of IDH; Javier Lozano, CEO of Clinicas Del Azucar; and Sanjay Pathak, COO, CVS MinuteClinic Join us!
Part 2 of 8 Primer at the 8th IFC Global Private Healthcare Conference, March 27-28 in Miami Beach, Florida. IFC will bring together 450 healthcare entrepreneurs, investors, ministers and thinkers over two days to foster great discussion and networking. It is the only conference focused on personal care in emerging markets. Register now!
Follow the IFC Health Showcase for the latest on private health in emerging markets. The Affordable Care Act disrupted the current economic model of fee-for-service in the US health care market. Out of this chaos could emerge an open, consumer-oriented health care ecosystem focused on transparency, practical knowledge, collaboration and engagement.
The dramatic changes occurring in the US healthcare system are creating significant challenges and opportunities for existing industry players as well as new entrants. It is impossible to stand still in this environment.
Primary Care 2030: Innovative Models Transform The Landscape
Many healthcare professionals understand this and are actively looking for ways that can bring short-term improvement. However, in the long run, this path can lead to diminishing returns. The real winners in healthcare are those who understand the profound changes reshaping the business environment and pursue alternative paths that offer the potential for increased returns over time.
The key message for incumbents is that an effective strategy is to understand the new business environment, focus on the most promising positions in that new environment (very different from those occupied by many current players), and then strictly adhere to pragmatics on how to achieve this. . that is you have to do it. Take this job quickly.
Defining the role that society will play is increasingly important, but the focus of value creation is shifting to the complex interactions between different players within the broader healthcare ecosystem. For this reason, all participants will benefit from the development of a specific ecosystem strategy. This means identifying people with complementary skills from a growing number of ecosystem participants and working to build scalable relationships that can be used to deliver increasing value to audiences. customer.
Although the changes described in this white paper will take some time to materialize, positions that offer significant potential for growth and profitability can be filled quickly and will become increasingly difficult, if not impossible, to target and fill as soon as the first people decide. . Given the considerable uncertainty, it will be tempting to wait on the sidelines until the dust settles. Resist the temptation.
Payment Reform For Better Value And Medical Innovation
New entrants have more and more opportunities to target and occupy attractive locations that can generate economic value. The good news is that technology infrastructure is significantly reducing barriers to entry, commercialization and expansion. However, if the new entrant’s ambition is to grow into a large enterprise, the new entrant must also move quickly with a clear vision of the new role, driven by significant economies of scale or assortment.
In short, the emerging healthcare ecosystem represents a radical departure from the traditional dynamics found today and a fundamental restructuring of the industry from healthcare delivery to a ‘culture of health’. Change will take time, but it has already begun.
Ed, a 58-year-old business executive, watches a co-worker over a cup of coffee as they walk into the office kitchen.
“I feel better now.” Ed replied. I’ve almost given up hope of fighting it.”
Digital Health During Covid 19: Lessons From Operationalising New Models Of Care In Ophthalmology
Ed has chronic obstructive pulmonary disease and congestive heart failure. Two years ago, Ed could not be released from the hospital. Each visit to my local primary care physician (PCP) resulted in multiple visits to various specialists for repeated and often conflicting treatments. He was seeing at least 4 other caregivers and was on so many medications that he couldn’t keep everything straight. Unable to work, Ed was placed on short-term disability and feared losing his entire job. He felt like a burden on his family.
Ed tells a colleague, “I was about to quit, but then I connected with a community of patients, providers and suppliers from around the world. Everything was digitally integrated. When I work, my care is always tailored to my specific needs. the relief of seamless healthcare Everyone talks to each other Every specialist I go to is prepared with my information so the visit was efficient. I’ve never felt pressured to go back or worried that they might subconsciously suggest something that contradicts the Do’s or Takes.”
Currently, Ed’s vitality is stable and he has returned to productivity at work. With a new biometric monitoring device, Ed’s care team is checking daily records of his weight, heart rate, oxygen measurements and sleep patterns. Ed’s digital journal helps him and his treatment team track his well-being patterns. Ed has recently started participating in study groups and looks forward to progressing in the future.
This case describes a virtual patient experience with an open healthcare ecosystem that delivers significant improvements in quality and efficiency by rewarding collaboration and innovation. All participants will benefit from the opportunities for growth and innovation that drive health outcomes, as well as from continued efforts to improve those outcomes. Ed and his family have a better quality of life. Those in their care are empowered to provide better and more effective care and are rewarded for continually improving their collective capacity.
Innovative Healthcare Delivery Models? Yes, Please!
We’re starting to see elements of that story, and while many of the technologies that support it exist today, it’s still a futuristic scenario. In this report, we’ll look at some of the reasons why the US health care system has not yet reached this level of collaboration and integration, and explore ways we can get closer to that state.
DISCLAIMER: This is a comprehensive document that attempts to capture and understand all the moving parts of a rapidly changing ecosystem and show how they connect and reinforce each other. To help readers navigate this content, here’s a high-level overview of the journey we’ll take you through:
“The Golden Cage.” For many years, the US health care system operated under strict regulation and an economic model based on fee-for-service (FSE) and “sponsored” wholesale insurance. This relatively closed system offered an attractive combination of profitability and growth with relatively low risk, but at the same time inhibited transparency, competition and often innovation.
ACA: The Tipping Point. The Affordable Care Act (ACA) helped bring the market to a tipping point, but not necessarily in the way many perceive it to be. The need to fund the primary goal of uninsured coverage has created economic pressures that are accelerating and amplifying current market trends. Margin pressure, new tariffs and increased cost sharing by consumers are trends that challenge the profitability and sustainability of the current FFS economic model.
Rgr: Co Creating Innovative Solutions To Transform Healthcare Delivery System
Initial response. The initial response of many incumbents was to consolidate and create value through vertical integration and expansion, perhaps in an attempt to maintain price leverage. Unfortunately, while this approach appears to be the most effective path to more efficient and effective care in the short term, operational efficiency and cost leverage of scale may suffer from diminished returns, and consolidation may lead to market competition and reduced incentives. reduction. to innovate. Simply put, consolidation may provide a short-term solution, but not a long-term one.
Promising path. There are other ways to ensure sustainability and growth.