Category Archives: Strategy Demand-Driven

Entering the next “golden age” of medical innovation

Posted on by • Posted in Cancer Treatment, Clinical Innovation, CRISPR Gene Therapy, CRISPRs, Disruptive Technology, Health System, Hospital, Hospital Industry, Innovation, Innovative Care Models, Medical Innovation, mRNA-based Vaccines, Strategic Change, Strategy, Strategy Clinical, Strategy Demand-Driven, Strategy Development, Weight Loss Drugs • Leave a comment

https://mailchi.mp/7f59f737680b/the-weekly-gist-june-30-2023?e=d1e747d2d8

The New York Times Magazine published an encouraging piece about the impressive series of recent medical breakthroughs, many of which have been in the works for decades. 

Challenging the conventional wisdom that disruptive scientific breakthroughs have slowed over time, the article points out that the last five years of medicine have featured the rollout of mRNA vaccines, the first instance of a person receiving CRISPR gene therapy, and development of next-generation cancer treatment and weight-loss drugs. 

The Gist: The expanding innovation pipeline not only brings excitement and optimism for patients and physicians, but also has the potential to dramatically impact long-established care delivery pathways. 

Case in point: used at scale, new weight loss drugs could curb obesity-related chronic diseases and joint replacements—while possibly increasing the incidence of Alzheimer’s disease and cancer as more people live longer lives. 

Providers planning for facility and other long-term investments must think through scenarios about how these early, but very promising, innovations could alter demand and shift care delivery needs over coming decades.

Shriners to end inpatient care at Massachusetts hospital

Posted on by • Posted in Health System, Hospital, Hospital Industry, Inpatient Care, Mission, Outpatient Care, Outpatient Clinic Model, Strategic Change, Strategic Imperative, Strategy, Strategy Clinical, Strategy Demand-Driven • Leave a comment
https://www.beckershospitalreview.com/care-coordination/shriners-to-end-inpatient-care-at-massachusetts-campus.html?utm_medium=email&utm_content=newsletter

Tampa, Fla.-based Shriners Hospitals for Children is transitioning its Springfield, Mass., campus into an outpatient clinic model, NBC/CW affiliate WWLP reported April 20.

Current outpatient services won’t be affected, except that ambulatory surgery will end.

The hospital gave the Massachusetts Department of Public Health a 120-day notice of the plan on March 31, Western Mass News reported April 20.

“The advancement of surgical procedures has resulted in very few patients requiring admission for inpatient pediatric services, which are the cornerstone of a hospital facility,” Shriners said in a letter obtained by Western Mass News. “Accordingly, after evaluating the needs of our patients, we have determined that Shriners Hospitals for Children may best serve our patients and fulfill our charitable mission by transitioning this location from a hospital to an outpatient clinic model.”

How “Goliaths” that adapt can retain industry dominance

Posted on by • Posted in Care Delivery Assets, Consumer Focus, Consumer Preferences, Consumer-Centric, Consumerism, Health System, Hospital, Hospital Industry, Industry Dominance, Patient Satisfaction, Seamless, Strategy, Strategy Demand-Driven, Strategy Supply-Driven, Value of Incumbency • Leave a comment
https://us17.campaign-archive.com/?e=d1e747d2d8&u=526c5e99ee0439b6f83f7c051&id=51fc2969df
5 Steps for Defeating Digital Goliaths - Adthena

A thought-provoking piece in this week’s Harvard Business Review about the underrated advantages longstanding industry giants have over disruptors got us thinking about health system strategy. The authors highlighted several companies that have enjoyed sustained success over a century or more, including agricultural behemoth Deere and Company, and shipping giant company A.P. Møller-Maersk, which wielded “strategic incumbency” to successfully innovate and pursue new strategies, leveraging scale, trusted customer relationships, and long-term planning capabilities—attributes that new market entrants often lack when looking to disrupt established consumer channels. 

The Gist: In a market where healthcare unicorns constantly garner headlines, the article offers a counterintuitive perspective about the value of incumbency.

Health system leaders might look to the experience of Maersk, which moved from a supply-driven focus (pushing its products to customers), to a demand-driven strategy (navigating customers through logistical pain points), using technology to maximize its vast asset portfolio.

Likewise, health systems have an abundant “supply” of care delivery assets, and now need to build the connective tissue to make the care experience across those point solutions seamless for patients.