Saturday, July 4, 2015
I recently stumbled on a very interesting healthcare case study - Intel.
This aligns with my prediction that I made a year ago that healthcare marketplace collaborative initiatives will pave way for making healthcare transformation successful.
The need to accelerate the transformation of health care in the U.S. is urgent—for both patients and employers. We have seen some hopeful signs that the tide may be turning: Thanks to the Affordable Care Act, the proportion of adult Americans without health care coverage fell to 12.9% in 2014 from 18% in 2013. And the rate of increase in U.S. health care spending has recently slowed, although it’s hard to know whether that’s simply a by-product of the Great Recession. Still, the crisis is far from over.
"Intel piloted Healthcare Marketplace Collaborative (HMC) in metropolitan Portland, Oregon. Over five years, it successfully implemented new clinical processes for treating six medical conditions and for screening patients for immunizations status and illnesses such as diabetes and high blood pressure. Although assessing the HMC’s full impact was not easy—and in a number of cases impossible given how the experiment was designed—the results that could be measured were significant: The HMC reduced the direct costs of treating three of the conditions by 24% to 49%—a tremendous accomplishment in an industry where slowing the rate of cost increases is considered a major achievement."
"The HMC also emphasized evidence-based care (clinical decision making backed by validated research); eliminated unnecessary care; allowed patients to access care and return to work faster; generated high levels of patient satisfaction; and cut more than 10,000 hours of waste in business processes. What’s more, it did all this within the confines of today’s fee-for-service reimbursement system, which is widely considered a major impediment to improving the U.S. health care system."
This sheds strong light on the corporate strategy of Intel and how a giant like Intel is redesigning itself in-and-out to position for long-term growth.