The president and CEO of Cincinnati Children’s Hospital explains how social determinants of health (e.g., education, housing, social support) affect children’s health outcomes, and how organizations that invest and intervene early can generate both near- and long-term value.
Topic Digital transformation
Why nonhospital-provider segments are primed for growth—and why that matters.
Using advanced analytics and digital capabilities to improve the design and implementation of care management programs can promote better patient outcomes and an improved return on investment (ROI).
Creating or participating in a digital health ecosystem can allow payers to take advantage of their central position in the healthcare landscape and expand in new directions.
Next-generation member engagement tools empower members to make higher-value care decisions and enable health insurers to improve care quality, increase member satisfaction, and reduce medical spending.
High-performing health systems have succeeded in “breaking even” in Medicare, but many continue to struggle to achieve similar results in Medicaid. A concerted effort to improve revenue can strengthen a system’s financial sustainability.
Process automation at scale is now feasible for most payers. When coupled with other next-generation digital tools, we estimate that it may enable many payers to reduce operational costs by up to 30 percent within five years.
Omnichannel interactions are fundamentally improving the consumer experience in many industries. Payers should act now to keep up with rising consumer expectations.
Although end-to-end digital claims management is still a distant vision, much can be gained from digitizing portions of the claims process today.
Smart hospitals make extensive use of innovative technologies to improve care quality and patient experience while reducing costs.
Hospital care is changing both rapidly and radically. Because of innovations in care delivery and organisational structures, future hospitals are likely to be very different from those of today.
Technology-driven innovation holds the potential to improve our understanding of patients, enable the delivery of more convenient, individualized care—and create $350 billion–$410 billion in annual value by 2025.
Ron Kuerbitz, Chief Executive Officer, agilon health, shares his perspective on consolidation of the sector, the role of technology, and what he’s most excited about for the future. He spoke with Neha Patel, Partner, McKinsey & Company in December 2018.
Although some payers are succeeding with digital, many risk being overtaken by disruptors. A winning formula of concrete steps can help other payers along the path to digital transformation.
Society is aging and healthcare costs keep rising. By digitizing the system, health services can be provided at lower cost and higher quality. A new study reveals the areas for and extent of potential improvements.
A digital transformation can enable private health insurers in Europe to control costs, attract new customers and retain existing ones, and influence the quality and quantity of delivered care.
The healthcare services and technology market is growing rapidly, which creates opportunities, risks, and structural questions for companies in the sector and those in the broader healthcare value chain.
In this interview, Otto Bitterli (Chairman of Sanitas Health Insurance) discusses the company’s digital transformation and its commitment to being an innovative long-term partner to its customers.
The US health insurance industry continues to be defined by uncertainty. The 25 articles in this compendium can help health insurers navigate the changes ahead.
Two steps—increasing healthcare-sector productivity and improving healthcare-market functioning to better balance the supply of and demand for health services—would likely produce sufficient savings to lower medical cost inflation to the rate of GDP growth.
Traditional arguments for EHR implementation such as efficiency gains and meaningful-use incentives are insufficient to maximize a health system’s returns on its technology investments. However, clinically and operationally oriented sources of value can generate an additional $10,000 to $20,000 per bed in annual margin.
Consumers’ accountability for healthcare spending is increasing, and more than a thousand companies are developing new digital/mobile technologies that should allow consumers to take greater control over their healthcare choices. This combination may disrupt the industry’s migration toward larger, more integrated systems and put almost $300 billion—primarily, incumbent revenues—into play.
What states, private payors, providers, and technology companies are doing to control costs and improve outcomes for individuals with behavioral health conditions or in need of long-term services and support, including those with intellectual or developmental needs.
Digital technologies and applications have the potential to markedly enhance a payor’s profits. Leadership from the top is necessary to overcome the organizational resistance to change that can make a digital transformation difficult.
Analysis of the HIMSS Value Suite database suggests that investments in healthcare IT can produce value, especially in terms of improved treatment and clinical care. However, gaps remain that the industry must fill before value from healthcare IT can be fully understood and maximized.
The potential of digitization is well understood, yet healthcare systems are struggling to convert ambition into reality. Here’s what we recommend.
As consumers take an increasingly active role in healthcare decision making, payors and providers need an accurate understanding of how healthcare consumerism is playing out. Using data from surveys of thousands of people across the U.S., we debunk eight of the most common myths circulating in the industry.
Technology is revolutionizing our understanding and treatment of disease, says the founding director of the Icahn Institute for Genomics and Multiscale Biology at New York’s Mount Sinai Health System.
More objects are becoming embedded with sensors and gaining the ability to communicate. The resulting information networks promise to create new business models, improve business processes, and reduce costs and risks–including for healthcare.
Can the mobile value chain complement its traditional core with adjacent growth? Yes—by adopting innovative business models and exploring new markets like digital healthcare.
Patients are becoming more like consumers of healthcare -- and they're expecting to be served like customers.
Three primary ways in which cybersecurity affects enterprises - and the healthcare industry, in particular.
Big data could transform the healthcare sector, but the industry must undergo fundamental changes before stakeholders can capture its full value.
A volatile new healthcare environment is emerging in the United States. These are times of trouble—and opportunity—for the payors’ CIOs.
Electronic Medical Records (EMR) is a technology whose time has come. Whether or not EMR can deliver on its promise, it will change healthcare profoundly.