The length of disruption for patients continuing physical distancing remains unclear. However, most forward-looking healthcare organizations may use this time to materially scale virtual health offerings in ways that create competitive advantage.
Topic Consumer engagement
There remain challenges and risk in considering “widespread testing” as the sole criterion for returning to work and activities.
From “wartime” to “peacetime”: Five stages for healthcare institutions in the battle against COVID-19
Healthcare has found itself tested by the pandemic. The frontlines are delivering heroically, but the next normal for healthcare will look nothing like the normal we leave behind.
Former congressman, Patrick Kennedy, discusses mental and substance use disorders and how healthcare stakeholders can help these populations especially during the COVID-19 pandemic.
As governments race to contain COVID-19, it is important to know the actions society can take to mitigate the behavioral health impact of the pandemic and economic crisis.
Helping US healthcare stakeholders understand the human side of the COVID-19 crisis: McKinsey Consumer Healthcare Insights
Healthcare stakeholders on the frontlines of the COVID-19 pandemic must understand not only the disease itself, but also consumers’ questions, concerns, and behaviors. Our recent rapid-research effort in the US provides some early insights.
Artificial intelligence (AI) has the potential to transform how healthcare is delivered. A joint report with the European Union’s EIT Health explores how it can support improvements in care outcomes, patient experience and access to healthcare services. It can increase productivity and the efficiency of care delivery and allow healthcare systems to provide more and better care to more people. AI can help improve the experience of healthcare practitioners, enabling them to spend more time in direct patient care and reducing burnout.
Income, employment, education, food security, housing, transportation, safety, and social support are all factors that affect health and well-being.
John E. Gallina, EVP and CFO at Anthem shares his perspective on the changing healthcare landscape and opportunities to reduce cost, reinvent care delivery, personalize the consumer experience, and engage with partners to create change.
What issues will matter for the healthcare industry in the United States through the year and into the 2020s?
McKinsey conducted a national survey to understand the impact of unmet social needs on consumer health outcomes, utilization, and preferences. Given the link between unmet social needs and lower socioeconomic status, respondents for this survey included adult Medicare and Medicaid beneficiaries as well as low-income adults who were uninsured or who had purchased insurance through the individual market.
Dr. Jim Weinstein, the senior vice president for Microsoft Healthcare, discusses his perspectives on how to create a sustainable health system and how technology can help healthcare stakeholders improve productivity.
How healthcare investing efforts can drive innovation: a conversation with Matt Holt, President, Private Equity, New Mountain Capital
Collaboration, automation, and innovation may hold the keys to the future of healthcare investing. Matt Holt, managing director and president of private equity at New Mountain Capital, leads healthcare investing for the firm and shares his views.
Although they are often pursued as an approach for vertical integration, their value is not always clearly demonstrated.
At face value, the problem is simple: Getting the right care to the right people at the right cost—but anyone who has touched or worked in the industry knows that it’s a lot more complicated. As part of our series looking at productivity, Dr. Ron Walls, COO at Brigham Health discusses the opportunities to improve healthcare productivity—and the steps that leaders could be taking today to improve healthcare delivery.
Catherine Jacobson, president and CEO of Froedtert Health, and Thomas Zenty, CEO of University Hospitals, explain how their academic medical centers and academic-based health systems are finding their niche in the healthcare ecosystem. As these centers develop, how do changing consumer expectations and social determinants of health change their vision for the future?
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.
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.
In transformations, healthcare providers and payers must attend to their organizational health, not just their short-term performance.
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.
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.
Research from over 30 countries offers insight into providing digital healthcare, including practical steps for key stakeholders.
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.
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.
Addressing the social determinants of health: Capturing improved health outcomes and ROI for state Medicaid programs
The social determinants of health (SDoH) strongly contribute to variations in health status. Addressing SDoH can help ensure access to high-quality care, improve outcomes, and manage costs.
Survey findings shed light on how social determinants of health affect healthcare utilization rates and consumer interest in social program offerings.
McKinsey's latest research shows that consumer engagement in healthcare continues to grow, but many payers and providers are struggling to meet changing needs and demands.
McKinsey’s latest research suggests that although the market for individual insurance appears more stable from the consumer point of view, opportunities remain to encourage people to obtain coverage.
Planning for the future of healthcare: A conversation with Penny Wheeler, President and CEO, Allina Health
Penny Wheeler, President and CEO, Allina Health shares her perspective on the importance of partnerships in increasing value and understanding the consumer with Jenny Cordina, Partner, McKinsey and Company in an interview conducted in June 2017.
McKinsey’s latest healthcare consumer research suggests that consumer engagement can improve care access, quality, and affordability. But to be successful, it requires true collaboration.
Challenges with access continue to frustrate consumers and stunt health systems’ financial performance. Engaging clinicians and improving productivity are vital to address this dual issue.
Few healthcare organizations fully leverage customer insights to drive decision making and performance. Here’s how you can translate that data into concrete business initiatives.
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.
Increasingly, consumers are seeking services at sites of care outside of the traditional health system infrastructure. This shift has important implications for how health systems think about their asset base and scale.
Companies that can learn to understand, guide, and engage healthcare consumers, while inspiring their loyalty, have a significant opportunity to change the healthcare landscape.
In October, CMS released the Medicare Advantage Star ratings for 2017. By analyzing CMS’s data, we uncovered trends indicating it will be critical for payors to continue to invest in their capabilities if they want to deliver quality programs that receive a Star bonus.
As consumers gain experience purchasing health insurance in the individual market, their attitudes are evolving—and so is the market. McKinsey’s 2016 Individual Market Open Enrollment Period Consumer Survey reveals the changes.
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.
As the Affordable Care Act (ACA) third individual-market open enrollment period (OEP) came to a close in January, McKinsey’s Center for U.S. Health System Reform conducted its eighth national online survey to gather insights into how the individual-market and consumer behavior have evolved.
Our research suggests that improving customer experience could lead to significant financial gain, and that an approach beginning with a deep understanding of the consumer's journey could be the key to success.
When people get to the age of 75, chances are they’ll stay put—with their health plans at least. According to our Annual Enrollment Period (AEP) survey of 2,208 senior consumers, the Medicare population is a loyal bunch, and loyalty increases with age.
We analyzed every individual exchange hospital network across the U.S., and here’s what we learned.
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.
Despite higher increases in lowest-price plan gross premiums this year, a greater share of consumers are seeing less expensive lowest-price silver net premiums.
The mix of carriers and plans is continuing to change, with nearly half of consumers seeing a new entrant, and plan types becoming more managed.
As we near the 2016 OEP, outreach and retention efforts are ramping up. Understanding the different consumer segments is critical for driving uptake.
New McKinsey research sheds light on why Hispanic enrollment rates continue to be low – and how these numbers could be improved.
A comprehensive approach health systems can use to better understand the patient experience and thereby improve patient satisfaction.
CEO Adrian Gore describes how the South African company has been shaking up its industry through business-model innovation and explains what helps to catalyze new ideas.
Updated 2015 network data, including a comparison of networks offered on the 2014 and 2015 exchanges, insights into how networks’ pricing structures are evolving, and insurer and provider participation.
As the Affordable Care Act’s (ACA’s) second individual market open enrollment period (OEP) came to a close in February, McKinsey’s Center for U.S. Health System Reform conducted our seventh national online survey to discern insights into how the individual market has evolved.
Observations based on analysis of Medicaid/CHIP enrollment estimates through December 2014.
This brief provides a full view into the 2015 exchange landscape.
Survey findings shed light on how a variety of factors could affect the decisions consumers make about enrolling: eligibility for subsidies, penalties for not enrolling, satisfaction with 2014 plans, and increases in premium rates.
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Patients are becoming more like consumers of healthcare -- and they're expecting to be served like customers.
The first Open Enrollment Period (OEP) provided early insights into the new on-exchange, individual market consumer.
Insights from our international survey can help healthcare organizations plan their next moves in the journey toward full digitization.
From 2012 to 2019, Medicaid enrollment is projected to grow by 9-15M lives (16-26%), and by the end of the period managed Medicaid is expected to cover ~80% of enrollees.
This updated view of the network configurations being offered on public exchanges across the country suggests that consumer choice of health plan design is expanding.
This intelligence brief discusses the results of our April individual-market consumer survey, which confirm observations from the first open enrollment period and indicate possible future behavior.
A new McKinsey survey offers payors, providers, and state governments a way to understand key differences among Medicaid consumers— differences that have important implications for how to engage current and potential enrollees effectively.
The latest round of our national survey of QHP-eligible consumers tells a story of deeper engagement than previous surveys.
This series of articles examines transformational imperatives specific to health systems in the post-reform era, drawing on extensive work with healthcare stakeholders across the value chain.
A multiprong approach that puts physicians—and clinical care—at the heart of performance transformation efforts can help hospitals and health systems deliver more financially sustainable, patient-oriented, and physician-friendly care.
This document discusses five strategies adopted by leading consumer companies to engage customers: customer experience and branding, channel excellence, risk management, consumer value management, and product design and innovation.
The United States has a great opportunity to restrain the cost of its healthcare system, improve medical outcomes, and ease the financial and psychological burden on US consumers.
As consumers face more choice, complexity, and financial exposure for their healthcare in an increasingly uncertain world, what they are really seeking is peace of mind.
Most healthcare payors convert less than 10 percent of the customers who move to a new product class. There is substantial room for improvement.
Consumers are confused, concerned, and uncertain about their health insurance and financing needs. Companies should listen to them.