The Success of Health Systems Today Depends on Innovation

Hospital and health systems CEOs are focused on innovation to improve patient access and deliver services to the patient where they are and when they need it.

Healthcare consumers expect healthcare services to be delivered to them in a more convenient, customer focused way. This is particularly true of millennials, who have not grown up with the centralized health care delivery model being the only option. Coupled with more demanding consumers is a marketplace where non-standard competition is starting to offer in-community and healthcare with no address solutions to the connected patient.

This creates both a challenge and an opportunity for hospital CEOs. Many CEOs see innovation as an absolute necessity to their organization’s success going forward.

From Modern Healthcare Power Panel Survey, 85% of CEOs ranked clinical practice among the top three healthcare areas most in need of innovation.

Digital innovation examples include telemedicine, consumer wearables, predictive analytics, machine learning and Artificial intelligence. Although a hot topic, AI is being used most often in back office activities. One of the biggest challenges for hospitals implementing innovative technologies is staff resistance to change.

Medical device companies who have been able to demonstrate how their technologies benefit the health systems desire to innovate have a much greater chance of gaining the attention of senior leadership in the customer organization.

What should the selling organization consider?

  1. Research your hospital and health system to identify their strategic priorities.
  2. Determine underway or proposed operational initiatives for innovation that your solution may positively impact.
  3. Identify the key stakeholder in the hospital or health system who owns this initiative.
  4. Determine a strategy to gain access to this individual.
  5. Focus the meeting on the customer, not your product to determine the suitability of your potential solution.

A strong clinical value proposition is no longer enough to be successful in this health care climate. To be successful, industry must become proficient in describing how their technology impacts strategic, operational, financial and clinical objectives.