A new era of innovation

Over the last decade, innovations in technology and business models have disrupted the industry’s status quo. As healthcare organizations face unprecedented COVID-related challenges, there’s no doubt that providers will seek to innovate further in order to successfully emerge from the pandemic.

In a discussion with Modern Healthcare Custom Media, two industry leaders offered their perspectives on how healthcare leaders will transform their organizations for the future of care, and shared best practices for enabling innovation within healthcare organizations.

Panelists:

Annie Haarmann is head of healthcare strategy and consulting at Reputation. She helps large healthcare organizations improve consumer experience with data-driven insights that maximize value, drive quality and improve access.

Susan Sweeney, MPH, is senior vice president, global marketing, access and capabilities at Amgen. She provides leadership across therapeutic areas and all stages of the product lifecycle of drug commercialization.

AH: AI can be used to analyze patient feedback at scale. Traditional quality metrics don’t provide a holistic view of an experience. Perception is as important as a clinical outcome, and influences the patient’s likelihood to follow treatment or return for aftercare. We must look beyond traditional structured data such as CAHPS surveys, and examine unstructured data “in the wild,” like social media and third-party reviews, for a holistic voice of the consumer.

SS: There are opportunities to optimize drug development that will impact speed, decrease study size, increase the probability of success and the efficiency of research. Continued focus on innovation like adaptive trial design, RWE for regulatory approvals (like synthetic control arms), master protocols and enhanced segmentation of diseases will continue to drive patient access to precision medicine.

AH: In the past, I’ve heard leaders say a project was "too big to fail" or "mistakes are not an option." This direction puts a team into a mindset of protecting status quo, rather than taking a risk on something new. Innovation comes with risk of failure. The way to empower a team is to remove fear. When your staff knows they’re safe and won’t lose their jobs if they try something new and it doesn’t work—that safety leads to more creativity and innovation.

SS: I encourage my staff to reflect on activities that provide real value to the team, the organization, and most importantly—to patients. By cultivating this culture, Amgen leaders prioritize innovative thinking and focus on the unique value proposition individuals can bring to the table. Through hard work and collaboration, leaders help to foster an environment that empowers teams to create out-of-the-box approaches to solving critical problems.

AH: The pace of change is much faster—telehealth and chat have been thrust forward. But legacy healthcare faces the toughest competition in the next two years. Traditional providers made huge strides in the “digital front door” over the past year, but this was while fighting the virus on the frontlines. COVID-19 pulled focus and resources—a disadvantage against fast-moving retail health competition that didn’t face the same level of crisis.

SS: COVID-19 has led to an escalation of public attention to long-standing health inequalities. Throughout the healthcare industry, stakeholders must embed a focus on social risk and health equity in our businesses as we innovate to better understand and serve more patients. Amgen is innovating through cross-sectoral partnerships to achieve equitable patient access, among other solutions.

AH: First, break down data silos. Each touch—from scheduling to check-in to billing—is a piece of the experience. By bringing it all into one dashboard, you see the full CX journey. Second, be agile. It’s about progress over perfection. If you can’t bring all the feedback data into a single place, start where you have easy access, such as social media or online reviews data. Add sources like surveys or chat over time.

SS: We are not playing a zero-sum game: powerful, mutually beneficial outcomes are available when cross-sectoral stakeholders partner, align incentives and collaborate. We can’t let siloed departments or organizational red tape stop progress. Meaningful change occurs when we bring key players together to test new ways to improve access and deliver more affordable healthcare while ensuring medical advances benefit patients and the system.

AH: Bigger doesn’t always mean more innovative. For providers, a merger or expanded service can’t just be about more, it must translate to value for the patient. For example, we are seeing some large health systems rethink the way they use their real estate portfolio to better serve the needs of their communities for preventive care. Continually reassess your portfolio to ensure it delivers the most value. That is the source of innovation.

SS: There are many players that contribute to the R&D value chain to build and maintain a vibrant biotechnology ecosystem. To attract funding to turn science into new medicines, we need to have faith that our healthcare system will reward risk-taking. Congress, the Administration and other stakeholders should advance market-based reforms that will promote competition and improve patient access to therapies without stifling innovation in the U.S.

AH: Too often we rush to build a solution before we truly understand a problem. The technology is the easy part. Spend more time listening to and learning from patients. Start with empathy.

SS: Patient centricity should permeate the earliest stages of product development and across the entire care pathway. Every single decision, from formulation, device and dosage frequency, to using patient-reported outcomes in clinical trials, must be centered around what is best for the patient. Embedding this mindset into the organization holds everyone accountable and drives all of us to work every day.

AH: Listen to what patients and employees are saying about you online. You may be amazed what you learn outside of traditional feedback channels like CAHPS. Monitor third-party sources such as social media and review sites. Patients are sharing their experiences online. Many of these experiences reflect the human impact of healthcare disparities, and where you need to address root causes of problems.

SS: Understanding social risk factors, like financial strain or transportation barriers, and the associated impact on the patient’s experience and that of their family is an important place to start. Timely and targeted interventions can enhance health equity and improve both the patient’s health as well as population health, more broadly. Identifying social determinants of health and solutions should be considered by all leaders to support their communities.

For more information about Amgen, please visit www.amgen.com.

For more information about Reputation, please visit www.reputation.com/solutions/healthcare.