Being on a plane at 10,000 feet, looks familiar
My plane was approaching 10,000 feet, and as seasoned travelers know approved electronic devices can be used at that altitude. Looking outside the window I recognized that roads and fields were a familiar size, so I knew it was about that time. Like in healthcare, most of our surroundings are familiar. There are the same players, the same frustration about the cost of healthcare, and the same internal competition for funds. But like on my flight the agenda today is different. On my flight my travel partner opened the airplane door at 10,000 feet. Thanks to my travel partner’s expertise (and parachute) we exited the plane and landed safely directly on our target. The plane returned to the airport to pick up the next group of skydivers.
It’s different today
While the healthcare surroundings look familiar, they are different. We have an affordability crisis, healthcare reform underway, and many employers willing to engage employees in health and to actively manage cost out of healthcare. While some health entities are hoping to ride out the storm with incremental change, most health enterprises are developing strategies to improve their relevance as healthcare transforms.
Changing perspective reveals valuable insights
When the plane door opened at 10,000 feet my perspective changed, and for healthcare in the current environment open your perspective to how you can improve health affordability. A senior executive recently moved from being a health plan executive, to becoming an executive for a health system. One of his health system colleagues welcomed him to “the good” side of healthcare, to which the executive thoughtfully replied “that (with the health plan to a health system change) he moved from being part of the problem…to being part of the problem.”
Drive change and gain market share
To lead the industry to affordability consider the following questions: What stakeholder actions are needed to advance affordability, and how can we create a structure to motivate those actions? What tools, relationships and programs are needed to encourage valuable actions? How can stakeholders become value based purchasers of healthcare services? By optimizing healthcare costs over 3-5 years (allowing the benefits of risk reduction to be realized), can we make gains that current year optimization miss? How can we collaborate with other stakeholders to gain efficiency and improve outcomes?
You can navigate to affordability, and with the right guide you too can arrive safely at your destination.