Healthcare Rx: The Rise of the Empowered Consumer

Healthcare Rx: The Rise of the Empowered Consumer

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  Part II Digital Business 2020: Getting there fromhere! Healthcare Rx The Rise of the Empowered Consumer CognizantiAn annual journal produced by Cognizant VOLUME 8 • ISSUE 1 2015
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  Cognizanti is anannual journal published by Cognizant. Our mission is to provide unique insights, emerging strategies and proven best practices that globally-minded companies can use in their quest for business and IT performance excellence. All articles published in Cognizanti represent the ideas and perspectives of individual Cognizant associates and contributors who have documented expertise in business-technology strategy and implementation. The content of the articles published in Cognizanti represents the views of the individual contributors and not necessarily those of Cognizant. They are put forward to illuminate new ways of conceptualizing and delivering global services for competitive gain. They are not intended to be, and are not a substitute for, professional advice and should not be relied upon as such. For more insights, and to continue the conversation online, please visit our e-community at http://connections.cognizant.com or download our Perspectives app from the Apple App Store or Google Play at http://cogniz.at/itunescognizantperspectives or http://cogniz.at/googleplaycognizantperspectives, respectively. © Copyright 2015, Cognizant Technology Solutions No part of this publication may be used or reproduced in any manner whatsoever without written permission of Cognizant.
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  Cognizanti • 4 Marketand digital forces have combined to enable the healthcare industry to treat much of what ails it — or be supplanted by newcomers who can more quickly seize the digital high ground. Welcome to the world of the engaged, aware and empowered healthcare consumer. Trans- formative market forces, coupled with rapid advances in digital technologies, are placing consumers at the center of an increasingly virtualized, personalized and delocalized healthcare system. Responding to this transformation is an existential challenge for traditional healthcare organizations – one they must master if they hope to thrive in the new digital economy. Successfully engaging the accountable health- care consumer will require broad new capabili- ties, from business models based on quality of outcomes, to digitized processes that address consumer demands for product customization and more control over their care decisions. As these objectives are accomplished, the industry can more effectively reduce waste and costs and improve efficiencies – thus solving many of its own enduring challenges while meeting the needs of a new generation of health consumers. The Forces Reshaping Healthcare A wide array of market forces is reshaping the healthcare industry as we know it. While many factors are in play, two will have partic- ularly transformative impacts on traditional health insurance and care delivery models: OO Consumerism and the expansion of direct-to-consumer retail insurance markets. Historically, healthcare payers have relied on employer-sponsored group insurance as the dominant channel for insurance revenue. However, by 2020, industry gurus predict the majority of health insurance purchases will shift to direct-to-consumer online market- places. This change is being driven by two concurrent trends: šš The Accountable Care Act’s (ACA) individual mandate and the creation of state and federal public exchanges for direct-to-consumer health insurance purchases. šš The increasing prevalence of defined contribution strategies in which large employers channel individuals to direct- to-consumer private exchanges.1 OO Value-based care and the shifting of risk and accountability away from payers and toward providers and members. The ACA and the Centers for Medicare and Medicaid Services (CMS) are aggressively promoting new The Rise of the Empowered Consumer By Patricia Birch & William Shea Healthcare Rx
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  5 value-based care reimbursementmodels. Value-based care rewards providers when they deliver improved quality of care and achieve enhanced population health outcomes, compared with traditional fee-for-service claims-based models that reward volume of services delivered with little regard to quality. And while the healthcare industry has grappled with these transformative market forces, a parallel set of digital and societal forces has been brewing: OO Rapidly evolving technology. SMAC technologies (social networks, mobility solutions, big data analytics and cloud computing), along with artificial intel- ligence and the Internet of Things (IoT), are poised to become tablestakes capabili- ties in the healthcare industry. OO New virtualized ways of accessing healthcare. Advances in telemedicine and telehealth, as well as the proliferation of mobile health apps and remote patient monitoring technologies, are resulting in new business models capable of delivering an increasing range of healthcare services virtually – resulting in new “unwired” and delocalized care delivery models. Search the iTunes app store for health apps, and more than 22,000 results appear, ready to track all aspects of our lives – health statistics, emotional states, behavior and social environment. Such technology is empowering individuals to quantify themselves, monitor their own health and vitals, and share data as they choose. OO Democratization of healthcare data. The healthcare industry was slower than most to digitize its data sets, and histori- cally, most data was siloed and propri- etary. Data and information was “gated” and inaccessible. However, investments in electronic medical records (EMR), electronic health records (EHR) and health information exchanges (HIE) over the past decade, along with advancements in data standards and interoperability, are finally paying off. As a result, the digitized healthcare data universe is reaching a tipping point and is on the cusp of an era in which high-quality health informa- tion will be readily available anytime, anywhere. OO Demographic shifts. The millennial generation has grown up with the Internet and has different expectations regarding information and services access. They represent an ever-increasing proportion of healthcare consumers and are demanding the same level of digital consumer experience and self-service in healthcare as they routinely find in the retail and entertainment sectors. And it’s not just millennials; boomers also show increasing acceptance for using technology to research health information and interact with service providers.2 This super-convergence of the market and technology forces is now under way, setting up a “perfect storm” of disruption that will change healthcare more quickly – and in very different ways – from what one might expect. This storm is moving at “Silicon Valley Search the iTunes app store for health apps, and more than 22,000 results appear, ready to track all aspects of our lives — health statistics, emotional states, behavior and social environment.
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  Cognizanti • 6 speed”and will dramatically disrupt tradi- tional business models across the healthcare ecosystem, threatening existing players and enabling new entrants. Disruptive Cost Transformation We have seen this play out before: Numerous mature industry value chains have been dra- matically disrupted by digital and technology forces, permanently changing their value and cost equations. Travel, financial services, music and entertainment industry supply chains have been permanently disintermedi- ated in remarkably short order. As the world becomes more digitally intensive, these industries’ traditionally complex value chains – consisting of content creators, aggregators, producers, marketers, distributors and brick- and-mortar retailers – have transformed into “creator-to-consumer” models. The result for consumers has been a dramatic reduction in the cost of goods and services. For example, the digital disintermediation of traditional publishing supply chains has resulted in many electronic books being available for less than half the cost of their hardcover counterparts. Similarly impressive savings can be cited across numerous industries. Next Up: Healthcare Market, regulatory, technology and digital forces are poised to quickly accelerate across the healthcare industry, and portions of the healthcare value chain will be disintermedi- ated, virtualized or delocalized along the way. As we have seen in other industries, the end result will be a radically transformed consumer-centric model – with account- ability residing not with insurers, and not with providers, but squarely on the backs of empowered consumers. As a result of all this anticipated disruption, an unprecedented number of new entrants and venture capital-backed solution providers are now focusing on healthcare, competing to serve the emerging accountable healthcare consumer. In fact, healthcare startups raised almost $4 billion in venture capital in just the first quarter of this year.3 Additional threats to incumbents have originated outside the healthcare industry. New entrants from mature direct-to- consumer industries (e.g., Target, Walmart, Walgreens, AT&T, Verizon) are all looking to seize the moment and leverage their ubiquity, strong brands and proven direct-to-consumer digital strategies and investments into the new consumer-centric healthcare market. Meanwhile, the combined effects of consumer- ism, value-based quality-driven care and digital technologies – from apps, to wearables, to diag- nostic advances in custom medicine – are forcing incumbent healthcare stakeholders to rethink their business models. This has resulted in: OO Continuing consolidation and M&A activity across all segments of the industry to generate economies of scale and mitigate margin pressure. Consolidation in the health plan sector has accelerated, with major acquisitions this year.4 Further, there’s been an uptick in M&A activity related to executing on vertical integration strategies. Payer organizations are absorbing providers and health systems outright, or acquiring software companies that serve the provider market, in order to ensure relevance as the traditional health plan value proposition shifts in the new consumer-centric healthcare economy.5 OO Diversification strategies focused on higher margin, non-insurance lines of business. Health plans, in particular, are looking to productize their insurance administration, analytics and medical management capabilities by selling them “as a service” into the emerging risk-bearing provider market. Payers are doing this in large part as a way to place their bets on the future and ensure a role for themselves as industry value chains disintermediate. And, not surprisingly, providers are increasingly interested in leasing the productized risk management and administrative services these health plans are providing. OO Provider and health systems consolidat- ing and reorganizing the care delivery system so they can scale to be sustain- able risk-bearing organizations (RBOs) as accountability shifts and new value- based reimbursement models mature.
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  7 As providers adoptvalue-based contracts, they must bear the financial risks associated with receiving payments based on achiev- ing high-quality health outcomes. Many are going beyond just being RBOs or ACOs, and are making the leap into becoming health plans and selling health insurance products directly to consumers in new online marketplaces – further blurring the lines between payers and providers. This is spurring investment in digital capabili- ties to support population health management and patient engagement, as well as in the administrative and information management infrastructure, tools and platforms that are needed to deliver better care at lower costs. The Future: An Industry Aligned with the Accountable Consumer All this activity will increasingly place the consumer firmly at the center of healthcare industry business models. While it is impossible to predict exactly how the industry will evolve, it is clear that successful industry players will need to cultivate the following qualities: OO Patient-centered thinking. This focus is fundamentally different from episode-based care and disease management. It requires new ways of designing benefits, giving more power to consumers and reimagining how care is delivered from the consumer’s perspective. OO Agility. Healthcare organizations will need flexibility in all aspects of their operations – from IT infrastructure and front-end interfaces to management structures – to respond swiftly to threats posed by new entrants and changing consumer demands. OO M&A and integration competencies. Industry stakeholders must be proficient at absorbing and launching new lines of business. OO Change management skills. These will be necessary to effectively implement new operating models, processes and workflows. OO Collaboration and partnership capa- bilities. Organizations will need to think innovatively about how to look beyond traditional industry boundaries to form new alliances and offer services aligned with the accountable consumer. Figure 1 Healthcare’s Digital Transformation Framework Establish a Prioritization Model Prioritize target capabilities into market-validated categories: on-par, market-leading and best-in-class. Develop a Digital Capability Maturity Model Inventory digital capabilities and categorize as on-par, market-leading and best-in-class. Establish Future-First Identify target digital capabilities that are critical to a health plan’s success in the digital ecosystem. Reimagine the Experience Emphasize the stakeholder experience and journey as a key strategic theme of the entire initiative. Assess the Competition Validate digital capabilities based on industry trends and competitor analysis through extensive secondary research.
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  Cognizanti • 8 OOHealth information technology adop- tion. Healthcare organizations must accel- erate their adoption of digital solutions. Digital agility and power will be necessary to compete with new entrants and to streamline operations to generate savings. Setting Digital Priorities Balancing these demands requires setting some clear digital priorities. The following steps can help clarify where to make initial investments: 1. Review the market. Consider your place in the overall market; the strategies and investments that market segments are making; and local competitors’ apparent strategies, capabilities and investments. 2. Minimize gaps. Understand today’s “industry standard” alongside the future “new normal.” While entities should eventually close the gaps between those poles, they also need to be aware of shifting consumer expectations and technology advances vs. doggedly checking off poten- tially obsolete boxes. 3. Define your meaning of digital. Develop a digital strategy that identifies where you will differentiate yourself from competitors and understand the key capa- bilities that enable the differentiation. 4. Prioritize your investment. Take a step back and look at the sum of your capability investment goals. Be realistic and remove the low priorities to have a better chance at achieving the more important goals. 5. Weigh your options strategically. Examine the range of your investments among standard, leading and pioneering capabilities. Aim to achieve a balance between initiatives aimed at closing gaps and creating differentiation, as well as a small number of pioneering investments to implement as pilot programs. Driving Digital Innovation at Scale These unique market dynamics are creating a dual mandate whereby healthcare stake- holders need to continue to focus intently on operational efficiency while at the same time driving digital transformation and innovation at scale. Industry-leading organizations are recalibrat- ing their spending accordingly, moving dollars from “lights-on” maintenance and operations projects to invest in new digital initiatives. Digital is more than just technology; it combines technology, data science, devices and design to reinvent a customer experience or business process. Successful digital enter- prises will achieve enhanced efficiencies and productivity while simultaneously reimagining business processes and driving digital transfor- mation at scale (see Figure 1, opposite page). Given the pace of technology change, businesses need more than single-point digital solutions; they need to incorporate innovation into the organization’s DNA. As digital technologies become mainstream, organiza- tions will need to continuously innovate to maintain market differentiation based on business and clinical performance. Develop a digital strategy that identifies where you will differentiate yourself from competitors and understand the key capabilities that enable the differentiation.
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  9 A U.S. nonprofithealth plan with almost four million members faces strong digital competition from well-established players and venture capital-backed startups. Top-tier digital capabilities in this market are a clear competitive necessity. Economic constraints are also a reality, making it equally vital to develop a business outcomes-driven digital strategy. The guiding principle of this health plan is to establish a high-quality member- centric experience at every touchpoint as a core business asset. To achieve that goal, we created an ROI-driven enterprise roadmap using our Digital Transformation Framework. The framework pinpoints immediate high-value initiatives, as well as the building blocks of a longer-term digital journey. These building blocks include the following actions: Digital Steps to Consumer Centricity Quick Take Establish “future-first:” We identified the digital capabilities, such as mobile access, defined as critical by the health plan provider’s various lines of busi- ness stakeholders, including members. Conduct a competitive assessment: We compared the digital “wish list,” such as mobility options and digital communication alternatives for stakeholders, with competitors’ current capabilities and industry trends to validate perceptions and clarify priorities. 1 2 3 4 5 1 2 3 4 5
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  Cognizanti • 10 Reimaginethe customer experience: We envisioned new processes supported by the targeted digital capabilities, such as delivering self-service-based, always- available digital channels that members requested. After identifying more than 150 high-priority digital business capabilities, the health plan will implement our new digital healthcare platform, Cognizant Health TranZform™.TranZform offers a best-of-breed partner ecosystem, combining vetted, third-party digital “point solutions” and in-house developed apps into a common digital consumer engagement layer. TranZform will enable quick launch of “tablestakes” features and functions, and its engagement layer will ensure a consistent experience across all stakeholder touchpoints. The platform will also support foundational digital capabilities, such as powerful predictive analytics, aligned with long-term business goals. Based on internal computations and our extensive industry experience, we expect well- planned consumer-centric digital strategies like these to reduce operations costs by 20% to 30% through automating internal processes, integrating data silos, reducing high-cost channel use, increasing speed-to-market and sales, and creating stronger engagement with members. Develop a digital capability maturity model: We then ranked the ability of in-house systems and commercial platforms to deliver on the company’s priorities. Create a prioritization model: We ranked digital targets by the health plan provider’s evaluation criteria, such as tablestakes capabilities that are required to be on par with local competition; high-ROI initiatives; and true market leading-efforts, likely incorporating analytics and personalization. 3 4 5 3 4 5 4 5
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  11 To enable comprehensivedigital innovation at an enterprise scale, healthcare companies will need to scale up their digital initiatives by re-architecting legacy environments, con- necting new solutions to existing systems, and creating the supporting capabilities necessary to bring digital ideas to enterprise scale. (See Quick Take, page 73, on how we helped one health plan begin this journey.) Engage the Empowered Healthcare Consumer…. or Else The empowered healthcare consumer is already emerging. The trend will continue as market, regulatory and digital forces play out across the healthcare ecosystem. That said, the accountable consumer still faces numerous barriers that will persist for some time. The industry remains burdened with legacy technologies that impede interoperability, as well as overly complex insurance products and provider contracts that defy automation and inhibit innovation. Industry participants need to address these issues by adopting standard, transparent pricing for evidence- based procedures; otherwise, disruptive new entrants, unburdened by the complex legacy of traditional players, may prevail. Empowered, accountable consumers will not be willing to subsidize the industry’s tradition- al inefficiencies. Instead, they will increasing- ly channel their healthcare spending to the health plans and providers that have invested in industry-leading, digitally optimized systems of consumer and patient engagement. Footnotes 1 “2014 Health Care Survey,” Aon Hewitt, 2014, http://www.aon.com/attachments/human- capital-consulting/2014-Aon-Health-Care-Survey.pdf. 2 Cynthia LeRouge, Craig Van Slyke, Deborah Seale, Kevin Wright, “Baby Boomers’ Adoption of Consumer Health Technologies: Survey on Readiness and Barriers,” Journal of Medical Internet Research, Vol. 16, No. 9, September 2014, http://www.jmir.org/2014/9/e200/. 3 Brian Gormley, “Health-Care Startups Raise Record $3.9 Billion in Venture Capital in First Quarter,” The Wall Street Journal, April 21, 2015, http://www.wsj.com/articles/health-care- startups-raise-record-3-89-billion-in-venture-capital-in-first-quarter-1429633713. 4 Major deals year-to-date include Centene’s agreement to acquire Health Net; Aetna’s agreement to acquire Humana; and Anthem’s agreement to acquire Cigna. 5 Noteworthy examples include Highmark Blue Cross Blue Shield’s acquisition of West Penn Alleghany Health Systems and Anthem’s acquisition of Caremore, a Medicare Advantage plan and operator of dozens of clinics across three states. For additional M&A activity, see: http://www.healthcarefinancenews.com/slideshow/healthcare-mergers-and-acquisitions- 2015-running-list?p=1. Authors Patricia (Trish) Birch is a Cognizant Vice-President and leads the company’s Healthcare Consulting Practice and Life Sciences Practice within Cognizant Business Consulting. She has 25 years of experience in healthcare operations and management consulting. Trish is also a published author and speaker on issues facing the healthcare industry. Trish can be reached at [email protected]. William “Bill” Shea is an Assistant Vice-President within Cognizant Business Consulting’s Healthcare Practice. He has over 20 years of experience in management consulting, practice development and project management in the health industry across the payer, purchaser and provider markets. Bill has significant experience in health plan strategy and operations in the areas of medical management, claims management, provider and network management and product development. He can be reached at [email protected].
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  About Cognizant Cognizant (NASDAQ:CTSH) is a leading provider of information technology, consulting, and business process outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfac- tion, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. To learn more about Cognizant, please visit: www.cognizant.com. U.S. Headquarters: 211 Quality Circle College Station, TX 77845 Tel: +1 979 691 7700 Fax: +1 979 691 7750 Toll Free: +1 855 789 4268 Email: [email protected] India Operations Headquarters: #5/535, Old Mahabalipuram Road Okkiyam Pettai, Thoraipakkam Chennai 600 096 India Phone: +91 (0) 44 4209 6000 Fax: +91 (0) 44 4209 6060 Email: [email protected] China Operations Headquarters: Cognizant Technology Solutiions (Shanghai) Co. Zhangjiang Hi-tech Park Building No. 5, No. 3000 Longdong Avenue Shanghai, Pudong China 201 203 Phone: +86 21 6100 6466 Fax: +86 21 6100 6457 Email: [email protected] World Headquarters: 500 Frank W. Burr Blvd. Teaneck, NJ 07666 USA Phone: +1 201 801 0233 Fax: +1 201 801 0243 Toll free: +1 888 937 3277 Email: [email protected] European Headquarters: 1 Kingdom Street Paddington Central London W2 6BD Phone: +44 (0) 20 7297 7600 Fax: +44 (0) 20 7121 0102 Email: [email protected] Philippines Headquarters: Cognizant Technology Solutions Philippines, Inc. 5th & 6th Floor, 8/10 Upper McKinley Road Building 10 Upper McKinley Rd. McKinley Hill, Fort Bonifacio Taguig City 1634 Metro Manila Philippines Phone: + 63-2-976-2270 Email: [email protected] Global Delivery Centers: Budapest (Hungary), Buenos Aires (Argentina), Guadalajara (Mexico), London (UK), Manila (Philippines), Shanghai (China), Toronto (Canada); Chennai, Coimbatore, Kolkata, Bangalore, Hyderabad, Pune, Mumbai, New Delhi, Cochin (India); Bentonville, AR; Boston; Bridgewater, NJ; Des Moines, IA; Minot., ND; Phoenix, AZ; Tampa, FL (U.S.). Regional Offices: Atlanta, Boston, Chicago, Dallas, Los Angeles, Norwalk, Phoenix, San Ramon, Teaneck (U.S.); London (Canada); London (UK); Frankfurt (Germany); Paris (France); Madrid (Spain); Helsinki (Finland); Copenhagen (Denmark); Zurich, Geneva (Switzerland); Amsterdam (The Netherlands); Hong Kong, Shanghai (China); Tokyo (Japan); Melbourne, Sydney (Australia); Singapore (Singapore); Bangkok (Thailand); Kuala Lumpur (Malaysia); Buenos Aires (Argentina); Dubai (UAE); Manila (Philippines).