mHealth Israel_Managing the Barriers to Customer Adoption_Lisa Prasad, Henry Ford Innovation Institute

mHealth Israel_Managing the Barriers to Customer Adoption_Lisa Prasad, Henry Ford Innovation Institute

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  Communications Strategies toRaise Capital and Attract Customers Lisa Prasad Managing Director, Global Innovation Henry Ford Health System Managing the Barriers to Customer Adoption
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  Poised for DigitalTransformation • Healthcare in need of change and digital innovation takes advantage of capital efficiency trend; cost to get software product to market is in constant decline and much lower than a device or drug • Analytics and Ai can reduce/eliminate errors that cost lives and money; >$17 billion spent on measurable medical errors annually in US • IT can reduce the absurd 25% of healthcare costs that are based on back-office administration
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  So Why SoSlow to Adopt?
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  Simply, a strong“Yes” 2016 American Medical Association survey yielded high interest and enthusiasm for digital health tools. 85% want them. But, it has to: • Improve work efficiency • Increase diagnostic ability • Not reduce face to face time with patient • Pay them for time spent using the tool Are Doctors Interested?
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  Workflows Noise In theSystem Procurement Cycle Costs IT Issues Self Interests Value Proposition Validation Plan Payer Inefficiencies Adoption Barriers
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  Hurdle 1: Workflows •Safety and efficacy are requisites, but not sole needs. Practical fit of solution into existing care path is critical. • Who has to be trained, hired? How do I purchase, dispose, respond? • “I’ll gladly take $1 dollar today over $2 tomorrow” and “Do no harm” are prevailing mentalities
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  Hurdle 2: ActivationEnergy • New products require energy to activate • Traditionally, regulatory navigation provided more time for activation • With emerging digital health, need time to test and implement new solutions • There are simply too many emerging patient engagement platforms and decision support algorithms to consider • And many have over-promised
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  Hurdle 3: ProcurementCycle • The sales cycle in hospitals is both, long and disintegrated. • Health systems are a mosaic of individual hospitals, and hospitals a mosaic of departments • While integrated care is the target, most purchasing is made unit by unit. • Ref CareTrail path
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  Hurdle 4: Costs •Theoretical cost savings are rarely considered. Rather “accounted” costs dominate. • Accordingly, preventive value propositions (reduction of errors or downstream costs) not valued as much as they should be. • Volume-based care still dominates thinking and economics, while value-based care remains the aspiration
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  Hurdle 5: ITintegration and security • Once digital solution is viewed as warranting adoption, practical issues of IT administration, redundancy and security are paramount • Bugs or system failings are death-knells • Perceived security risks are critical detriments to young firms.
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  Hurdle 6: Incumbentself-interests • The existing corporate players do not want disruption • Lack of interoperability intentional • High costs to integrate limit adoption (ref Epic)
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  Hurdle 7: PractitionerSelf-interests • Automation eliminates jobs in all sectors; not lost of clinicians • AI for radiology and digital pathology works, but resistance is clear (and logical) • Automation of triage needed and practical, but it will be fought • So, “decision support” reigns and this may add costs • Also, positive self-interest can add features and costs that are not conserved by the decision makers
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  Hurdle 8: Lackof value proposition • Digital firms don’t usually “miss the target”, rather, they do not know what the target is. • What are you selling, why would we buy? • Is it proven to not cause harm to a patient? • Does it solve a real problem we have today? • Does it work within our ”system”? (no new protocols, equipment, integration, etc) • What is the cost / benefit relationship?
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  • Tech-based firmsoften underestimate validation protocols • Definition of “Proof of Concept” • Lack of understanding risk, cost and current pathways erodes “legitimacy” • Leads to absurd economic expectations: remember healthcare “profit” is about 2- 3% Hurdle 9: Lack of validation plan
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  Hurdle 10: PayerInefficiencies • 3rd party Payer System is inefficient in that it adds another hurdle that is a “black box” • A “Chicken and an Egg” paradigm ensues • Payers may cover once utility is demonstrated; coverage and adoption are needed in order to prove utility.
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  What Can WeDo to Alleviate? With respect to hospitals • Partner early • Align to major current problems • Focus on system, not product
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  What Can WeDo to Alleviate? Internally • Buildout diverse teams • Utilize retrospective data modeling to reduce costs and conduct scenario analysis • Set appropriate expectations internally for time and costs (and garner investment appropriately)
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  "If you wantto disrupt an industry [like healthcare], you have to do it in a non- disruptive way." – Sami Inkinen Thank You!