Over 40 Speakers, Including:
Over 40 Speakers, Including:
A recent study in JAMA Internal Medicine reported on the diagnostic accuracy of physicians vs. computer algorithms. The study compared the performance of one computer symptom checker app to the text based answers of 234 physicians, 90% of whom were general internists. You can read a summary here.
— Vince Kuraitis (@VinceKuraitis) December 30, 2016
Twitter commentators had a lot to say about this study. There are many possible interpretations and inferences that can be reached. This post tries to capture some of the main themes:
Oscar’s hope is that it can take narrow networks to the next level; rather than simply cutting costs, Oscar wants to use a narrow network to improve patient experience by deeply integrating with the hospitals and doctors it works with.
Is this the right strategic approach for Oscar? It depends.
A “Platform Revolution” is sweeping America. Platforms like Google, Facebook, Amazon, Apple, and Airbnb are turning existing industries inside-out and creating new landscapes never yet dreamed of.
…but healthcare hasn’t been affected much…yet. Below, I’ll briefly explain:
I am constantly surprised by the number of companies that intentionally describe themselves as the “Uber of Healthcare”. If you hear me describing your company that way, I don’t mean it as a compliment. What I do mean is some combination of:
Let’s take a more detailed look at each of these seven criticisms. Drawing on my background of 30 years in healthcare, I’ve included examples specifically directed at companies describing themselves as the “Uber for Healthcare”. However, I hope you’ll find the analysis applicable to a much wider range of companies that have described themselves as “Uber for X”.
Healthcare has been a laggard in adopting platforms…
…but that’s rapidly changing. In fact, I’ll suggest that healthcare will become the PINNACLE platform industry.
Healthcare has much to learn from platform development in other industries…and you can take a deep dive into platform strategies at the upcoming MIT Platform Strategy Summit, July 10 in Boston.
I’ll be chairing a panel on “Healthcare’s Digital Revolution: Emerging Platform Leaders”. The distinguished panelists are:
Michael Salerno – EVP Cohealo
Julie Yoo – Co-Founder & Chief Product Officer, Kyruus
Mark Dudman – Senior VP, NaviNet
Michael Jackson – GM, Intel Corporation
Other speakers at the event include:
Paul Daugherty – CTO, Accenture
Geoff Parker – Director, Tulane Energy Institute / MIT
Chet Kapoor – CEO, Apigee
Sangeet Choudary – Founder, Platform Labs
Luis von Ahn – Founder, DuoLingo & MacArthur Fellow
Malcolm Frank – CSO, Cognizant
Jerry Wolfe – CEO, Vivanda
Chris Dellarocas – Chair Digital Learning Initiative / BU
Eddie Hartman – Founder, LegalZoom
Youngcho Chi, EVP Corporate Strategy, Samsung Electronics
Marshall Van Alstyne – Professor, Boston University / MIT
JP Rangaswami – CDO, Deutsche Bank
Hope to see you there!
Health information blocking occurs when persons or entities knowingly and unreasonably interfere with the exchange or use of electronic health information. Our report examines the known extent of information blocking, provides criteria for identifying and distinguishing it from other barriers to interoperability, and describes steps the federal government and the private sector can take to deter this conduct.
We were struck with two major reactions to the ONC Info Blocking Report:
In turn, we offer seven recommendations to strengthen the report:
Dear Hospital CIO/CEO,
So you think that hoarding patient data is a good business strategy? …that it discourages patients from going to another hospital?
So why is the marketing department buying billboards encouraging patients to switch for convenience? to save a few minutes?
Tax-exempt hospital systems without fortress balance sheets and top quartile operating performance will be capital constrained in the future healthcare economy, even if tax-exempt debt continues be cheap and accessible. Stating the obvious: operating a hospital is a capital intensive activity. Historically, hospitals have required about $1 of invested capital to generate $1 of hospital revenue. As hospital systems contemplate changing their facility-based fee-for-service models into health enterprise models responsible for managing populations of patients and being at risk, capital will need to be deployed into new areas….
For less than top tier rated hospital systems, these capital demands create a capital conundrum: building both balance sheet strength in the form of increased days cash on hand and reduced leverage, while also spending capital that is not financeable with tax-exempt debt and very difficult without extraordinary operating margins.
Carsten Beith, Cain Brothers Industry Insights; March 30, 2015
For now, the answer is “we don’t know”.
But… the question is very important and worth tracking over the coming months. Let’s not assume that open source will equate to “open”.