Make the digital doctor QWILT SET
Arlen Meyers, MD, MBA
President and CEO, Society of Physician Entrepreneurs, another lousy golfer, terrible cook
Any business model or mission model canvas should start with your value proposition for a specific customer segment. In a nutshell, value proposition is a clear statement that
In other words, WIIFM (What's in it for me). It's your pick up line.
Since sick care is a multi-sided market, you will have to satisfy the jobs, pains and gains of many customer segments including not just influencers, like doctors, but end users, payers and producers and policy makers as well.
According to one survey, patients want emotional, support, convenience and accessibility, trust in data security, and equitable access.
When it comes to digital health products and services for doctors, the dog won't eat the food unless you create a carefully made QWILT SET that delivers both qualitative and quantitative improvement in:
Quality: Something that delivers evidence based improvements in quality of care. It should answer 3 basic questions: 1) Will it work? 2) Has it been clinically validated?, and 3) What is the evidence that it adds value or achieves the quintuple aim?
Workflow : Something that eliminates waste, improves throughput, takes advantage of the savings from business process outsourcing and, thus, reduces costs in their practice. Does your "solution" introduce yet another third party intermediary that second guesses decisions, removes control or contributes to technofatigue that stokes burnout? Do doctors have to use an app that is not integrated in an EMR? Here are some ideas where technology can help with workflow efficiency. As physicians, we know that we often spend our days doing the wrong work for our patients. The current care delivery model requires physicians to do both “solution shop” work1?(solving unstructured problems and building trusting relationships with patients) and “production line” work (process-oriented activities such as completing preventive screenings, renewing prescriptions, and entering orders).
Workers spend a lot of time toggling between apps and websites to do their jobs. But how often do they really do this, and how much times does it really take up? These authors studied 20 teams, totaling 137 users, across three Fortune 500 companies for up to five weeks. They found workers toggled roughly 1,200 times each day, which adds up to just under four hours each week reorienting themselves after toggling — roughly 9% of their time at work.
Income: Something that will generate more money for the doctor, e.g. more time to spend with a patient, more time seeing new patients (although most are seeing too many patients as it is), using the platform to submit MIPS reports for chronic disease management or improving patient compliance, engagement and outcomes
Liability: Something that will reduce the risk of getting sued or having to pay more for malpractice insurance.
Time: Something that will save time or allow them to spend more face time with patients or on themselves and their families
Trust: In?“Preparing Clinicians for a Clinical World Influenced by Artificial Intelligence,”?Cornelius A. James, M.D., Robert M. Wachter, M.D., and James O. Woolliscroft, M.D., look at the current state of affairs around AI and machine learning, and what AI development will require of physician leaders. The physicians believe that the advance of AI and machine learning is inevitable, and that, “Importantly, equipping clinicians with the skills, resources, and support necessary to use AI-based technologies is now recognized as essential to successful deployment of AI in health care. To do so, clinicians need to have a realistic understanding of the potential uses and limitations of medical AI applications. Overlooking this fact risks clinician cynicism and suboptimal patient outcomes.”
On the other hand, C-suite execs in the buying group want FEISTY Os
Financial goals
领英推荐
Experience of others using your solution
Integration with other data platforms
Strategy integration and scale across other platforms
Time to value
Yield/ROI
Operational goals and objectives
If healthcare AI is to flourish outside of academic research settings and industry R&D departments, it will need to win over its most difficult-to-impress audience: healthcare workers in hospitals.
And that’s not going to happen if these end-users aren’t offered three helps: early exposure to algorithm development, needs-adjusted training and adequate operational infrastructure.?(The latter includes IT resources, technical support, internet access and such.)
Whether it be electronic medical records, blockchain or AI applications, doctors want you to do the jobs they want done, for example point of care learning and clinical decision support, clinical documentation or quality measurement reporting. As noted, "this transformation can only take place if physicians are instrumental to the design, validation, and implementation of augmented intelligence systems.”?
More than 75% of respondents to a recent Telehealth Impact Physician Survey said that, during the pandemic, the technology has enabled them to provide quality COVID-19-related care, acute care, chronic disease management, hospital or emergency department follow-up, care coordination, preventative care, and mental or behavioral health.
The AMA has been providing physicians with?COVID-19 telehealth guidance?as well as answering physicians’ four main questions regarding digital health tools:
Since different stakeholders want different things, here are some ways to close the doctor-patient-operations-finance values gap.
Doctors, like all customers, want you to do the job they want you to do, eliminate the pains they are going through to do them now, and deliver their expected benefits. Anything short of that is snake oil and a waste.
Arlen Meyers, MD, MBA is the President and CEO of the Society of Physician Entrepreneurs on Substack and Editor of Digital Health Entrepreneurship