Columbus, OH – 7/27/2021.
What does it mean to be innovative? It’s a word that has been so overused in business it has lost a lot of its luster. Its basic definition isn’t especially nuanced, encompassing “new methods; advanced and original” and the introduction of “new ideas; original and creative in thinking.” As a description, it can apply to a person or a methodology. Corporate innovation can be an aspiration, a mantra, a tagline, a marketing tactic, or an exit strategy. But who decides what qualifies as innovative? At Health in Motion Network, we’re coming at innovation from the perspective of evolution, not revolution, and enhancement, not disruption.
Why, when we all need and use healthcare at some point in our lives, is that industry so singularly slow to change? Maybe the even more compelling question is, why have we let it? Business texts are full of examples of companies that failed to keep pace with change and paid the price. In general, when you give consumers a more effective, affordable, and/or efficient option, they’ll gravitate that way, incrementally shifting entire marketplaces. The challenge in healthcare is that consumers haven’t had the same leverage to demand or instigate change.
There must be a willingness among healthcare delivery decision-makers, which includes providers, payers and other stakeholders, to provide a solution that is more patient-oriented. The primary disincentive has been the overall lack of functionality within the system as a whole. Unchecked costs, with shrinking reimbursements. Lack of coordination and transparency. Provider shortages and burnout. The opacity and inconsistency of insurance-driven care. Myriad access challenges for patients. You can hardly blame providers who are barely keeping up for being reticent to embrace any kind of proposed overhaul of their day-to-day.
Entrenched behaviors are almost never changed all at once. But we see meaningful opportunities to progress the narrative. Let’s move away from physician-centric language and talk about all qualified healthcare providers, including pharmacists. Let’s help those providers individually feel less like the weight of the world is on their shoulders, and connect them to a coordinated team. Let’s not worry about making telehealth or other digital products the be-all-end-all and strategically integrate them into existing workflows. Let’s acknowledge there’s a balancing point between the value of scale and the continuity made possible through community.
We also stipulate that our preferred pathway to these results keeps the consumer in our sights but very much through the conduit of the provider. It’s bidirectional empowerment that allows the provider to deliver a better product and the patient to subsequently experience better ease of use and ultimately health outcomes. In our book, we also know this isn’t a one-and-done job. Our objective is to create a sustainable, iterative approach that we collaborate to implement. That’s our kind of innovation.
Health In Motion Network delivers a consumer-centric, digitally enhanced healthcare ecosystem, enabling centralized and personalized, pharmacist-driven care management, empowering consumer choice and optimizing clinical outcomes.