Monday, November 30, 2020

The Facilitation of Change in Health Care

Recently, the Washington Post gave an in-depth analysis from the frontlines of the pandemic in Eau Claire, Wis. The moving piece portrays the compassion and ingenuity needed from frontline providers to meet patient needs during a COVID-19 surge. It is a portrayal of excellence that reminds me why so many pursue work in health care. 

The article highlights the deployment of a hospital-at-home model to increase hospital capacity for the surge. Rita Huebner’s experience in Mayo Clinic’s advanced care at home offering provides a great exemplar of how technology facilitates patient-focused change within the health care system.  

Recently, Paul Cerrato and I published “The Digital Reconstruction of Health Care,” where we explored the digital transformation in health care that will facilitate care delivery change. Artificial intelligence and remote monitoring enable new knowledge generation, cost efficiencies and expand the care continuum. Our analysis examines the transition from brick-and-mortar to online care, providing a rationale for the shift. 

Many industries have undergone digital transformation. Nine years ago, Uber launched an app and ride-sharing service that focused on connecting users seamlessly to the ubiquitous “black” cars prevalent in the major cities. This service's facilitation through Uber’s platform grew in popularity, expanding to ordinary cars and flipping the taxicab industry on its head.

Health care is experiencing a similar digital renaissance that will change how some elements of care are delivered. COVID-19 has accelerated the adoption of telemedicine, hospital-at-home and remote patient monitoring. The capabilities offer valuable methods for scaling the health care system, achieving cost efficiencies, and expanding the care continuum. However, as we see in Wisconsin, people will remain at the heart of the strategies and care.

Monday, November 23, 2020

COVID-19 Update Part II: Collaborations & Insights to Come

Over the past seven months, COVID-19 has impacted our lives, and my writing moved from social media to Mayo internal communications, pandemic response research papers, and COVID-focused public awareness campaigns. While the challenges have been considerable, the work since April has validated that the health care system needs novel technologies, policy reform and cultural change.  It's time to return to social media posting.

COVID-19 has forced a level of focus and collaboration that is accelerating the Mayo Clinic Platform's formation. While we are still navigating the pandemic challenges, but despite the obstacles, there has been significant work accomplished on the platform and through external organizations.

The COVID-19 Healthcare Coalition and The Fight is in Us are two organizations that have emerged, and I have engaged with them to address pandemic needs. Both represent examples of how private and public-private collaborations leverage individual strengths to accomplished shared goals. It is this spirit of cooperation that platform business enables what we are creating with the Mayo Clinic Platform.

While 2020 derailed many business plans, the Mayo Clinic Platform has maintained its focus and implementation schedule. The focus, dedication and teamwork have been extraordinary. The first two business lines, the Clinical Data Analytics Platform and the Virtual Care Platform, were launched and operationalized. A third business line, the Remote Diagnostics and Management Platform, is in development with promising projects.

I look forward to chronicling this journey for you with weekly posts to this blog and additional insights on LinkedIn and Twitter.