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• W4385897861 abstract "Population Health ManagementVol. 26, No. 4 CommentariesFree AccessHealth Care Organizations and Digital Startups: Two CulturesLindsay E. JubeltLindsay E. JubeltAddress correspondence to: Lindsay E. Jubelt, MD, MS, Mass General Brigham, Inc., Somerville, MA 02145, USA E-mail Address: [email protected]https://orcid.org/0000-0003-0579-8755Mass General Brigham, Inc., Somerville, Massachusetts, USA.Harvard Medical School, Boston, Massachusetts, USA.Search for more papers by this authorPublished Online:14 Aug 2023https://doi.org/10.1089/pop.2023.0111AboutSectionsPDF/EPUB Permissions & CitationsPermissionsDownload CitationsTrack CitationsAdd to favorites Back To Publication ShareShare onFacebookTwitterLinked InRedditEmail Centers for Medicare & Medicaid Services (CMS) has poured rocket fuel on the shift to value-based care. By 2030, all fee-for-service Medicare beneficiaries will move to accountable care relationships. This move, alongside private employers' growing calls for cost reductions, will usher in value-based care on a new scale.Many health care organizations will face challenges rising to the call. In theory, value-based care is “just” a payment model. It sounds as simple as changing prices from pay per use to subscription based. In practice, readying traditional health care organizations for value-based care will require a sizable rewiring of their operations.At my institution, we have had some early success in adapting to value-based care by partnering with digital startups on specific carved-out topics. Although such partnerships are not a comprehensive solution, they are a promising way to make progress on targeted fronts.Preparing health care organizations for value-based care is a project in transformation. It can require rethinking operations that have been in place for decades. For instance, it requires moving from a reactive system that relies on patients to call for appointments to a system that proactively engages patients through multimodal channels personalized to their needs. It requires moving from decades of treating acute conditions in a hospital to proactively managing chronic conditions virtually. It involves training clinicians to focus on preventing hospitalizations rather than depending on the hospital.The degree of change can seem daunting for large complex health care organizations, but it is very possible. Adopting electronic health records across the entire practice of medicine seemed an unlikely feat, but they are now omnipresent. It is unthinkable today of practicing medicine without them.In the background, the past 10 years have seen a proliferation of digital startups showing interest in value-based care. Digital startups are the mirror image of a large health care organization's strengths and weaknesses. In terms of strengths, they are nimble and quick to adapt. They are fluent in developing new technology. They often design great user experiences. And commonly, they have created their products specifically for value-based care. But for all the benefits startups have, they struggle to integrate with traditional health care organizations and often do not get traction in the market. It is the traditional organizations that really understand the regulatory environment, understand quality and safety, have a clinical mindset, and have deep-seated relationships with patients.My colleagues and I have gone into population health with an open mind. Let us call it a beginner's mind. Being humble is how we learn, and in doing so we strive to take the best of both—a historic health care organization, with 2 centuries of caring for patients, and the technology revolution, which has brought brilliant, wide-eyed startups to our doorstep. We have found early successes in areas that are needed for value-based care but are less developed in a traditional health care organization. These include partnering with digital startups in areas such as behavioral health services, population health analytics, care coordination, and social resource finding, and we are exploring companies for future areas including chronic condition management, nutrition and food services, and more.Bringing our teams together with digital startup partners has not only helped solve targeted problems, but it has also exposed our teams to a different culture. Some of this exposure has led to noticeable and positive changes internally, such as becoming more consumer oriented, having a greater growth mindset, and being willing to try new approaches. So, let us bring the outside in. Let us let digital startups in and find ways to combine the strengths of both, in solutions and in cultures.FiguresReferencesRelatedDetails Volume 26Issue 4Aug 2023 InformationCopyright 2023, Mary Ann Liebert, Inc., publishersTo cite this article:Lindsay E. Jubelt.Health Care Organizations and Digital Startups: Two Cultures.Population Health Management.Aug 2023.217-218.http://doi.org/10.1089/pop.2023.0111Published in Volume: 26 Issue 4: August 14, 2023Keywordsvalue-based carepopulation healthtransformationdigitalconsumerismPDF download" @default.
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