{"id":9787,"date":"2021-07-10T21:41:30","date_gmt":"2021-07-10T19:41:30","guid":{"rendered":"https:\/\/www.essenburgh.com\/why-care-innovation-lags-behind-and-what-you-can-do-about-it\/"},"modified":"2024-12-20T11:03:05","modified_gmt":"2024-12-20T10:03:05","slug":"why-care-innovation-lags-behind-and-what-you-can-do-about-it","status":"publish","type":"post","link":"https:\/\/www.essenburgh.com\/en\/why-care-innovation-lags-behind-and-what-you-can-do-about-it\/","title":{"rendered":"Why care innovation lags behind and what you can do about it"},"content":{"rendered":"

<\/div>
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Why care innovation lags behind and what you can do about it<\/span><\/strong><\/h2>\n

Everyone is there <\/span>by now <\/span>Convinced that earth<\/span>earth-driven care, also known as Triple Aim or Value Based Healthcare (VBHC), is the future of healthcare.<\/span><\/b><\/p>\n

Called Value Based Healthcare (VBHC), the future of healthcare<\/span> is<\/span>. Yet many people struggle <\/span>with<\/span> How they can realize value-driven care within their organization or care network. <\/span>There are many small<\/span> projects<\/span> get off the ground, but real healthcare innovation <\/span>with demonstrable results <\/span><\/span> remains out. In fact, on balance, these <\/span>(<\/span>technological<\/span>)<\/span> care innovations<\/span> the cost of care will only increase. <\/span>In this blog <\/span>we list the barriers to successful care innovation<\/span> and<\/span> let <\/span>we <\/span>see what <\/span>there<\/span> is necessary to w<\/span>\u00e9<\/span>l to a<\/span> successful<\/span>le<\/span> approach<\/span> successfully <\/span>come<\/span>. <\/span> <\/b><\/p>\n

<\/p>\n


\nWhat is care\u00a0<\/span><\/strong>innovation? <\/span>
\n<\/strong><\/h3>\n

Care innovation <\/span>is trendy and is often equated with the application of technology in healthcare. <\/span>Unjustified, as the WHO’s definition of care innovation shows. <\/span>WHO<\/span>:<\/span> \u2018Z<\/i>orginnovation <\/i>is <\/i>the development of new policies, <\/i>new <\/i>products, services, technologies and\/or organisational models<\/i>,<\/i> that improve the health of people<\/i>\u2019<\/i><\/span>. <\/span>Z<\/span>orginnovation<\/span> is therefore <\/span>v<\/span>much more than just <\/span>a fun technological tool <\/span>e<\/span>n <\/span>it <\/span>also have a demonstrable result. <\/span><\/span><\/p>\n

Why is care innovation so difficult?<\/span><\/strong><\/h3>\n

Approximately 70 to 80% of healthcare innovations <\/span>is <\/span> doomed to failure. Why is it so difficult to implement care innovation in practice? <\/span><\/p>\n

1. Short-term thinking<\/h4>\n

Executives and <\/span>directors<\/span> in health care <\/span> Prefer not to support innovations that have no meaningful economic or clinical impact in the short term. Even if it turns out that there are long-term gains to be made, <\/span> often<\/span> such investments. <\/span>In this respect, people tend<\/span> see figure 1.<\/span><\/span><\/p>\n

Figure 1:<\/strong> Care innovation complex or simple?<\/span><\/p>\n

\"better-care-simplicity-versus-complexity\"<\/p>\n

2. Fragmented legislation and regulation<\/h4>\n

The Dutch healthcare system is <\/span>complex and the <\/span>w<\/span>he rules and regulations<\/span> is fragmented<\/span>. This makes it difficult to <\/span>care<\/span>getting innovations funded<\/span>. <\/span>For<\/span> successful<\/span>le<\/span> implement<\/span>ation of innovations<\/span>,,, must <\/span>your<\/span> be able <\/span>through the forest of legislation and regulations<\/span> navigate and <\/span>future changes <\/span>assess<\/span>.<\/span> It’s not easy.<\/span> In addition <\/span>the complexity<\/span> fraud and inefficiency.<\/span><\/p>\n

3. Who is the customer?<\/span> <\/span><\/h4>\n

Unlike most other industries, the<\/span>relationship between who buys, <\/span>who pays <\/span>who pays and who benefits, <\/span>unclear<\/span> in healthcare. <\/span>K<\/span>lant<\/span>customers – those who buy a product or service – can be patients<\/span>can be patients, referring physicians, hospitals<\/span>, <\/span>health insurance companies, <\/span>etc.<\/span> (see figure<\/span> 2<\/span>). There are various markets which influence each other and are also subject to regulation by the government. <\/span>This <\/span>complex situation<\/span> stands in the way of pure market forces<\/span>.<\/span><\/p>\n

Figure 2:<\/strong> Regulated market forces<\/span><\/p>\n

\"better-care-regulated-market-forces\"<\/p>\n

4. No proof of concept<\/h4>\n

Many healthcare innovations have no demonstrable added value. <\/span>In the past <\/span>you could often get away with it, but t<\/span>nowadays <\/span>
\nproof of concept<\/span>
\n<\/i> increasingly important. <\/span>H<\/span><\/span>how do you know what you’re doing will pay off? There are<\/span> models <\/span> innovation<\/span>s<\/span> in health care<\/span><\/span> can be measured. The problem is <\/span>however<\/span> that they <\/span>focus mainly<\/span> focus <\/span>on the characteristics of successful innovations <\/span>in the past<\/span>. None of these models are suitable for measuring potential success.<\/span><\/p>\n

5. Innovation for non-existent problems<\/h4>\n

Boards of directors of healthcare organizations have an important role in promoting innovation. But <\/span>It is not always the case that<\/span> directors have experience in the healthcare sector<\/span>. Because of this<\/span> they are <\/span>regular<\/span> unfamiliar with the underlying market factors and specialized technologies that often underlie healthcare innovation.<\/span> Ignorance and conservatism inhibit progress. <\/span>Also l<\/span>esses from other sectors are only moderately applied. <\/span>Drivers get to work with <\/span>eHealth applications for non-existing problems or trying to fit a new technology into a work process that does not meet today’s requirements. <\/span><\/p>\n

6. Bad experiences<\/h4>\n

Every healthcare innovation comes with a risk. And every manager of a healthcare institution has experience of failed healthcare innovation projects. After all, 70-80% of innovations do not lead to the desired result. These bad experiences lead drivers to<\/span> inclined <\/span>be<\/span> view an innovation proposal sceptically <\/span>and to choose ‘the safe way’: not to innovate<\/span>.<\/span><\/p>\n

7. Implementation incompetence<\/h4>\n

In the Netherlands we are very good at coming up with new ideas, but we cannot implement them. We always get bogged down in endless talk about how things should be. A clear implementation strategy <\/span>is in many cases<\/span> not a superfluous luxury, see figure 3.<\/span><\/p>\n

Figure 3:<\/strong> Implementation science<\/span><\/p>\n

\u00a0\"Implementation-Science_Essenburgh-Training-Consultancy\"<\/p>\n


\nFour keys to <\/span><\/strong>successful care innovation<\/span>
\n<\/strong><\/h3>\n

Fortunately, there is hope! By tackling a number of issues differently and <\/span>carry out<\/span>we can <\/span>through care innovation <\/span>we can improve the quality of care, while halting the rise in healthcare <\/span>of healthcare costs. <\/span>Care innovations <\/span> abroad prove this. How are we supposed to <\/span>then <\/span>to do?<\/span><\/p>\n

1. Knowledge of healthcare and business<\/h4>\n

The first solution lies in an overarching way of thinking. <\/span>B<\/span>within the current health care system <\/span>there is <\/span>there’s a club of people <\/span>who<\/span> believes in digital innovation and a club <\/span>who<\/span> reasoning from a policy perspective. <\/span>D<\/span>those two <\/span>understand <\/span> each other, leaving it to fester in the margins. What is needed is another club capable of looking at the big picture. People who understand care and business. That combination is essential, because value-driven care <\/span>is not one or the other, it <\/span>is about quality (care) <\/span>\u00e9<\/span>and costs (business). <\/span><\/p>\n

2. Business model innovation as a solution<\/h4>\n

Secondly, the large-scale application of<\/span> b<\/span>usiness model innovation<\/span> a must<\/span>. In the Netherlands d<\/span>i<\/span>t is still an understudy<\/span>; b<\/span>us<\/span> lies the focus <\/span>even <\/span>especially <\/span>on product and process innovation<\/span>.<\/span> I<\/span>n foreign countries <\/span>however <\/span>business model innovation. <\/span>What the difference is between product, process and business model innovation<\/span> is<\/span>,<\/span> we’ll lay <\/span>from <\/span>on the basis of <\/span>the provision of care for patients with<\/span> type 2 diabetes<\/span>. <\/span><\/p>\n


\nProduct innovation <\/span><\/i>includes the development of eHealth<\/span> applications. For <\/span>diabetes<\/span> type 2 is that for example the glucose box that is placed under the skin <\/span>is <\/span>placed under the skin, measuring blood sugars and insulin dosed. <\/span><\/p>\n

Process innovation<\/span><\/i> ensures that the glucose box is linked to the healthcare provider’s data system. It can remotely monitor the patient’s glucose levels and <\/span>monitor<\/span> and intervene if necessary. <\/span><\/p>\n

B<\/span><\/i>usiness <\/span><\/i>model <\/span><\/i>innovation <\/span><\/i>covers the entire care package for patients with type 2 diabetes in a particular region. The <\/span>all possible<\/span> product<\/span>and<\/span> and processes<\/span>sen<\/span> together and <\/span>combines that with<\/span> a business and earnings model. <\/span>Contractual agreements are made with the health insurer about the reimbursement of the total package on the basis of quality agreements.<\/span><\/span><\/p>\n

Research shows that <\/span>business model innovation<\/span> provides the highest return in terms of quality and cost.<\/span> This is also shown by f<\/span>figure 4<\/span>which shows that business model innovation has the highest success rate for real innovation<\/span>.<\/span> An example is <\/span>Kaiser Permanente<\/span>, <\/span>an American <\/span>non-profit<\/span> care<\/span>organisation <\/span>that applies business model innovation in a very successful way. <\/span>The<\/span> organisation<\/span> includes 37 hospitals and 611 medical practices in nine states. It employs about 165,000 people and some 9 million Americans are members of the organization’s group health insurance plan.<\/span> The focus of care is on prevention, because prevention is better and cheaper than cure. The doctors are responsible for the medical decisions<\/span> and e<\/span>r <\/span>is found <\/span>continuous <\/span>adjustments are made to ensure that the care is as effective and efficient as possible.<\/span><\/p>\n

Figure 4:<\/strong> Type of care innovation<\/span><\/p>\n

 <\/p>\n

\"\"<\/p>\n

3. Searching for a combination of earning models<\/h4>\n

Do you want healthcare innovations <\/span>successful <\/span>If you want to implement this, you have to make use of earning models. <\/span>W<\/span>worldwide <\/span>there are <\/span>about <\/span>5<\/span>5 <\/span>business models in circulation<\/span>but in the Dutch health care system <\/span>there will be <\/span>only used four: <\/span>subscriptions, payment per transaction, DBC\/DOTS and shared savings. <\/span>This stands in the way of business model innovation<\/span>.<\/span> Innovations in other industries show that <\/span>success is related to combining<\/span> multiple revenue models. <\/span>D<\/span>that d<\/span>urve is a hallmark of entrepreneurship<\/span> and we have<\/span> care <\/span>need for<\/span>of course in combination with <\/span>far<\/span>s<\/span>tooth of <\/span>the <\/span>contents. <\/span><\/p>\n

4. Regulation without overregulation<\/h4>\n

Last but not least <\/span>o<\/span>also <\/span>the government <\/span>in a different way <\/span>,<\/span> if we’re going to have <\/span>together <\/span><\/span><\/span><\/span> affordable. Roughly speaking <\/span>Here<\/span> two ways <\/span>for<\/span>: <\/span>deregulation and regulation. <\/span> In health care, there is now complete deregulation \u00e0 la Uber. You reap what you sow. <\/span>Of course there are rules, but <\/span>h<\/span>It’s a jumble.<\/span>. All too often, small grant funds are opened for haphazard initiatives. The <\/span>total<\/span>lack of overview and<\/span> fragmentation and costs<\/span>increase<\/span> are the result of this<\/span>. <\/span>What is needed is <\/span>regulation <\/span>\u00e0 la the energy transition. <\/span>That the <\/span>government<\/span> determines<\/span> w<\/span>but we <\/span>together <\/span>to <\/span>go to<\/span> and what business, earning and financing models <\/span>we <\/span>at<\/span>put <\/span>to d<\/span>i<\/span>he goals set.<\/span> Take Kaiser Permanente as an example. Dissect their process, extract the usable components and copy <\/span>that<\/span> to our local context. <\/span>For care entrepreneurs, this is<\/span> really <\/span>the<\/span> gap in the market<\/span>. And for all of us, the way to maintain access to good, affordable care.<\/span><\/p>\n

Learn more about the successful implementation of healthcare innovation<\/span>? D<\/span>ownload the eBook Value-based Healthcare that work<\/a><\/span><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

Why care innovation lags behind and what you can do […]<\/p>\n","protected":false},"author":3,"featured_media":7730,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[50],"tags":[],"class_list":["post-9787","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-care-innovation"],"yoast_head":"\nWhy care innovation lags behind and what you can do about it<\/title>\n<meta name=\"description\" content=\"Using care innovation: what goes wrong and how can you do it well. 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Middels onderzoek stel ik vast hoe organisaties presteren in het realiseren van waardegedreven zorg, ook wel Value Based Healthcare of Triple Aim genoemd. Met deze kennis help ik bij het bouwen van toekomstbestendige zorgorganisaties en netwerken. Mijn motto is: Samen kan het beter en goedkoper!\",\"sameAs\":[\"https:\\\/\\\/www.linkedin.com\\\/in\\\/pimvalentijn\\\/\"],\"url\":\"https:\\\/\\\/www.essenburgh.com\\\/en\\\/author\\\/pim\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Why care innovation lags behind and what you can do about it","description":"Using care innovation: what goes wrong and how can you do it well. 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Pim Valentijn","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.essenburgh.com\/wp-content\/uploads\/2021\/05\/Pim-Valentijn-Essenburgh-Training-Advies-ZW_LR-96x96.jpg","url":"https:\/\/www.essenburgh.com\/wp-content\/uploads\/2021\/05\/Pim-Valentijn-Essenburgh-Training-Advies-ZW_LR-96x96.jpg","contentUrl":"https:\/\/www.essenburgh.com\/wp-content\/uploads\/2021\/05\/Pim-Valentijn-Essenburgh-Training-Advies-ZW_LR-96x96.jpg","caption":"dr. Pim Valentijn"},"description":"Ik onderzoek de toegevoegde waarde van zorginnovaties en de stappen die nodig zijn om betere gezondheid, betere zorg en lagere kosten te realiseren. Hierbij verbind ik de wetenschap met de praktijk en besteed ik aandacht aan de persoonsgerichte en de resultaatgerichte benadering in de zorg. Middels onderzoek stel ik vast hoe organisaties presteren in het realiseren van waardegedreven zorg, ook wel Value Based Healthcare of Triple Aim genoemd. Met deze kennis help ik bij het bouwen van toekomstbestendige zorgorganisaties en netwerken. 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