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A “One-Stop-Shop” For Health Providers: What Is That?

January 11, 2012 9:55 am | 0 comments
posted bygulati

Every now and then when I visit a client vendor or chat with a young start up I am advising, I hear the term “One Stop Shop” used in the context of health solutions for providers.

We toss that phrase around as if it is universally understood…however, I find that people are afraid to ask the obvious question: What in the world does a one-stop-shop in health care mean?

[BLANK STARES] — That’s usually what I get. Ten different people each with ten different answers.

Well, to clear the air and to put an end to this confusing madness, I offer up my brief point of view below to help start the conversation.

In my opinion, a ONE STOP SHOP solution for health providers must address the following 3 core areas:

  1. Patient Care: Does the solution meet my patient care needs? Does it help improve my clinical outcomes and enhance the quality of care I deliver?
  2. Practice Care: Does the solution help me do my job better? Does it enhance my practice performance so I can ultimately provide better patient care?
  3. Self Care: Does the solution make me smarter? Does it keep me one step ahead for my professional needs?

I hope this helps provide a mental framework going forward for the next time someone mentions a “One Stop Shop” solution for health providers. And don’t be afraid to ask the obvious questions!

Physicians Interactive Holdings, Chief Medical Officer & SVP Product Management, Dr. Gautam Gulati joins fellow Digital Health Coalition board members at Association of Medical Media event on November 17, 2011.

Topic: Insights, Opportunities and Trends from the Future of Digital Health

Description: This panel discussion will provide an update on efforts underway by the Digital Health Coalition -the Digital Health Coalition’s vision is to identify and then recommend specific actions that will inform digital healthcare communication and engagement for the benefit of the public at large. The session will cover trends in social media adoption and regulation and mobile health.

MODERATOR
Mark Bard, Executive Director and Co-founder, Digital Health Coalition

PANELISTS

- Gautam Gulati, MD, MBA, MPH, Chief Medical Officer & SVP Product Management, Physicians Interactive Holdings
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Bill Drummy, Founder, Heartbeat
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Zoe Dunn, Hale Advisors
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Arnie Friede, Founder, Arnold I. Friede & Associates

For more information on the conference, visit: http://www.ammonline.org/november-2011-event

For more information on Digital Health Coalition, visit: http://www.digitalhealthcoalition.org/

Digitas Health SVP, Science & Medicine, Dr. Gautam Gulati joins fellow Digital Health Coalition board members at DTC Perspectives’ Marketing to the Digital Consumer conference.

Their “Moving Pharma Innovation Forward: Early Insights From The Digital Health Coalition” panel will include the latest thinking from a leading group of industry executives, entrepreneurs, and thought leaders. Members of the DHC will explain their approach to: 1) the state of the digital pharma market today – balancing innovation with risk management, 2) the future opportunity for social health – and customer service, and 3) why mobile health is not about mobile – it’s about extending access.

MODERATOR
Mark Bard, Executive Director and Co-founder, Digital Health Coalition

PANELISTS

- Gautam Gulati, MD, MBA, MPH, SVP Science and Medicine, Digitas Health
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Peter Pitts, President, Center for Medicine in the Public Interest
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Joan Mikardos, Senior Director Business Innovation, Sanofi-Aventis
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Jeremy Shane, President, HealthCentral
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Jay Goldman, Vice President Strategy, Klick Pharma

For more information on the conference, visit: http://www.dtcperspectives.com/agenda

For more information on Digital Health Coalition, visit: http://www.digitalhealthcoalition.org/

Hey Doc! Inspire Action (New Blog Post On FreelanceMD)

September 19, 2011 1:27 pm | 0 comments
posted bygulati

Hi Folks,

Just wanted to let you know about my latest blog post on FreelanceMD. You can find by clicking here.

I pause to reflect the meaning of a memento that has been on my office door for some time that reads: “Hey Doc, Inspire Action.”

Below is small clip as a teaser. READ THE FULL POST HERE if you like it!

In today’s hustle and bustle practice, it’s easy to get caught up in managing the pure science of disease. Without placing blame, I’m convinced this has largely been the result of a health system that is utterly broken…one that is predominantly focused on measuring financial and scientific outcomes at the sacrifice of quality drivers of care. In essence, we have lost the art of medicine. After all, how do we measure it? How do we get paid for it? How do we know its working?

Quick answer, I don’t (yet) know. But I can confidently wager that every one of us would agree that it is important to address these critical issues to achieve optimal patient care.

My hunch?…Perhaps this dilemma is the result of system that designed to treat disease, rather than prevent disease. Do we have our priorities misaligned?

Enjoy and please comment! G

Calling all entrepreneurs, investors, and innovators!  Check out the next BIG thing in town – Blueprint Health.

“Blueprint Health is a startup accelerator based in New York City that helps entrepreneurs improve the health and wellness industry. We offer an intensive three-month program and provide $20,000 of seed capital, extensive mentorship and a shared work environment to help entrepreneurs go from idea to prototype and provide access to angel and venture capital investors.”

I’m delighted to join their prestigious group of mentors, presenters, and advisors to help start building some disruptive (and much needed) health related tech companies.

Here is a link to my blueprint bio.

I recently met Tim O’Reilly at an Ideas Salon in Rhode Island where we shared a fascinating conversation on the future outlook of health & technology. From there, ideas blossomed, more questions arose, and an invitation to his premier Health FOO (friends of o’reilly) Camp event in Cambridge, MA was extended to me. I am humbled and appreciative to be a part of this ongoing disruptive discussion on everything health.

As of now, I plan on leading two sessions:

  1. Transforming living environments into a health & wellness experience: exploring solutions (tech or not) that helps create environments (workplace, home, social, etc.) that facilitate a proactive health & wellness experience.
  2. Exploring open innovation business models in health care: whats worked, what hasn’t, and what will?

Want to stay ‘in-the-loop’ and be a part of the conversation? I will be tweeting updates from the event b/w July 15-17th.  Follow me @gulatigroup and find out what the future of health holds?

Learn more about Tim’s FOO Camp events here:

Cheers,

Gautam

I just started reading Malcolm Gladwell’s written collection from The New Yorker, called “What the Dog Saw.” As typical with most of Malcolm’s work, I’m only two chapters in, and I couldn’t help but have a flash of inspiration.

In his piece, “The Ketchup Conundrum“, Malcolm Gladwell examines and investigates the reasons why mustard, spaghetti sauce, olive oil, salad dressing and the like can wildly succeed having competitors offering a variety of flavors, while Heinz ketchup has and will always remain ketchup as it is – without any significant or blended competitive varietals.

Malcolm ponders: Why is this so? Why do similar rules not apply for Heinz ketchup as they do for other condiments? Why is it that every new competitor that tries to out-invent Heinz ketchup by offering a new flavor ends up failing miserably?  What did Heinz do right that customers remain so loyal to the original recipe and brand?

Malcolm suggests that the primary reason for this conundrum is rooted in the fact that people instinctively seek the five fundamental tastes in their palette: salty, sweet, sour, bitter, and umami. The problem with mustard is that each variety only covered a subset of taste buds; whereas the genius behind Heinz is that they came up with a condiment that “pushed all five of these primal buttons” together.  As a result, there was never a need to offer a variety of ketchup flavors when all the taste bud needs were well served within the existing Heinz palette.

Malcolm continues, “The taste of Heinz’s ketchup began at the tip of the tongue, where our receptors for sweet and salty first appear, moved along the sides, where sour notes seem the strongest, then hit the back of the tongue, for umami and bitter, in one long crescendo. How many things in the supermarket run the sensory spectrum?”

Makes sense, right? So how does this have anything to do with our educational system?

Let me attempt to explain.

I was particularly intrigued by Malcolm’s choice of words, “sensory spectrum”.  If we use the same condiment analogy, one could say that our existing educational system – specifically our course curricula – are built somewhat like mustard, i.e. one that contains a variety of flavors each meeting a subset of our palatal needs. Depending on the course profile, classes are usually delivered using only a subset of the following teaching styles – didactic lectures, case studies, online sessions/webinars, experiential workshops, panelists, and so on – each being the equivalent of one sensory taste bud within our extensive learning palette. Similar is the case for the assignments we ask of our students.  While some techniques are passive, others are interactive.

For decades, studies have consistently revealed that the more sensory neurons we fire in our brain, the greater our neurons crossfire and connect, resulting in an enhanced learning ability and capacity. We exercise our brain muscle in ways that create better learners.

If we were to consider each one of these teaching styles/formats to be one ingredient along the sensory spectrum, how then could we create a multi-sensory, multi-modal educational curricula that is the equivalent of Heinz ketchup recipe that covers each of the senses that our students’ learning palettes desire and seek?

I suggest we take a lesson from the history books of Heinz Ketchup and begin thinking of ways to create a multi-sensory, multi-modal learning experience in our classroom. We might just create more satisfied and better prepared learners who actually enjoy the classroom experience.

[Note: I don’t (yet) have the answers to the hypothesis I propose above, but I am certainly doing my part by exploring combinations of new multi-sensory teaching modules in my classroom at Johns Hopkins. Now in my 4th year running, I can happily say that each year that I introduce a new sensory learning experience into my curriculum, the more satisfied my students are in their confidence and ability to apply what they’ve learned in the real world.]

Do We Need To Re-Think Learning?

June 16, 2011 10:58 pm | 0 comments
posted bygulati

Sir Ken Robinson thinks we do…and I, as a professor myself, whole-heartedly agree!!

TED Talk by Sir Ken Robinson, Changing Education Paradigms

REACTIONS? What do you think is the fix?

ANSWER: They both interrupt.

Surprisingly enough, the worlds of advertising and health technology have a common trait: they both have the potential to interrupt our day-to-day workflow.

However, I can say that advertising has since come a long way by understanding that interruption marketing does not effectively engage the customer, nor does it build a sense of trust to continue an ongoing relationship to drive business. The field has since wisely evolved from an “interruption” based marketing to a “permission” based marketing approach that offers a purposeful value exchange agreed upon by both parties – the end-user (customer) and company. Ultimately, rather than involuntary forcing the customer down an undesired path using interruption marketing tactics, permission marketing allows one to create a trusted relationship with the customer that delivers only the information that the customer seeks. The result…greater engagement, enhanced trust, and positive returns.

Now, unfortunately, I cannot say the same for health technology companies, which have not yet learned from the mistakes of creating solutions that interrupt the health provider’s workflow. In parallel to interruption marketing, the field of technology has created solutions that are more like interruption therapy (TM), i.e. they are solutions that exist at the periphery and margins of our health system since they are awkward at best to integrate into their customers workflow and care delivery process. Rather than making the clinic easier to treat and manage patients, these innovative tech solutions tend to add to the already many layers of complexity without asking my permission.

To me, it’s no surprise that many health professionals have not yet adopted and embraced these tech solutions with open arms. Even with significant financial incentives offered by the government, few have willingly jumped on board the electronic office bandwagon…and not because they are inferior technologies, but rather because they are not designed to fit the care delivery needs of the health professional. While I will be the first to admire the advancement we have made in our health technologies, most were created without the end-user workflow experience in mind. As it stands, most current health technology solutions simply add an additional layer of complexity to the practice workflow. Rather than force the customers to integrate solutions into their practice and have them re-think they way they deliver care, we need to create systems that are customer-centric, i.e. designed around the way health professionals currently deliver clinical care.

Simply stated, we need to stop interrupting the workflow process of our customers and start providing seamless and enhanced human interaction experiences to help them co-exist with technology.

In my opinion, we need to intricately understand how technology can co-exist with the way healthcare is delivered and then co-design and co-create solutions that are built around the human experience. Unless we believe the field of medicine needs an overhaul in the way we treat and manage patients, we are more likely to have success by first understanding the core jobs-be-to-be done and then apply an IDEO like approach to uncovering solutions that meet those customers needs. Involve the customer and get their insights and permission. I believe only then will we make any forward progression.

Digital Health Coalition, founded by Mark Bard, aims to build industry concensus around responsible digital marketing and media guidelines. The Digital Health Coalition has assembled leading entrepreneurs, industry executives, publishers, academics, and policy makers with the ultimate goal of recommending specific actions that will improve digital communication for the healthcare industry.

Press Clip:

“From the Internet to iPhones to iPads, it is abundantly clear that technology has transformed society on all levels. Specific to health and medicine, digital innovation has facilitated convenient access to deep clinical content, enabled contextual integration with news and health-related resources online, and promoted access to robust community resources for empowered patients and caregivers. However, as the digital medium becomes the primary source for consumers seeking health information, we must ensure innovation continues to lay a solid foundation with regard to content, context, community and of course privacy regulations.

Ten years after the dot com crash, and almost twenty years after the first health sites appeared for the masses, the struggle for balance continues and the ability of commercial content providers and health advertisers to engage with physicians, consumers, and their loyal patients remains limited. The ability to innovate is hampered by archaic legislation and regulatory decisions written for a world that no longer exists. Seeking to address these imbalances and foster innovation in the digital health space, the Digital Health Coalition has assembled leading entrepreneurs, industry executives, publishers, academics, and policy makers with the ultimate goal of recommending specific actions that will improve digital communication for the healthcare industry, collectively.”

(Read Full Press Release)

(List of Advisory Board Members)