A New Dynamic in Partnership: How the Healthcare Evolution Changes the Role of the Service Provider

A wave of change is sweeping the healthcare and life sciences industries – and it’s being driven by informed and active “consumers” on one hand and a pressing market need to become more efficient on the other.

This turning point is causing healthcare and life sciences organizations to seek new types of partnerships. In the past, these organizations turned to service providers, like DXC in search of a technical solution to a technical problem or to automate a process. Now, like many organizations in other sectors, they are seeking help to provide the right outcome for their consumers – only in this case those consumers are patients and citizens. Better outcomes can mean anything from improved clinical results, to enhanced service, to greater efficiencies and budget improvements.

In the healthcare aravh is_doctorsaroundtable_c_hi-300x200-webena, if we look for example at UK health services, the budget constraints that publicly funded institutions face mean they need to find more efficient ways to deliver services. It’s no different anywhere else in the world. Furthermore, today’s patients are far better informed. Access to the internet and other data sources enable people to ask more intelligent questions about their healthcare. This is changing the relationship between patients and clinicians, and patients now expect a higher level of service from healthcare practitioners, and they want more detailed explanations about their conditions.

In pharma, the growing move to personalized medicine means life sciences organizations are looking for help to understand the data behind how their drugs are used and improve the way those drugs are delivered by making them more targeted.

And across health systems globally, there’s a move to embrace a prevention rather than cure mind-set.

Paradigm shift

These market changes mean that service providers like CSC need to rethink our roles: How do we become a partner that clients can rely upon to deliver outcomes as opposed to someone they rely on simply to provide technology support.

That leads to an interesting question: How far down this paradigm shift do we move in terms of delivering outcomes? Does the service and technology provider enter into the space of delivering healthcare, measured on those healthcare outcomes, as opposed to just being services and solutions providers to the healthcare establishment?

That might seem like a giant leap, but think of it this way: The market is changing to an outcomes-based mind-set, which means the healthcare system at large will base success on results, such as reduction in mortality rates after major procedures, shorter recovery times, and faster responses in accident and emergency. To achieve those outcomes, healthcare systems, hospitals, clinicians, etc., turn to their technology and consulting partners to provide the solutions and even some of the business process thinking that enable them to treat patients.

In other words, technology today is an inextricable part of the modern hospital environment, providing information that informs clinicians’ thinking and helps in decision making.

Currently, the hospital is the entity that is accountable for outcomes they achieve with patients. But will the market shift to the point where that responsibility becomes shared? Do hospitals start to say to their solutions providers, since you produce the systems and the tools, and the ability to gather the right level of data that informs us on how we operate, should we hold you accountable for the results of our medical practice?

That’s a hugely different space and it’s something we as service and technology providers have to consider: What is it we want to be, and what is it that our clients want us to be? But even before we get to that point, there’s a lot we have to do to become a partner that supports clients going through the evolutionary change, as opposed to simply being a provider of technology.


Gurdip Singh is vice president and general manager, responsible for the development and delivery of software products and business services for DXC’s Healthcare industry group. His primary skills include program leadership, operational business management and business transformation.

Comments

  1. I whole heartedly agree with the author assessment. However, there are fundamental differences in UK and US healthcare delivery ecosystem. US healthcare markets are very fragile and fragmented in Providers, Payers and Pharmaceuticals sectors. It is only earlier this week the US Supreme Court took the wrinkle out the ACA and strengthen the intent of the law. Now the race has begun for service and solution provider companies CSC and all other so called systems integrator, who is going to position well in healthcare market. What they want to be? Healthcare clients require different skills if one cares on patient outcomes. New roles and responsibilities are coming up in major hospital providers like CMIO. Who is this CMIO? Can the companies who traditionally provided IT solution speak the language of the healthcare clients? Do they have the knowledge pool who understands patient related issues (i.e., clinical data and other related data, predictive analytics, etc.) how to provide better clinical outcomes and reduce cost? Where they should focus, is it personalized/precision medicine or another clientele they should serve. These are defining times and good strategy at this time, will pay extremely high dividends in the future.

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