Strategy Without Tactics is the Slowest Route to Victory... Tactics without Strategy is the Noise before Defeat!
Sun Tzu... The Art of War
Methodology
Leadership
Healthcare transformation is a top-down effort. As such buy in and alignment of company leadership is critical. This includes an understanding of the financial and the ancillary benefits to both the company and its employees. A critical part of leadership’s role in transformation is to understand the employees’ perspective, perception, and motivation for engaging positively in this change. A unique perspective can exist at an organizational level and the response to change may need to be presented differently across the company.
Process
In a Direct Primary Care (DPC) and Reference Based Pricing (RBP) transformation, a variety of partner teams exist. In many cases these companies (typically >5) and their employees are working together for the first time. Although these companies are all comprised of experts, their expertise is often internally focused. When individuals step up to work across all these companies, their actions are often reactive rather than proactive. HealthCaring initially works on process to make sure that the interactions between these companies are understood so that they can effectively be communicated to partner teams and plan members.
Communication
Having plan documents for employees is necessary from a change management and legal perspective. These documents, however, can be long, complex, and difficult for plan members to internalize. HealthCaring takes the processes defined above and communicates their crucial aspects to plan members in short (~2 min) animated videos, concise documents, and FAQs. This approach enables us to provide the correct information to plan members at the right time in an easily understandable way. This is achieved by dynamically aligning changes and associated communications with plan details that drive the content and cadence of communications to employees.
Support
When engaged with large traditional healthcare organizations (think Aetna or BCBS), employees anticipate problems and typically accept any shortcomings in the plan. This “acceptance” doesn't exist when implementing transformative healthcare plans. For some reason, challenge-free rollouts are expected. Any issues that arise (and they will) can easily be managed with a change management plan that quickly addresses any issues that arise post “Go-Live.” In our experience, the problems typically occur more frequently in the first several months. Quickly identifying them, addressing, and communicating the processes and associated solutions to the larger employee community is critical to reducing that period.