Hospital-Hybridization Model Quadrant One: The Prudent Business Leader
To begin unpacking the hospital-hybridization model, we will start with the simplest quadrant: the business/transformation A quadrant. For a complete introduction to our hospital-hybridization model, check out the first entry of this five-part series.
In the lower left, the prudent business leader meets the traditionalist — focused on the core offerings that have brought the health system to the successful, profitable state it enjoys today. The chief information security officer (CISO) and the chief analytics officer (CAO) occupy this quadrant. These C-suite members are less involved in the clinical offerings of their hospital, vision-casting, or preparing for impending trends that may threaten the status quo.
But wait… aren’t CISOs and CAOs critical to the future of medicine? Of course – they guard and analyze digital information so that the hospital can continually improve, yet their allegiance ultimately lies with protecting current business operations. This is especially true of the CISO: he or she is tasked with accomplishing the tremendously difficult feat of keeping patient data safe… but the outcome is something patients already expect. Despite the fact that data has become exponentially more difficult to keep secure, data safety is still a core business assumption – not a future-state innovation.
Chief Analytics Officers toe the line a bit more, but they still lean into transformation A. As a newer position, CAOs are in a similar situation to CISOs. While hospitals have always kept patient information, they’re now primed to deliver rich analytics. However, the practice of analyzing hospital data is fundamentally retroactive, with the rare exception of predictive modeling, where data from the past is specifically used to inform future innovations. CAOs usually report to, or work most closely with, an executive on the business/operations side of the house and thus are more focused on improving the hospital’s bottom line than improving clinical outcomes, though they may interface with the chief population health officer (CPHO) intermittently on the clinical side.
Buyer Tendencies of this Quadrant
Members in this quadrant are in some ways the simplest buyers in the C-suite. They’re interested in tools and services that increase productivity, enhance the skillsets of their staff, and reliably strengthen the bottom line. However, because they are so simple, they’re also different. These buyers are not going to respond to the HIT buzz phrases:
“Our revolutionary technology improves patient outcomes, while reducing costs and improving efficiency.”
You’ve heard it before. They’ve heard it before. And they’ll call this bluff immediately. They know there’s no magic product that can buy happiness, and they’re not tasked with improving patient outcomes anyway. Remember, this quadrant is made up of analytical pragmatists on a mission to ensure no one ever notices their job, because if people do, it means something has gone horribly wrong. If your product or service is relevant to this quadrant, you have to be painfully straightforward in your explanation of what it does and how it will help the buyer do their job more easily. They will be more receptive to concrete language like:
“Our automated, targeted offering increases net collections while reducing overall costs.”
Key Strategy for this quadrant
Cut the ambiguity and communicate reliability and automation.