Doing what’s right is the most powerful differentiator
The healthcare industry has made major strides over the past several decades, significantly improving people’s quality of life and raising human life expectancy. But technological advances related to big data, artificial intelligence, virtual care, precision medicine, bring new challenges and opportunities.
Looking ahead, payors, health systems, life sciences companies, public agencies, and NGOs must figure out how to manage costs while continuing to provide top-quality, value-based care and innovation. As the only at-scale strategy business that’s part of a network with broad and deep capabilities expertise, we can show you a clear vision of what’s possible right from the start, as well as the choices you need to make to succeed.
An urban hospital serving as a "safety net" for uninsured and underinsured populations was challenged to sustain its mission. We helped the organisation use the mission and its deep roots in the community to define a new strategy focused on access, experience, and empowerment of physicians and nurses. We helped the hospital change its footprint, develop new capabilities, and evolve its operating model. This transformation allowed the client to receive a Medicaid waiver for more than 100,000 patients, grow share across all patient segments, and improve margins.
A top 5 pharmaceutical company wanted to improve patient engagement by designing, building, and launching a disease-agnostic patient engagement model that could be utilised across business units. Strategy& identified the key patient pain points, reviewed competitor programmes, and developed solution concepts. We then categorised the client’s patients into different personas and developed four solution concepts that serve as a curated, comprehensive engagement model for patients following diagnosis. This strengthened the client’s positioning in oncology, leveraged the client’s scale, and improved the scope of services provided to patients.
As part of a broader cultural and organisational transformation strategy, a U.S. healthcare company wanted to improve its customer experience. Using human-centred design, Strategy& focused on two member journeys: post-enrollment 90 days and care in time of need. We set out initiatives to fix pain points, used human-centred design to reimagine the experience, and then mapped out key initiatives and capabilities required over waves of releases. In response to our work, a senior marketing executive quickly saw the impact on his team: “Reimagining a more personalised approach where employees step up and say ‘I’ve got it’ is key to re-energising our culture and brand.”