![]() SMEs face unique challenges compared with larger companies in the field because of their lack of connections and leverage in the system and limited resources and access to data to test and develop their solutions. SMEs develop digital technologies to solve clinical and administrative problems, with a view of selling them to health organizations, public and private health system payers, and directly to consumers in Canada and internationally. Innovation in digital health is largely driven by SMEs, which include businesses with fewer than 500 employees. There is a recognized need for health systems to align reimbursement, policies, and infrastructure with the unique care pathways involving digital health solutions to increase their uptake. Policy makers need to consider incentive models for innovators to develop products that support direct clinical needs and help solve system problems. This has led to feelings of frustration and burnout associated with their use. Electronic health records are a telling precedent, as health system payers implemented them to solve issues primarily for the payers, including data collection for administrators and billing, at times at the expense of clinician experience. Complex and often conflicting actors in health care (eg, purchasers, providers, and producers of health care products) make developing value propositions associated with those products highly challenging. Currently, digital models that rely on clinicians monitoring data are affected because this model has no economic incentive to encourage the clinician to participate and incurs a fear of liability. If health systems want to increase the use of digital tools that can reduce the use of health services and alleviate the burden on acute care facilities, there is a need for incentive models that support their adoption. The issue of incentives and payment models to support the use of digital tools that promote patients’ well-being cannot be solved through accelerators and academic medical centers. Further, the ability to demonstrate value to public systems is challenging due to complex clinical practices, organizational processes, and provider workflows. However, health systems are characterized by complex and fragmented care models, alongside a myriad of regulatory models and incentive structures that are often incongruent with private sector business models. Driving Innovation in Public Health SystemsĬreating an environment in which emerging solutions meet the needs of a public health system requires that these private entities develop sustainable business models within that system.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |