Author Archives: Arlen Meyers

About Arlen Meyers

Arlen Meyers, MD, MBA is an emeritus professor at the University of Colorado School of Medicine, an instructor at the University of Colorado-Denver Business School and cofounding President and CEO of the Society of Physician Entrepreneurs at www.sopenet.org. Follow along onSubstack.

The textbook of physician intrapreneurship

GUEST POST from Arlen Meyers

Intrapreneurs are employed people trying to act like entrepreneurs. Some call them rebels at work, others disruptive physicians and most refer them as troublemakers, a pain in the neck or former employees. All are trying to create change and survive the process. Intrapreneurship is harder than entrepreneurship because intrapreneurs have to fight a two front war: one against the obstacles to new product or project development and launch and the other against the corporate immune system. Academic intrapreneurship is, in several ways, harder than non-academic physician intrapreneurship because of the culture, politics, motivations and multisided missions.

However, intrapreneurs can’t be successful alone.

In many instances, rocking the boat will sink you because your boss gets seasick.

When it comes to a “how to do it” , though, there are few resources for physician intrapreneurs, despite the fact that their numbers are growing. Here’s what the table of contents of the Textbook of Physician Intrapreneurship should include:

Chapter 1: Assessing your organization’s innovation readiness

Chapter 2: How to manage your boss

Chapter 3: Survival strategies

Chapter 4: Communications and Corporate Politics

Chapter 5: Negotiation and Persuasion

Chapter 6: Conflict Resolution Strategies

Chapter 7: Managing People Who Fear You

Chapter 8: Finding scarce and uncontrolled resources

Chapter 9: Leaderpreneurship

Chapter 10: Exit strategies

Chapter 11: The politics of innovation

Chapter 12: Status, power, influence and sponsors

Here are some other chapters:

Intrapreneur Survival Skills

10 Opportunities for Patient Experience Intrapreneurs 

Raise Your Innovation Bar

Why you should hire physician intrapreneurs…and what to do with them

There are four psychological reasons for intrapreneurial failure:

Physician intrapreneurs wage guerrilla warfare against a formidable foe-bureaucrats and members of the C-site protecting the status quo. You need a tactical operations manual that changes almost every day and turns you into a good rebel.

There are four models of intrapreneurial innovation

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Try to avoid these 5 intrapreneurial rookie mistakes:

You fail to prioritize your ideas.

You go solo.

You flunk the pitch meeting. 

You give up too soon.

You ignore personal danger signals.

But, at least The Textbook of Physician Intrapreneurship is a start that you can read prior to your deployment.

and Co-editor of Digital Health Entrepreneurship

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We need entrepreneurial medical schools

GUEST POST from Arlen Meyers

In high schools across the U.S., a quiet movement is underway to better prepare students for a hazy new future of work in which graduates will vie for fast-changing jobs being transformed by increasingly capable machines.

Many universities are calling themselves “entrepreneurial”. Most, however, are just putting old wine in a new bottle. For them, the goal is to graduate students who can create a viable and sustainable business.

Very few medical and graduate schools could be considered entrepreneurial.

Some, like Thomas Jefferson University in Philadelphia, my alma mater, have created “tracks” and putting a toe in the business of medicine.

Here is an update on medical schools teaching innovation and entrepreneurship.

Creating a diverse talent pipeline from high school to graduate school of graduates with an entrepreneurial mindset is a key pillar of transforming sick care to healthcare and delivering value. Others are 1)changing the toxic culture of innovation, 2) eliminating the barriers to open innovation with BIG PHARMA, BIG DEVICE and BIG DIGITAL, 3) changing the behavior of doctors and patients, and 4)creating an evolving cyber nervous system to respond to environmental change and coordinate information.

Creating a business is but one way to deliver user defined value and limits the scope of entrepreneurial education and training. For medical schools and graduate training programs, the goal should be to graduate students with an entrepreneurial mindset who can create user-defined value in whatever form they decide to do it, including starting or running a business with a viable business model. It could be a process innovation. It could be a user-experience innovation. It could be an analytics tool that substantially lowers cost and improves outcomes.

AI and robotics are changing how work gets done and who does it, including doctors. One author notes that “as machines do more of what was once human, companies and people who thrive will not be those who guess correctly at the next narrow skillsets, but who cultivate the capacity of their workers to learn faster. This is true both for “on balance sheet” workers and the gig economy. As the half-life of specific skills diminishes, and machines become proficient at tasks including even decision-making, then fundamentally human capabilities become more important: empathy, curiosity, creativity, imagination, emotional and social intelligence, leadership, and the development of other people.” In other words, doctors will have to have an entrepreneurial mindset to thrive.

For most academic medical centers, innovation is described and measured by technology transfer metrics, like patents, licensing revenues and spin outs. Unfortunately, innovative universities described in these terms are not necessarily entrepreneurial universities. Some are beginning to realize that and are rethinking how they do the business of science and medicine.

University of Michigan researchers interviewed and surveyed representatives at 59 Innovation and Economic Prosperity Universities, as designated by the Association of Public and Land-grant Universities, and together they identified the following best practices for technology commercialization:

  • A university with a strong cultural emphasis on innovation has leadership that promotes its value both internally to the university and its faculty, as well as externally to the surrounding community.
  • Strong technology ecosystems are dependent upon champions—experienced professionals with industry and commercialization backgrounds—assisting in the maturation of a technology through expert guidance and mentorship.
  • Research career incentives are vital to motivate and reward new ideas, while resources provide the necessary environment for continued growth.
  • Cross-organization collaborations are necessary throughout the process to foster ideas and improve outcomes.
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Here is why it is so hard to create entrepreneurial medical schools and find leaders for them.

Entrepreneurial universities have several key features: (i) top-down vision, strategy and leadership, (ii) clearly defined entrepreneurship learning objectives that drive the curriculum, (iii) robust internal and external networks, (iv) a culture of innovation, and (v) experiential learning and knowledge transfer opportunities.

Here are 10 things universities should do to transform themselves:

1. Fix their technology transfer offices or outsource the function.

2. Give faculty promotion and tenure recognition for innovative and entrepreneurial accomplishments.

3. Eliminate practice plan taxes and policies that discourage faculty-industry collaboration.

4. Create an internal seed stage fund.

5. Hold every student accountable for demonstrating an entrepreneurial mindset.

6. Hire, develop, and promote for innovation.

7. Lead innovators, don’t manage innovation

8. Celebrate innovation champions and mentor those who are interested in emulating them.

9. Transform donations into investments

10. Hire outsiders who think convergently

11. Streamline academic-industry collaborations.

In addition, medical students should be treated and tracked like customers, measuring their net promoter score during and at the completion of their education and training.

Medical educators are grappling with how to create the 21st Century workforce. To ensure that physicians-in-training around the world get the education they need to provide the best care for patients, the World Medical Association is calling on national medical associations to encourage medical schools to develop quality assurance programs and support accreditation systems that set medical education standards that align with the needs of patients.

Entrepreneurial universities and medical schools should not just be about graduating students who will create businesses. Instead, every graduate should be trained to create user defined value. After all, that’s how they are, more and more, being paid. More importantly, being an entrepreneur makes you a better doctor and patients benefit. Also, supporting faculty entrepreneurs might increase industry support for research, development and commercialization. Where are you on this list of percentage of industry supported academic research?

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Companies and universities are slowly learning how to play nice with each other. However, before there can be significant rapprochement, we need to create entrepreneurial medical and graduate schools.

The fact that doctors don’t know how to deliver value is part of the reason it is so hard to kill fee for service medicine. Instead an entrepreneurial society should create entrepreneurial universities that create entrepreneurial medical schools. To do that they need means, motive and opportunity.

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When to pull the plug and learn from failure

GUEST POST from Arlen Meyers

Creating a new venture, championing a new process or offering a new course or program is exciting. However, statistically, it is more likely you will fail than succeed and there is a fine line between determination and pig-headed optimism. You might not have the skills to do what you love. At some point, you will have to consider quitting and moving on.

Even the big boys fail often.Microsoft will shutter its Health Dashboard site and remove its Band applications from the Microsoft Store, Google Play and Apple App store on May 31, 2019, according to an FAQ page on its website.

Quitting is not a value in the entrepreneurial lexicon. We are all encouraged to follow our dreams, no matter the cost. It is a myth. “Winners quit all the time. They just quit the right stuff at the right time.” Some, given stress and burnout levels, would rather see you keep trying, even if it kills you. Don’t let it.

You should keep a failure resume. What’s the point of such self-flagellation?

Because you learn much more from failure than success, and honestly analyzing one’s failures can lead to the type of introspection that helps us grow — as well as show that the path to success isn’t a straight line.

Your failure resume would include:

  1. Schools that didn’t accept you
  2. Papers that were rejected
  3. Places where you faced disciplinary action or were fired
  4. Companies or projects you started that were a bust
  5. Grants you applied for but never received
  6. Lack of promotions or failure to get tenure
  7. Failure to get a salary increase you requested
  8. Lousy job assessments or online reviews
  9. Personal failings
  10. Poor teaching, student or audience assessments of your performance
  11. You have limited emotional intelligence or lack entrepreneurial competencies
  12. You have a significant personality disorder or pyschopathology

You should not include burnout as a personal failure.

Perseverance has received lots of support in recent years from a variety of schools of research. One is from psychologists studying grit. In fact, there’s a large body of work showing that perseverance may have a harmful downside. 

Here are some signs that it might be time to hang up your cleats and move on:

1. It is not fun any more

2. It is making you sick

3. The people you work for or with are unethical

4. You realize that the window of opportunity has permanently closed

5. Your innerpreneurial instincts are telling you that you are doing what you are doing for the wrong reasons.

6. You are willing to take personal responsibility for your failure and apply the lessons to your next initiative

7. You have shown that your business model is fundamentally flawed and that you don’t have the time, resources or interest in fixing it

8. You have changed your priorities

9. Your life is out of balance and practicing entrepreneurship is further tipping the scales

10. You believe the fates are working against you. Truth be TOLD, sometimes they are.

There is a difference between quitting a project and quitting on yourself. Sh$t happens and learning from mistakes and how you adapted to the inevitable slings and arrows of misfortune shapes us all, if we let it. It will discourage and destroy us if we don’t.

Here is a list of common failures and coping pitfalls.

Being innovative isn’t just about what you start — it’s about what you stop. “You don’t have the capacity – the time, resources or energy – to do the new things because you are busy maintaining the old ones,” explains innovation expert Jeff DeGraff. Don’t get caught in this trap: Figure out what practices or ideas are no longer serving you and make room for new ones.

“Stopping things is hard. It’s full of feelings of loss, disappointment and failure. It takes more than creativity. It takes courage to stop what you’ve been doing to make room for the things your organization wants to start doing now.”

The history of business and innovation proves that some of the biggest winners have been the biggest quitters at some point in their career. The important point, is that, after quitting, they continued to move forward, not sideways or backwards, with their next idea.

Here’s Why You Should Seek Rejection Instead of Avoiding It

Along the way, tidying up is a good idea. Let go of the banana and don’t slip on the skin.

 
Image Credit: Pixabay

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Sell the Bullets

GUEST POST from Arlen Meyers

Trinidad ,Colorado, located in the Southern part of the state on the Colorado side of Raton Pass, was, until recently, the “sex change capital of the world”. More sex reassignment surgeries were done there than any other city, until the surgeon left to take a job in San Francisco. Here is the story about Dr. Biber.

Trinidad , pop 7300, has a long, illustrious history. It grew up as a trading post along the Santa Fe Trail, one of the 3 primary “trails” in early 1800 America, that connected ST. Louis to Independence and Westport, Missouri with Sante Fe, then part of Mexico and was a major trade route. It came into its own after Mexico won its independence from Spain in 1821 and ended when the railroads made it obsolete (are you getting the lesson here?)

The Trail provided entrepreneurs with two ways to make money. The first was by providing a way for people to do business or mine coal. The second was to sell things to the people who were doing the business or mining coal.

Colorado recently legalized the sale of recreational marijuana. People is the cannabusiness fall into two categories-those that touch the leaves and those that don’t.

The traffic along the trail attracted Jewish merchants from the East Coast and Europe who saw a business opportunity providing goods, tools and supplies to Sante Fe Trail users. In 1889, they built Temple Aaron, now the oldest synagogue in continuous use in the state . The geneological connection to prominent Denverites exists to this day.

The architects, the Rapp Brothers, created the Sante Fe style and designed La Fonda in Sante Fe. Colorado Preservation Inc has declared it an endangered building there is a major effort to save this cultural heritage and architectural gem.

Different people define business models different ways and it has evolved over the years. Fundamentally, a business model is a set of hypotheses that describes how a firm intends to do what they do at a profit. In other words, it describes how a firm creates, deploys and harvests value. It is different from a business strategy which describes where and how a firm plans to play and win in the competitive marketplace.

If you are looking for an opportunity, consider selling the tools to make the product, not the product itself. For example, there is tremendous interest in companies producing high speed automated DNA sequencers that will be able to deliver the $1 genome and provide an important tool to drive the personalized medicine revolution. Another company, Sharklet(http://www.sharklet.com) is using a shark-skin like material that is bacterial resistent to coat medical devices, and, interestingly, the bottom of US Navy ships to prevent the accumulation of barnacles and other organisms that create drag on the hull. Ironically, the pick and shovel business has returned to the old Sante Fe trail in the form of marijuana. There are two kinds of businesses: the distinction is simple – either the company “touches the leaf” or it doesn’t. Companies that directly deal with marijuana or its byproducts face legal and regulatory risks that ancillary businesses do not. We define ancillary businesses as those that serve or support the cannabis industry, but don’t directly deal in cannabis products.

For all the hype, we are in the early days of artificial intelligence. It’s still hard to know what the most valuable applications will be, or what will come first. But while everyone’s trying to find those answers, those companies that provide the shovels for this gold rush are likely to profit.

A recent paper analyzed possible shifts in sick care profit pools and proposed three scenarios:

Supply-driven. The “supply-driven” scenario assumes that providers have the biggest impact in reshaping the healthcare system, through more integrated and coordinated care. Payors and providers continue to consolidate in order to manage populations and offer more coordinated, integrated care while also capturing scale efficiencies. A smaller number of players increase their market share and retain greater pricing power. Risk shifts from payors to providers, the pharmaceuticals industry gains (primarily due to better adherence driven by coordinated care), and payor margins shrink. In our analysis, the supply-driven scenario creates roughly $360 billion in value, primarily by reducing costs from today’s levels. More than 90 percent of current profits will accrue to a few integrated players.

Demand-driven. The “demand-driven” scenario assumes that changes on the patient side will dominate. As consumerization prevails, patients take a more direct role in their own care, and pay a larger share of costs out of pocket. As a result, they increasingly seek out efficient new solutions, and they rely on technology to manage their care more directly, along with alternative care settings and other tools. The solutions with the biggest impact come from areas outside the traditional healthcare industry, such as software, telecom, retail, and apparel companies. Utilization improves, but intense competition leads to lower prices and reduced margins among incumbent providers. Those incumbents also lose ground to startups that can create better consumer experiences and incentives for consumers to manage their own health. Non-acute care moves out of traditional settings and into retail environments. And an increased government share of health spending puts downward pressure on pharma prices. The demand-driven scenario unlocks roughly $480 billion in new value by 2025 — again by reducing costs from current spending levels. Notably, the demand-driven scenario creates roughly 35 percent more value than the supply-driven scenario.

Equilibrium. Both the supply- and demand-driven scenarios are hypotheticals that assume one model will dominate. And both are ultimately unsustainable, because neither would lead to a stable, end-state market. The supply-driven scenario would fail to slow increases in healthcare costs — because a smaller number of players would retain greater control over access and pricing — and would likely trigger the next revolution of reform and restructuring to make healthcare more sustainable. And the demand-driven scenario would erode profit margins for providers beyond sustainable levels, likely causing key participants to exit the market.

In any of these scenarios, entrepreneurs can touch the patients, providing face to face care, or not touch the patients, providing the eCare tools, business processes and systems required to streamline workflow and create value. To identify who does what, start with a clinical care pathway for a patient with a given disease.

Biomedical and clinical business models are constantly changing in medtech, biopharma, clinical care, care organization and business processes.

Wars create fortunes. Be the guy who sells the bullets, not the soldier fighting the war. Of course, a little prayer at Temple Aaron can’t hurt either. In fact, maybe Divine guidance had something to do with the legalization of marijuana in Colorado. Las Animas county sells the most ganja per capita in the state.

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Should you really think out of the box?

GUEST POST from Arlen Meyers

How many times have you been encouraged to “think out of the box”? It generally means you should challenge the status quo, innovate, disrupt and a multitude of other buzzwords. For example, here are 3 ways to do it.

But, there are hazards to out of the box thinking:

  1. If you are a bad rebel instead of a good rebel, it will result in career suicide.
  2. Whether you are an entrepreneur or an intrapreneur, you will need a supportive ecosystem to make you ideas work. Building a new one from scratch takes lots of time, money and courage.
  3. Most innovations are evolutionary, not revolutionary. building and modifying existing predicates
  4. Thinking out of the box will usually result in followers thinking you are out of your mind and will stiffen their resistance to change
  5. It doesn’t work. The term “out-of-the-box thinking” came from solutions to the so-called “nine dot problem” — where there are three rows of three dots and the problem is to connect all the dots with just four lines. The solution lies in drawing a line that goes outside the imaginary “box” formed by those nine dots. “Thinking out of the box” has come to mean thinking of a solution that is somehow outside of what you already know and do, coming up with something wholly new. Sounds great, but does it work? Studies have shown that, when you tell people to think out of the box in solving the nine-dot problem, they don’t do any better than when you just let them go at it. Pushing people harder to think out of the box doesn’t work. Many of the revolutionary ideas in the technologies and arts don’t come from the person who solves the problem by thinking out of their box. It comes from the person who has seen the right solution already somewhere else — who has other boxes to think in.
  6. Ideas are not inventions are not innovations. Most of the latter are old ideas used in a new way or with a new or different business model.
  7. We live in a VUCA world (volatility, uncertainty, complexity and ambiguity). Making a successful product that is entirely new is probably more about dumb luck and timing than imaginative out of the box thinking. New product failures speak volumes.
  8. If you get too far out ahead of your troops you are likely to be confused as the enemy
  9. The challenge is to spend the right amount of time on the now, the next and new.

10. “It’s tough to make predictions, especially about the future.”-Yogi Berra

Don’t get boxed out by out of the box thinking. Innovation is about connecting dots, even if if some of them are outside of the imaginary box. Sickcare cannot be fixed from inside so maybe you need to look in someone else’s box.

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Advice on giving advice

GUEST POST from Arlen Meyers

One way to put a toe in the water of physician entrepreneurship is to become an advisor to a startup founder or client or simply someone who wants your opinion. However, being an advisor that creates value means you have to deliver the 7Ms. You will have to deliver the value that startup CEOs are looking for: money, marketing, making something, management, manpower, mentors, monitoring the environment and mergers and acquisitions.

When you get that gig, though, you will have to learn when and how to give advice and how much to give. You also have to deal with founders who have founders syndrome and those who suffer from other entrepreneurial syndromes. In short, many won’t take your advice and you will be left with the feeling that you have wasted your time.

Here’s some advice on giving advice:

  1. When you sign on, clarify expectations about when, how and how often are the best ways to communicate-face to face, email, text or phone, videochat?
  2. Have an agenda focusing on the next critical success factor you need to help achieve. Is it finding money? How about helping to recruit talent to execute the plan and scale?
  3. Avoid having to spend time giving the same advice over and over again by authoring a blog, post or eBook, like this one. Like the flipped classroom, read the assignment and then let’s discuss in class.
  4. If you get ghosted (you haven’t heard from the person who hired you in a while), don’t take it personally. Instead, talk about whether there is a problem, recalibrating your advisory role and whether it should be changed or eliminated.
  5. Use technology to block your time and synchronize schedules
  6. Understand your role as an advisor v a mentor, coach or sponsor. The expectations are different for each.
  7. Don’t work with people you can’t trust, like those who don’t pay you what and when they promised to do so, those who bad mouth you behind your back or those who make you feel unappreciated or ignored or won’t lead when there is inevitable team conflict.
  8. Focus on adding continuous value and delivering results
  9. Assign as much credit for results to others on the team
  10. Here are some tips on how to give advice.

Both the advisee and the advisor have responsibilities so be careful how you pick someone’s brain.

Remember Socrates who said “I cannot teach anybody anything. I can only make them think.” By it’s very nature, advice is just that and can be accepted or ignored. Make it personal, just don’t take it personally when it’s the latter.

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Breakfast and a bedroom. Not Data

GUEST POST from Arlen Meyers

We owe a lot to K-12 teachers. They, like others who work in mission critical industries, like sick care, have to deal with many issues to help their students. In fact,according to a recent survey,the greatest barriers to school success for K-12 students have little to do with anything that goes on in the classroom, according to the nation’s top teachers: It is family stress, followed by poverty, and learning and psychological problems. In many ways and in many places, the same is true for doctors helping patients.

Approximately 1.2 billion people in the world live in extreme poverty (less than one dollar per day). Poverty creates ill-health because it forces people to live in environments that make them sick, without decent shelter, clean water or adequate sanitation. While the official US poverty rate is 14.5%, some differ and claim it is as low as 4.5%. Still, a lot of people.

In addition,More than 16 million children in the United States – 22% of all children – live in families with incomes below the federal poverty level – $23,550 a year for a family of four. Research shows that, on average, families need an income of about twice that level to cover basic expenses.

After 50 years, The War on Poverty has been a stalemate, and , as you would expect, poverty rhetoric takes the stage every four years.

Between 2000 and 2015, the number of people living below the poverty line rose 36 percent, from just under 34 million Americans to over 46 million, and the poverty rate increased by two percentage points. But where one lives matters. High-poverty neighborhoods, defined as places in which at least 20 percent of residents are poor, can lock families and children into a cycle of poverty because they lack good schools, nearby jobs, and are often fraught with high crime. Unfortunately, the number of high-poverty neighborhoods has more than doubled in the nation’s 100 largest metro areas, with the bulk of that growth occurring in the suburbs.

I’ve worked for many years in “safety net” hospitals-city and county hospitals, university hospitals that take care of a disproportionate share of poor patients, VA patients who are homeless, and native American facilities located on reservations with a culture of poverty. In most instances, health success has little of nothing to do with what goes on in the examining room. Instead, the psycho-social and behavioral health context usually is a predictor of treatment success or failure. In most instances, doctors are ill-prepared to deal with those issues and live at the epicenter of medicine, the legal system, medical sociology and a very dysfunctional mental and behavioral health pseudo-system.

There is growing awareness and acknowledgment in the health care community that health outcomes and disparities, more often than not, are driven by social determinants of health than by medical care. Social determinants of health include social, economic, physical, or other conditions where people live, learn, work, and play that influence their health. Poverty and food insecurity are social determinants of health, and are associated with some of the most serious and costly health problems in the nation. 

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With the elimination of net neutrality, the internet becomes another social determinant.

The loss of net neutrality will force healthcare organizations to rely more on electronic health record (EHR) vendors like Cerner and Epic to provide them with the technological support they need to be able to move health records electronically, and consumers will pay for that cost, says Beatrice Mallory, SVP and managing director at Sensis Health.

It will also exacerbate the rate at which internet access is a social determinant of health, because there will now be entire communities with less access to preventive care, prenatal care and chronic disease management, she tells Healthcare Dive. “What you’ll see is more reliance on episodic care” and use of emergency rooms, she says.

These days, a lot of people are telling doctors what they should be and do. As if practicing state of the art medicine is not enough, clinicians are expected to be experts in health economics, population health, data analytics and business intelligence, spiritual medical sociology, behavioral health, community resource management, law enforcement, addiction medicine and much more. They are being measured and compensated using measures over which they have little or no control. And we haven’t yet gotten to the chief complaint.

In fact, doctors are no longer expected to just do what’s “right” by the patient. Now they are expected to serve two other masters-their employers and society at large.

I remember in medical school learning about taking a history from a patient. One part was the social history, inquiring about such things as education, occupation, marital status and a few things that regulators required later on, like being the victim of domestic abuse. I rarely asked about whether the patient had food and shelter for the night. Some medical schools are changing that, with the understanding that your ZIP code is a more important determinant of your health than your genetic code.

The two biggest contributors to rising global health costs are the aging population and poor health habits contributing to non-infectious chronic disease. Here are the factors thatcontribute to the success of public health interventions:

The factors that affect the successful implementation of such programs are: • national planning, political factors and capacity; • availability of data about the target population and intervention impacts; • influence of socio-economic factors and special considerations regarding the age of target population; • burden of the health problem to society, family and individual; • use of intervention in a multifactorial setting; • communication strategies through media and school to reach vulnerable and minority groups; and • engagement of all levels of the society (from government to individual) in the process.

Policy considerations

The research evidence shows that the most effective programes for children and young people are carried out at the government level, supported by society in general, and promote national policies to decrease poverty and increase social equality. The second most effective interventions are coordinated government policies such as pricing, legislation and other policies. (E.g. the most effective interventions against tobacco use are increasing the price of tobacco, banning tobacco product advertising, banning smoking in public places and legislation prohibiting the sale of tobacco products to young people.) There is also evidence that simultaneous, multi-dimensional inputs at national, local and individual level increase the effectiveness of general health promotion campaigns. The health promotion interventions that are least likely to work are ones that deal with single issues, are ‘negative in the message’, and delivered at only one level of society.

The research on social services, health spending, and health outcomes suggests strongly that it is no coincidence that the U.S. has this unusual combination of spending and mediocre outcomes.

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Studies that focus on non-clinically directed health promoting interventions such as tobacco or sugar taxes, or placement of urban greenways are in short supply in spite of the fact that a robust literature has documented that health care’s impact on population health is dwarfed by social and environmental factors. Here is a research agenda to fill the gaps

Value-based care (VBC) is necessary to significantly improve health outcomes and to lower costs for children and others with chronic illness and complex medical conditions. One hospital reports, though, that a VBC approach can decrease the direct costs of care for a group of children with a chronic condition. However, transitioning to a VBC approach involves added infrastructure, training costs, and complexity of delivering care in an environment that mixes fee-for-service and value-based reimbursement. In addition, in order to deliver on the promise of improved health and reduced spending, VBC must be augmented with a structured approach to eliminate waste and be delivered in conjunction with a broad-based effort to address factors that are outside of the traditional boundaries of healthcare. The results might also mean less revenue for a hospital since it reduces fee for service interventions.

Here how different organizations are solving the problem.

Experts offer the following advice to leaders who want to reduce health disparities in their communities.

Use the community health needs assessment. Hospitals are required to complete the assessment every three years and can use the process to identify which health inequities to target, Weiss says. MaineHealth identified substance-use disorder as a priority after reviewing its own assessment. Leaders may want to conduct this assessment jointly with other providers in their community.

Ask for help. Health system and health plans may want to reach out to community stakeholders like criminal justice, transportation, and business organizations to talk about potential solutions. For example, leaders at Maine Behavioral Healthcare work with law enforcement to train officers on how to identify individuals with mental health needs, including substance-use disorder, Merz says.

Think about the next generation. In addition to helping adults by funding stable housing, CareOregon aims to change the trajectory for children affected by homelessness. Hunter says that homeless children often have higher scores in Adverse Childhood Experiences testing, which raises their future health risks. “Housing is a big piece of a family’s economic security and helps to change the long-term dynamic,” he says.

Be a catalyst for collaboration in your own organization. In many provider organizations, internal leaders in finance, population health, and community benefits may not have had opportunities to interact. But a health equity project can be a good place to start. “What financial leadership can help do is bring some of those conversations together,” Weiss says.

Focus on the problem and then think about incorporating technology. Providers need to consider their clinical needs before they purchase technology platforms to address health disparities, UMMC’s Adcock says. In addition, they should realize that one product will not address every issue.

Build healthy cities Most city leadership, urban policymaking or action on the ground prioritises the safe and efficient delivery of formal healthcare services in hospitals and the community rather than a wider focus on public health and healthy lives. This is cure rather than prevention. The Foresight Future of Cities project has identified a broader perspective that could be adopted – one that looks at urban health and wellbeing as a total ‘ecosystem’ to be embraced, rather than urban healthcare as a complex system to be managed and resourced.

Newark Beth Israel has hired 169 city residents for full- and part-time jobs during the past year and will hire locally for 250 more full-time positions over the next two years. The hospital plans to spend $610,000 this year with local women and minority-owned businesses. It also has invested $5 million in a Newark venture-capital project to develop local tech entrepreneurs and provided a $150,000 grant to a commercial-redevelopment program.

Population health is more about providing clean water, housing, mental and behavioral health intervention, opportunity equity, education and adequate nutrition than big data. The sick care system generally ignores it. Those that don’t not only improve care but save money doing it.

We need to do a better job of rebuilding civic social support systems and linking the sick care system with the public health and other social service ecosystems However,without seeing care in context, we’ll be missing the forest for the trees.

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The Quest for the Digital Health Whole Product

GUEST POST from Arlen Meyers

Doctors are unhappy about electronic medical records.

  • Nearly 70% of physicians say electronic health record (EHR) systems have not been worth it
  • EHR usage is accounting for 48 minutes of lost free time per day.
  • 73% of the largest practices would not purchase their current EHR system
  • 45% of respondents say patient care is worse since implementing an EHR

The healthcare digital ROI is not meeting expectations. Only the vendors making billions seem happy.

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When it comes to communicating, it seems, techologists are from Venus and doctors and other end users are from Mars. The present offerings are not meeting the needs of users, are too complicated and filled with features, not benefits, and they offer smokestacked parts of a solution. Instead, we need a whole product solution that would include the next generation EMR.

 

The whole product

 

The whole product bridges the gap between the marketing promise your company makes to customers and your product’s ability to deliver on that promise. It includes all the products and services that are necessary to augment or complete the product so that it becomes a complete solution and lives up to its value proposition.

 

The four layers of the whole product

 

  • Generic product: the product that ships when a purchase is made
  • Expected product: the product the customer believes he buys when he orders the generic product
  • Augmented product: the idealized form of the product that provides the greatest chance that the customer will achieve his stated buying objective
  • Potential product: the apparent growth path of the benefits demonstrated by the product as it is improved, and as it is complemented and strengthened by other products and services

We are now in the ecosystem economy.

TVs were worthless without a network. Electric cars won’t scale until there is a national electic charging grid. Digital health won’t mature until there is a coordinating cyberbrain.

So, what’s your strategy? Can you answer these five questions?

Customer jobs, pains and gains describe problems. Gains describe all the customer’s wanted and unexpected benefits and desires, and may span personal, functional, or economical etc. For example, this box could include positive emotions, functional requirements, or specific cost savings and can be rated as “WOW, I sure didn’t expect that” to “not having this is a deal breaker”.

So, what would a whole digital health product look like?

1. Interoperable with other whole products. For example, suppose all EMRs and the internet of things were interconnected? What impact would that have on the global aging population?

2. Intuitive user interface with minimal workflow disruption.

3. Designed to achieve the Quadruple (includes the doctor experience) Aim of improved quality, reduced per capita costs and an improved patient nd doctor experience.

4. Validated that it achieves #3

5. Incorporates modules that include not just EMR, revenue cycle management and business process/practice management support, but eCare as well, including decision support, telemedicine, remote sensing and other parts of digital health.

6. Accessible anywhere, any time, using any mobile device.

7. AI support to avoid unnecessary data entry requirements by the user.

8. Accessible to the community of care, not just closed loop providers, anywhere in the world.

9. Ability to modify security and confidentiality requirments to suit the needs of the care team and patient team.

10. Inexpensive or. preferably, free

11. As population health management demands increase, so is the demand for an information and communications health solution. For example, in an attempt to expand its population health footprint, Siemens Healthineers — the healthcare unit of Siemens AG — has signed an agreement to acquire Medicalis Corporation, a company based in San Francisco, California, and Kitchener, Ontario, Canada. Components of the platform include decision support, referral management and patient and doctor parts designed to improve the patient experience and engagement.

12. Cybersecure

Here are some more benefits, not features:

1. A whole product solution that integrates telemedicine, social media, etc

2. Voice to text entry

3. Better UI/UX

4. Better decision suppport

5. Interoperabilty

6. Patient owned

7. Integration with IoT

8. Automated bill generation based on data mining

9. Patient friendly format for patient participation that does not interfere with workflow during the visit

10. Better biometric activation across multihospital systems. Eliminate passwords

11. Translation function for clinical summaries for non-English speaking patients

12. Clinical translator for patients who don’t understand medical terms

13. Cheaper, smaller, better systems for independent practitioners who can’t afford to and don’t need to buy the whole enchilada

14. Change the billing rules that are driving ecosystems that create ridiculously complex and costly systems to operate

15. Include costs of prescribed tests, medicines and other therapeutic interventions in real time at the point of care and other options to reduce them. Give us the answer when the patient asks, “What will all this cost, doctor?”

We are starting to see some evolution from a sick care billing solution to a healthcare IT whole product solution.

A hospital centric EMR is not a long term viable model given the multiple points patients generate sick care and disease prevention data from non-traditional sources. Some have suggested the need for more robust pipelines, delivering data to a central repository and directed by middleware.

Here are some EMR trends that are likely to drive the continuing evolution of a health IT/EMR whole product solution. Another is integrating decision support science tools into the EMR, instead of relying on free-standing websites or apps.

We are getting closer. It’s been fewer than two months since Apple announced its pilot with a handful of vendors, allowing patients at certain provider sites to download their EHRs directly through the iPhone Health app instead of using a provider portal. But it’s not clear yet how the partnership is going – vendors and providers have generally been reluctant to share details about user numbers during the beta phase.

Dribbling out bits and pieces of a complete health information technology solution is causing more problems that it solves. Administrivia, reporting requirements and having to jump through burdensome and expensive hoops to get paid is causing unintended consequences and there is little evidence that it is meeting the Triple Aim goals.

We need to stop making things a la carte. We need the whole enchilada.

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Why hire physician intrapreneurs… and what to do with them once you have.

GUEST POST from Arlen Meyers

Surthriving in the brave new world of sickcare requires not just a new playbook, but players with new skill sets to execute the plans. Knowledge technicians are as obsolete as an NFL team with a running game but without a passing and special teams plan. Unfortunately, HR managers are getting it wrong.

But, do you know how to recruit for creativity and imagination? What will you support creative people once you have?

If you are looking to employ physicians, you need to recruit physician intrapreneurs. not knowledge technicians. Physician intrapreneurship has particular challenges.

Those responsible for hiring and managing the new sick care workforce should factor these things into the hiring decision:

1. Knowledge technicians will eventually be replaced by AI and other technologies, placing special emphasis on a doctor’s comunication and empathy skills

2. There are many reasons why doctors don’t play nice with others and they need to be addressed.

3. Only about 1% of doctors have an entrepreneurial mindset

4. You need to give knowledge technicians the knowledge, skills and attitudes necessary to evolve into managers, to leaders, to leaderpreneurs

5. It is almost impossible to pick identify and select people with a real or nascent entrepreneurial mindset. Most hide their innerpreneurial tendencies for fear of being eliminated by the BIG MEDICINE corporate immune system

6. Creating strategic alignment between the patient and profit mission is a full time job

7. Entrepreneurship or intrapreneurship is not about starting companies. It is about creating user defined value through the deployment of innovation.

8. Doctors matter. DISing them won’t work

9. Intrapreneurs are employed physicians trying to act like entrepreneurs in their organization. They are fighting a two front war. Don’t make it any harder than it already is.

10. You won’t find many who fit the bill, so be sure you celebrate the champions and use them as role models for others. Don’t make these mistakes when it comes to overlooking internal talent.

11. Renters act differently than owners

12. Quality of care is not improved in employed physician organizations.

The characteristics of the intrapraneurial mindset are:

  1. Action trumps ideas and more analysis every time. Real change comes from people who are obsessed with action, not ideas. Thinking and analysis without execution feels like zero cost to existing organizations, but it actually ignores the opportunity cost lost. If you act, you learn from other people, especially customers, and you build momentum.
  2. Focused on progress rather than process. Most entrepreneurs realize that for early stage startups, process is the enemy of progress, slowing you down when you’re trying to move forward. But more mature companies have learned that scaling a business requires process, so the focus changes. Intrapreneurs have to always think like entrepreneurs.
  3. Relishes the opportunity to learn from problems. Corporate environments tend to treat problems as failures, rather than opportunities. People are trained to avoid change, and stick with the safer status quo. True entrepreneurs, like Thomas Edison, realize that the biggest innovations come from solving problems, such as failing light bulb filaments.
  4. Loves to “hack” new outcomes from existing systems. In software, hackers love the intellectual challenge of confronting a system designed to do one thing and cleverly exploit it to achieve something different. That’s the essence of innovation, and good intrapreneurs need to find new opportunities by bending existing strengths in new ways.
  5. Reach out across the aisle for complementary talent. Smart intrapreneurs know they can’t do it alone, and know how to enlist the help they need by making it clear “what’s in it” for others. They enjoy engaging in informal partnering and co-design solutions with other stakeholders, while making the total opportunity as much possible about others.
  6. Married to a mission, but not just to one way to do it. The people you desire know the “what” and the “why,” but don’t want to be told “how.” They are always looking for gaps and misalignments, and thrive on changes, even radical changes, so the organization performs better. In this context, strategy deviations can keep the company on track.
  7. Frugal by nature, and don’t ask for much to proceed. Even though they see huge budgets all around, they prefer to start on the cheap (like an entrepreneur), reusing existing resources, working on the side, and employing messy, make-do methods over expensive sanctioned systems that have long approval cycles and much oversight.

How change agents respond to frustration is based on 1) whether they feel they have the ability, status or power to change things, and 2) whether they are committed to do so. In other words, depending on whether they are willing and able to engage, they will lead (attacker), follow (defender), get out of the way (disengage or be a sabateur) or quit.

Here are 7 reasons why your best docs might quit. Here are some danger signs that they are headed for the exits:

  1. Their work productivity has decreased more than usual.
  2. They have acted less like a team player than usual.
  3. They have been doing the minimum amount of work more frequently than usual.
  4. They have been less interested in pleasing their manager than usual.
  5. They have been less willing to commit to long-term timelines than usual.
  6. They have exhibited a negative change in attitude.
  7. They have exhibited less effort and work motivation than usual.
  8. They have exhibited less focus on job related matters than usual.
  9. They have expressed dissatisfaction with their current job more frequently than usual.
  10. They have expressed dissatisfaction with their supervisor more frequently than usual.
  11. They have left early from work more frequently than usual.
  12. They have lost enthusiasm for the mission of the organization.
  13. They have shown less interest in working with customers than usual.

As your organization grows and becomes more and more corporatized, you can expect your workforce to lose motivation, particularly the highest performers. Here are the main reasons why and how you should address them.

OK. Hopefully, I’ve convinced you to hire physician intrapreneurs. Now what should you do next?

1. Provide them with the knowledge, resources, networks, mentors and experiential learning they need to succeed.

2. Create a transparent innovation leadership system. Give them some PEARLS

3. Support champions, facilitate team building and develop Physician Intrapreneurs in Residence (PIIRs) to support peers.

4. Set strategy, define the vision and get out of the way

5. Let them fail without labeling them as “disruptive physicians”

6. Be sure they are integrated into your regional innovation ecosystem

7. Absolutely, positively, walk the walk. Never promise something you can’t deliver. If you do, you will break the trust you are trying to create and never regain it.

8. Be sure you have the structure, process and culture that fertilizes imaginative physician intrapreneurs. Do what it takes, within reason, to make your doctors happy. Happy doctors are safer, more enjoyable to work with, make happy patients , and , according to positive psychologist, are more creative, imaginative and entrepreneurial.

9. Not everyone is motivated by the same things. Some want time. Some want money. Some just want revenge, driven by anger to make things right based on their values.

10. Think big, but seek and leverage small wins.

Pay attention to these 10 reasons why your doctors will quit:

1. They are not respected as people at work. They are viewed as production units, rather than valued collaborators.

2. They don’t have the right tools, equipment, information and basic operational requirements they need to do their job. When they ask for tools or guidance they get yelled at or ignored. What kind of company would impede its employees’ ability to do their jobs, then get mad at them for asking?

3. Their employer disregards their personal life and has no compassion for their obligations outside of work.

4. Their immediate supervisor is a tyrant, unqualified for their job, or both.

5. They are tired of being lied to.

6. They have no visibility into the future and no confidence their leaders will do the right thing, either from a business standpoint or a human standpoint.

7. They are tired of dealing with the politics in their workplace.

8. They are underpaid and overworked.

9. They go to work every day and push a rock uphill, trying in vain to get forward motion on their projects. They’re tired of pushing.

10. They have to watch every word they say and every move they make, because the knives are out and they could get in trouble — or get fired — for almost any reason.

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The face of intrapreneurship is changing in many industries other than medicine.

You also need to dial back your corporate innovation immune system.

There is a reasonable chance that the physician intrepreneurs you hired are already looking for another job. Many probably already have side gigs, which is something you should encourage, not discourage. In fact, you should encourage them find another job or create their own.

Here are 10 mistakes to avoid if you want to prevent losing our best physician intrapreneurs.However, losing your best is actually good for you for many reasons.

Recruiting, developing and retaining physician intrapreneurs is a difficult task. Here are some ideas on how to recruit for group creativity.

Despite all this, try not to buy into some myths about intrapreneurship. As noted, to start, innovation must be recognized as a permanent function of a successful company, just like other business functions such as accounting, operations, sales, and finance. It’s hard to imagine a large company without a marketing department or division, yet less than 50 years ago marketing as a business function, profession, and department did not exist. The same is true of innovation today. If companies want to be able to consistently innovate, they need dedicated innovation professionals to carry out the functions of discovery, development, incubation, acceleration, and scaling.

But this innovation division can’t be siloed off from the rest of the business. Company incubators and innovation labs that are isolated from the rest of the organization tend to have limited success, because they are disconnected from a larger system. Game-changing innovations require a holistic approach across the organization.

Simply hiring doctors does not improve the quality of care. To thrive, however, HR managers and recruiters need to to have new tarkets in their sights and provide recruits with the tools they need to add value not just to themselves, but to their organizations as well. It’s the only way to get to the playoffs.

What gets you up in the morning?

 
Image Credit: Pixabay

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How to speak to a narcissistic entrepreneur

GUEST POST from Arlen Meyers

Imagine you are at a cocktail party and, inevitably, at least in the US, one of the first questions will be, “So, what do you do?”

NB: Do not ask this as the first question when in Europe or Asia.

The answer: “I’m a physician entrepreneur”. Now what?

Consider it an exercise in cultural competence with a dose of psychology thrown in too. Here are some things you should know about narcissistic personality disorder.

You might want to start off with the assumption that you are talking to a narcissist and all that comes with it, both the light and the dark sides.

Here are the five myths of everyday narcissism. You might be talking to someone who suffered from childhood emotional neglect or who had parents who made that person feel that, since their feelings didn’t matter, neither did they.

Research indicates that:

Student entrepreneurs score higher on the Narcissistic Personality Inventory than other vocational groups.

Narcissism is positively correlated with general self-efficacy.

Narcissism is positively correlated with locus of control.

Narcissism is positively correlated with risk propensity.

Narcissism plays a significant role in explaining entrepreneurial intentions..

Past research shows that narcissism is often tempered by adversity and failure 

It may be possible to contain and control the downsides of narcissism. For example, what if those grandiose self-views could be redirected to become focused on others, such as being the best helper, advice giver, or team member? The narcissists who do this naturally are called communal narcissists. They are self-appointed saints who have unrealistic views of their contributions to others. While, like all narcissists, they are driven to maintain unrealistic, inflated self-views and crave positive feedback, their narcissism can be channeled toward productive ends because their self-image is tied to helping others. Whereas traditional research has examined agentic narcissists, those who think their abilities are far grander than others’ and are focused on achieving things in the world for themselves, communal narcissists are more likely to share credit and resources in group settings in order to support their self-perceptions as heroic helpers — and they could just be the narcissists your organization needs.

Then, there is a category of humble narcissists. There are three kinds of humility that matter: ideas, performance and cultural.

That is not the only entrepreneurial psychopathology they exhibit. Then, throw in the doctor part, like a high producing surgeon, and things start to get sticky.

Here are some tips on how to spot and speak to a narcissistic entrepreneur:

1. Forget about changing the stripes on a tiger. Narcissist entrepreneurs think they got as far as they did because of who they are and you are not about to convince them otherwise. They have been told most of their lives how exceptional they are. They prey at the altar of the meritocracy and think luck has absolutely nothing to do with their success and they have little empathy for those who simply put, just don’t work hard enough.

2. Plan to spend no more than 5 minutes talking to them, because they will only talk about themselves and the more you encourage them, the worse the conversation will get.

3. Beware of the narcissist in sheep’s clothing. They know it’s all about them and so they try to compensate and only ask questions about you without sharing anything about themselves. You can tell they are faking interest because they are looking over your right shoulder during the conversation.

4. They are the only ones in the room overdressed

5. They answer very short questions with very long answers, particularly if they are men and deliver a manologue.

6. They incessantly post on Linkedin Pulse and other social media. Beware of anyone with over 500 posts.

7. They have mostly superficial relationships and expect you to pay your part of the bill since most of their money is going for alimony and child support.

8. They like the limelight and make good leaders

9. They value validation

10. They like to use lingo, jargon and bizspeak

Here are some more tips on how to deal with people who have big egos.

One thing you can count on , though, as Uber stockholders are discovering, is that therapy for CEOs displaying toxic behavior will have to wait until there is a substantial impact on profits.

The next time you run into a narcissist entrepreneur, just smile and say, “Wow, did you do that all by yourself?” Then take a sip of your Chardonnay, listen for the next 5 minutes and then politely excuse yourself. Millenials self promote because they have to. Maybe in the new economy we all do. Or , if you are a narcissist yourself, just hang out together for a while and ride the career ladder together.

I’ll bet you think this post is about you, don’t you.

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