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Care Delivery

by Editorial Team

The Future of Urgent Care

Care Delivery, Finance & Operations
Those of us in the on-demand medicine space all face a daunting challenge. Our industry attracts a mass market of consumers who have much higher expectations from their experience, the same expectations they have of retailers like Starbucks, Amazon or Target. We also face a crowded market of large and small players and much greater saturation, especially in urban and suburban markets....
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The Rapid Emergence of Digital First Healthcare

AI Decision Support, Care Delivery, Experience Innovation
Bricks-and-mortar is not going away. Consumers expect a new and different experience as well as thoughtful integration of virtual and in-person access to services. This ideology extends to all aspects of the US retail and healthcare industries. Understanding the keys to successful integration of virtual and in-person services is what will drive the long-term relevance and survivability of health systems everywhere....
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Now Arriving Ahead of Schedule: The Future of On-Demand Medicine, Part 1

Care Delivery
Running an urgent care platform was already getting complicated before the arrival of the Covid-19 pandemic. By this past March it looked as if the end of the urgent care world was upon us. Patient visits came to a halt for six weeks or more. Those who jumped on the testing bandwagon managed to kick back into gear. But this may be a short-lived salve for something more dramatic coming down the road....
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Modern Primary Care Takes Center Stage

Care Delivery
We have many health system clients who ask: “If we were to start from scratch, what should our urgent care model look like?” The answer is to look not at the current state of urgent care, no matter how slick, consumer-friendly or retail-oriented it may appear. Unfortunately, many health systems are caught up in the look and feel of urgent care, many of them hiring executives from places like Neiman Marcus or Amazon. There is also the “rear guard” focus on justifying purchased medical group assets, referring patients downstream to places that may not necessarily be expeditious or economical, and spending large sums on outdated, system-level patient experience programs....
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