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Engaging the C-Suite for Value-Based Projects Mary Beth Briscoe

Engaging the C-Suite for Value-Based Projects Mary Beth Briscoe. Agenda. Evolving Industry Five Disruptors (of many!) Addressing Industry Disruptors – “New Decision-makers” CFO Insight Supply Chain – Organizational Leader Supplier – Organizational Partner Sales Team’s Readiness

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Engaging the C-Suite for Value-Based Projects Mary Beth Briscoe

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  1. Engaging the C-Suite for Value-Based ProjectsMary Beth Briscoe

  2. Agenda • Evolving Industry • Five Disruptors (of many!) • Addressing Industry Disruptors – “New Decision-makers” • CFO Insight • Supply Chain – Organizational Leader • Supplier – Organizational Partner • Sales Team’s Readiness • UHealth Response

  3. Evolving Industry: Changing the Face of Supply Chain Market Turbulence = Opportunity for Supply Chain Think “Broadly” and Collaboratively Be pro-active – Communicate your “value” Knowledge of Market Disruptors – Amazon – CMS Changes Propose Solutions – Not Highlight Problems

  4. Disruptors to Watch 5

  5. Disruptor #1: Changing Decision-Makers

  6. Disruptor #2: Changing Buying Process (Supply Chain and Pharmacy)

  7. Disruptor #3: New Reimbursement Models

  8. Summary of Innovation Models Hospitals are actively engaged!

  9. Disruptor #4: More Competition Which Suppliers Will Win as IDNs Move Toward Standardization?

  10. Disruptor #5: Customer Restructuring Goals of Restructured IDNs PossibleSupplier Strategies

  11. Key Training Topics to Address Disruptors

  12. What Keeps CFOs Up at Night • Numerous competing and complementary initiatives • Market shifts - happening quickly • Changing cultures and processes “fast enough” • Investments in IT and New technologies • Work force challenges (clinical, physician, “new skills”) • Work life balance • Market shortages • Taking measurable risks with payment models to “learn”

  13. Supply Chain: Fitting into the Changing Environment Linking supplies to total cost of care and outcomes • Implants • Infection and fall prevention • Standardization Sourcing and Visibility for Totality of Products Used • Procedure based, (antibiotic cement, disposable instruments, biologics, cutting guides, BMP..) • Patient risk-based, (by clinical pathway and risk stratification) • Admission-based, (care redesign and standardization) • Patient Satisfaction/Engagement, (noise reduction devices; personal care kits) Post-acute products • Standardization across partners • Easy of use in home environment • Patient monitoring and engagement • Consistent supply source Vendor Risk Management Beyond Acute Setting Purchased Services, (nutrition and delivery services, hospital based food provision)

  14. AHRMM Cost-Quality Outcomes Movement Cost (total cost of delivering care, e.g., services, supplies) Quality (quality of patient care, the services provided, patient experience) Outcomes (how the above contribute to value-based reimbursements, e.g., reduced readmissions, never events, etc.)

  15. Supply Chain: Engaging Partners GPO

  16. Implications: Supply Chain Leader Skills • Strategic Thinking • Operational Implementation • Data and Metrics Driven • Ability to Promote Supply Chain as a Resource to your Organization • Skills: • Collaboration: Works with many stakeholders, internal and external • Vision: The world is much smaller today; think globally • Logistics Expertise: Service all the needs of patients (Food/security) corresponds to community health needs • Negotiation Skills • Recognize and Promote Talent to Elevate the Supply Chain • Solutions Oriented

  17. Suppliers Can Strategically Bring Value Best Practices: • Understand your customers’ strategic goals. • Identify key customer needs. • Match the needs of the IDN with your company’s products and services. • Focus on ways to improve outcomes, including the patient experience. • Recognize that practice/procedure standardization is an opportunity. • Understand how market drivers are impacting your customers. • Train your sales team to have more meaningful customer conversations

  18. Determining Your Sales Team’s Readiness to Thrive Amid Disruption • Do you offer up-to-date training that enables your sales teams to sell value amid disruption? • Does your sales team know how to confidently converse with a new breed of decision-makers? • Does your value proposition speak to the new buying process? • Can your sales team effectively address competition? • Does your sales team know how to navigate complex organizations?

  19. UHealth Supply Chain: How We Are Responding? • Focus on analytical tools and opportunities around big data and data warehousing • Analyzing clinical data to identify clinically acceptable products • Developing internal and external partnership to achieve visibility into product cost, utilization and outcomes • Continual process improvement around reducing manual processes • Engaging local and regional partners for volume-based purchasing and contracting • Continued focus on tactical materials management activities; data cleansing and management; and value analysis to maintain consistent cost reductions • Examining and challenging all external strategic partnerships

  20. Thank You

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