ProductCamp PDX
ProductCamp 2015 Session: Product Management in Health carePresenter: Amy WinkelmanDirector, Product Development, Providence Health & Services OregonMarch 7, 2015I. Setting the ContextA guiding principle for health care delivery organizations today (including Providence) is to achieve the “Triple Aim” (1) improve population health, (2) improve patient experience and (3) reduce health care costs at the same time in a balanced way. The health care “eco-system” is made up of multiple customers and/or players:Patients and their family membersConsumers (who do not yet have a pressing health care need or illness) Payers – Insurance companies, large self-funded employers, state & federal government Providers – doctors, caregivers, clinics, hospitals, ancillaries (lab, imaging, rehab, etc.)Vendors – pharmaceutical, medical equipment, software/hardware, supplies, etc.Health care financing is still stuck in traditional “fee for service” (pay for each individual health care service regardless of outcome) but starting to move to “fee for value” (pay for performance based on achieving Triple Aim outcomes)II. Opportunities for developing and managing products in health careUnprecedented change in the industry – lots of disruption creating new opportunities and openness to innovationConsumers responsible to share in more of their health care costs (high deductible health plans, higher premiums) leading to increased consumer knowledge and powerIncreased competitive and market pressures State and federal government regulations and incentives driving changeIndustry moving toward accountable care & value-based services and payments, and away from traditional fee-for-service medicine (move from “volume to value”)Increased health care technology options and investmentIII. Challenges of developing and managing products in health careTraditionally provider-centric rather than a customer-driven or patient-centric environmentCultural barriers: risk-aversion; primacy of the status quo; slow to change; matrixed management structures Health care delivery leaders lack product knowledge/experience; providers don’t typically have business expertiseLarge, complex organizations and a highly regulated, bureaucratic industryFinancial incentives and infrastructure lagging behind consumer desires and care transformationIV. Product Management best practices that have been/could be useful in a healthcare environmentAt Providence we’ve implemented:Internal education/training of healthcare providers and leaders on:“What is the definition of a product in our organization?” (How does that differ from our traditional services?) “What is the role of the product manager?”(How does that role differ from project managers? Marketing? Process engineers? etc.)Standardized product development cycle and stage gatesProduct “thinking” – identifying key features; versioning; minimal viable product; “agile” teamsHuman-centered design Small, fast pilots/demonstrationsChange management principles incorporated into all stages of the development cycleSession participant contributions to this list:Consistent, ongoing training with providers and care teamsAutomation (where applicable) ................
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