As healthcare becomes increasingly digital, companies must straddle the businesses of today and tomorrow. Successful ones take a digital-first approach to leapfrog competitors while borrowing capabilities and insights from other sectors.
Healthcare organizations today contend with an environment of rapid change and incessant ambiguity. Increasingly complex regulations. New payment methods. Risk-sharing arrangements. Ongoing battles over healthcare reform. The rise of consumerism. Constantly shifting demographics.
In addition to providing quality care, healthcare leaders now must build digitally enabled and flexible operating models to improve organizational agility, overcome complexity, and sustainably reduce operating expenses. They must synthesize technologies with legacy systems to propel performance—today and tomorrow.
Succeeding in today’s dynamic marketplace means adopting a new approach. In an age of increasing uncertainty, we help companies transform to thrive today and better compete in tomorrow’s arena. We unlock value in the form of shorter cycle times and better resource utilization and retention.
Vice President, Leading Healthcare Services Company
Identifying and maximizing efficiency, including streamlining core process from member eligibility, enrollment, and prior authorizations to targeted clinical programs
Driving efficiencies throughout the transaction and payment process, including claims payment & appeals, payment integrity, medical coding / risk adjustment, and STARS / HEDIS
Designing experiments in value-based contracting, population health management, and coordination of care followed by standing up model offices and scaling to full implementation
Helping clients maximize their internal and external resource utilization, from network optimization through clinical recruiting, credentialing, and enrollment
Crafting digital strategies responsive to the changing reimbursement environment and changing healthcare consumer expectations
Streamlining operations and removing redundancies in service centers, back office, data centers, and clinical settings while facilitating “one company” cultural alignment
A healthcare technology company was faced with significant declines in margins due to reduced demand and increased competition. The company sought to improve contribution margin by re-engineering its operating strategy and optimizing staffing and productivity.
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A high-growth Dental Services Organization faced a misaligned organizational structure and an inability to keep up with an expanding national footprint.
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A provider of dual Medicare/Medicaid eligibility services sought to optimize outreach and enrollment processes to profitably maximize revenue yield.
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A healthcare service provider faced increased Opex and decreased revenue due to costly and inefficient operating structures.
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A healthcare services firm needed to create an operations strategy to re-engineer revenue and internal operations engines to achieve planned synergies of the acquisition.
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A healthcare service provider faced customer attrition due to poor quality of the customer experience and misalignment between organizational stakeholders.
Learn MoreWhile today’s age of disruption and rapid digitization has companies rethinking their strategies, few know how to translate them into action and results. We work with clients to develop and implement tailor-made solutions that deliver exponential returns.
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