Tag Archives: pharma

Patient Centricity in Healthcare Outsourcing (Part One of Two)

Bill Huber Blog

Bill Huber, Managing Director – 

It’s no secret that the Healthcare industry is undergoing massive changes, and that these include the solutions that outsourcing service providers are bringing to the market.  Last week I caught up with HCL’s Healthcare head, Gurmeet Chahal to discuss these trends and current areas of focus for HCL.

Bill Huber: HCL has referred to something called “Patient Centricity” in describing its services approach in healthcare. Can you describe what that means in practical terms?

Gurmeet Chalal: As you know, right now, the healthcare industry is undergoing what are perhaps the most dramatic changes of any major sector. HCL looks at healthcare in light of this transformation and sees enormous potential for innovation, with a focal point for that innovation around the patient. We are achieving results by converting technology platforms, capturing and organizing data and providing services that are focused on transforming the insights from the data to outcomes for the patient with the goal of improving the patient’s experience. We believe that this ultimately needs to be done over the lifetime of care for the patient.

Our approach is based on connecting the insights obtained through HCL’s rich experience of working with both payers and providers, along with a heritage of working with the medical device industry, and of course, pharma. Utilizing technology, analytics and services, and leveraging our global scale and partner relationships, we are able to bring clinical insights together. At HCL, our culture is focused on “ideapreneurship”, involving individuals who take accountability on behalf of our customers. Part of this is how we use cross functional teams and have built the “4I” framework which enables us to stitch data into a unified fabric and build an intelligence layer on top through our understanding of business data and analytics. For example, think of a medication adherence strategy. If the patient is adhering to a prescribed medication regime, presumably the patient will benefit through improved health, the payer will benefit through reduced cost of care, the provider will benefit through improved patient outcomes and lower readmissions, and the pharma will benefit through improved market share. The combination of technology, analytics and services makes this possible through enablement of better monitoring, tracking and follow-up with patients and caregivers to improve regime adherence.
In addition to our aforementioned relationships, HCL has its own provider business in India. It comprises the country’s first nationwide networked multi-specialty clinics in affiliation with Johns Hopkins Medicine International. This provides us with our own unique insights that will fuel research that will become increasingly important for providers in the US as the Asian population increases here.

BH: You mentioned your “4I” framework. What is that?

GC: It’s about how you obtain and what you do with the right Information. The four “I”s refer to Intelligence, Interaction, Integration and Insight. So, we have a strong Intelligence layer, comprising patient segmentation, benchmarking, analysis and simulation and the like. Then we have an Interaction layer, which is multi-channel and includes social media, mobile, in person and web. Third, there is an Integration layer which collects and organizes information from multiple sources, including from Pharma, from labs, from providers and so on. For example, through a partner, we have built a platform that enables integration of data from over 160 medical devices in real time. Lastly, there is the Insight layer, which provides actionable care and business recommendations.

Profiting from Wellness – Pharma Focuses on Channel Strategies and Quantifying Outcomes

pills lying next to a piggy bank. symbolic photo for costs in me

Jennifer Stein, Managing Director –

As healthcare reform increasingly ties financial incentives to health outcomes, pharmaceutical firms face the daunting challenge of developing new channel strategies that address the imperatives of the Affordable Care Act.

For example, which constituent will take the lead to design and deliver programs to ensure patients take their cholesterol medication as directed, and encourage them to follow dietary guidelines to achieve optimal results? This leads to additional questions such as: Which programs are most effective? What’s the positive impact and how does in translate into revenue/savings? Who should administer these programs? The provider? The payer? The pharma company?

Today, all parties are turning to big data and analytics to crack the code of these complex questions, and are scrambling to adapt to the evolving healthcare delivery model.

For pharma executives designing a channel strategy, the question now becomes: how do I find the right mix of service providers that can offer insight into the changing marketplace as well as the relevant big data expertise?

From Alsbridge’s perspective, whatever the market sector, finding service providers with industry-specific expertise and proven capabilities is imperative.   In pharma, and in the case of measuring outcomes, enterprises require service providers who understand metrics and can provide insight into cause/effect correlations.

While looking to transform their channel strategies to adapt to new conditions, the reality is that pharma firms must find ways to service the old model as they create a platform for the new healthcare system.  Today, pharma companies are seeking to partner with Pharmaceutical Benefit Managers (PBMs) to drive the agenda toward patient outcomes. PBMs, meanwhile, want to drive prescription volume and compliance by offering basic training on the proper use of medications.  Strengthening and optimizing these and other partnerships is the next step.

Making the right service provider and channel strategy investments will be one of many deciding factors that make or break pharma companies.  With adherence and outcomes now increasingly entering the economic picture, pharmas have to ask which channel approach produces a better health result – because the answer has a direct impact on the bottom line.