A GLOBAL HEALTH CARE DEVELOPMENT COMPANY!
Doc-U-Care Inc. will start building Health Care Facilities today for the future. We’ve
learned from the past, we’re listening to the senior executives and are building on that
foundation to leapfrog our communities to the health care of the future, immediately.
Health care is changing and developing with each year passing. New technologies and
innovations are being introduced within the industry, creating excitement among medical
practitioners, researchers, and patients alike. Many opportunities lie ahead, and it is only the
beginning phase of another era where most diseases we now deem incurable may become
The intrinsic demand for healthcare services continues to rise, given population aging, the
increasing prevalence of chronic disease, and the search for a higher quality of life. In
addition to increasing demand, three other major factors make healthcare a dynamic
industry with significant opportunity:
Convenience, simplicity, speed and immediate satisfaction are the hallmarks of the on-demand
economy. Broadly defined as business activity created by technology platforms that fulfill consumer demand via the immediate provisioning of goods and services, the on-demand economy has disrupted virtually every industry.
Healthcare tends to think of itself as unique—and immune–but the platform economy is already at work in the industry. The platforms powering on-demand everything transcend business-to-business
(B2B) and business-to-consumer (B2C) models: new, consumer-to-business (C2B) platforms will empower consumers to build their own systems of care.
DOC.U.CARE INC. and it's strategic health care organizations have leveraged their existing investments in digital technology assets and platforms to create a game-changing on-demand platform.
Solutions that aim to improve individuals’ health in a holistic way over greater periods of time and provide sustained improvement are more likely to gain traction with consumers. While this is already ingrained in private and public healthcare sector strategies, and is increasingly being incentivized by healthcare funders, it is important to note that the pressure to change is accelerating with the digital revolution.
We anticipate an increasing focus on self-management while well, and an increase in complementary and alternative therapies (e.g. naturopathy, acupuncture, meditation) being integrated into conventional medical treatment programs.
Advances in medical technology and connected devices are also changing the physical environment at home. Innovations like electronic pills that track medication compliance, sleep monitors, personal electrocardiogram devices and other standalone digital sensors create a bridge between individuals and healthcare professionals, providing flexibility of care and greater insight into patients.
Affordable and user-friendly telehealth platforms and in-home monitoring devices will make in-home patient monitoring the norm, allowing remote caregivers to be notified in real-time of any incidents and improving access of healthcare services to regional areas.
Many sensors and connected devices are established for use in the home. Although, it is important to note that the ageing population and those with chronic diseases still enjoy, and can benefit from, leaving the home. Developing mobile sensors will be the next wave of focus in order to provide greater flexibility to patients.
The increasing use of electronic medical records in acute care opens an alternative to evidence-based practice for clinicians when the evidence doesn’t exist. Randomized controlled trials giving rise to evidence-based practice remain the gold-standard, but there are innumerable instances where –for ethical reasons, due to the rarity of the condition, complex co-morbidities or in pediatrics –research hasn’t been undertaken.
Data analytics is opening up the information stored in the unstructured clinical notes, deep within the medical record, to allow clinicians to draw conclusions on the best treatment for their patient when there is no published best practice.
Quantum computing is another key enabler in the medium term horizon, that has the power to dramatically improve protein folding and drug discovery through probabilistic modeling of how the human body reacts to stimuli. We predict that Quantum Computing will mature, and become mainstream in the next 5-8 years.
The future of medicine will rely on an even closer relationship between humans and advances in AI –covering machine learning, cognitive computing and deep learning domains. AI already has a footprint in the healthcare industry, from assisting clinicians with diagnoses to the design of treatment plans. AI is being used in:
Electronic medication management systems to alert doctors to potential drug interactions
Mining patient biological data and scientific literature to determine why some people survive diseases to gather insights to improve current therapies and create new ones. Also used to look for patterns in scientific literature to dramatically expedite drug discovery and research
Help detect abnormalities in X-rays and MRI’s
Perform complex genomics processing to provide assistance in creating highly customized treatments for individual patients
Mining unstructured clinical notes to identify conditions or complications that weren’t coded and improving the quality and timeliness of complex coding
DOC.U.CARE does not need to predict the future, but rather position itself for multiple outcomes.
Working out how to deliver high quality healthcare to more patients with different and more complex needs and less funding, while responding to broader market disruption and consumer expectations, is a significant challenge for the entire healthcare industry.
It requires a vision and actionable strategy that considers the conscious trade-offs that need to be made on relative focus areas, change initiatives and capabilities.
While there is no one path to success, there are a number of common elements in cohesive strategies:
We develop an understanding of patient experiences along their care pathways with a shift from mitigating ‘friction points’, towards designing experiences that patients value –feeling safe, informed and consulted etc. From here we begin to identify initiatives to enhance the experience, particularly focused on ‘moments of truth’.
We develop partnerships and alliances that can more effectively integrate patient care pathways through encouraging more coordinated delivery of care (e.g. aged care and health, primary care and acute care). Establish partner management capability to enable third parties to form part of the pathway where appropriate (e.g. retailers, technology providers and other adjacent third parties).
We take a patient-centered approach to the design, delivery and evaluation of health care services, with a focus on empowering patients to be more in control of their health and needs.
Empowering the patient with transparent information around conditions, treatment regimes, pricing etc. Imagine a scenario where patients can compare the results of different hospitals or even individual doctors. Of course, common sense needs to prevail here and unintended consequences managed.
Leverage patient data to drive predictive, preventative and personalized health and health care delivery –find the right solution for the right patient at the right time.
Making use of game mechanics to help drive behavioral change –this can be used for preventative or treatment linked reasons.
Using digital and mobile technologies by default instead of physical channels where it improves accessibility, patient experience or outcomes.
Segment your patients and consider how you can make use of their natural channel preferences to drive greater engagement with their health and more streamlined services and communications.
Don’t make the mistake of focusing all your effort in the design and launch of a new service or product. Pay careful consideration to adoption and active patient migration.
Support the creation of health social networks that connect patients, providers, entrepreneurs and research, and provide a place to build support communities where patients can share their experiences. These forums have become a rich source of insights that can be analyzed.
Doctors United Care Company will utilize leapfrogging technologies, business models and systems, strategic partnerships, health care value chain transformation and remove racial health care disparities to provide access to our Communities For The Emerging Consumer-Driven On-Demand Health Care Economy
In short, we see a compelling business case for acting now to achieve value-based care without
worrying about when the market will make the shift. DOC.U.CARE will lead the way for the following reasons and strategies:
Innovative providers aim to compete for and attract more customers with lower prices and higher-quality care and services. As value-based payments gradually replace the fee-for-service model, providers that have not adapted will be left behind.
Providers who pursue value-based care as a strategy gain expertise in managing the risk of caring for a population under a prepaid budget. This includes recognizing and managing the full continuum of care, focusing on both prevention and intervention, and using evidence-based care practices to ensure appropriate utilization.
Learning to collaborate with stakeholder groups takes time. Health systems are seeking closer alignment with physicians and other staff (whether or not they employ them) who can help to achieve higher value in an evolving marketplace.
Relationships also must be cultivated with social service agencies, government, and other provider organizations to address the complex medical and social needs of under-served populations, which often incur the highest costs.
A business that delivers health care that patients don’t need is pursuing a poor strategy. Providing relatively affordable, high-quality care is much less likely to fail as a strategy, not just with respect to the bottom line but also in terms of how an organization fulfills its mission.
Persisting with an outdated model ultimately may lead to unacceptably high financial
and public-relations costs, as payers shift their business to higher-value competitors whose
approaches to care are perceived as more responsible and sustainable.
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