Dear Jeff, Jamie and Warren
We haven’t met, but each of you express a candor that suggests you are open to informal input.
Naturally, I was not alone in my surprise over your companies- JPMorgan Chase, Berkshire Hathaway and Amazon announced plan to enter the healthcare marketplace. The cover story I saw, explained your unified commitment to contain, if not reduce employee healthcare costs, without mentioning any specifics.
My first thought was perhaps this was a prelude to a presidential bid. The announcement’s bold leadership play has garnered great public enthusiasm. My second thought recognized the power vacuum that followed the failure of the national government to make change. Your united commitment, and unspoken appeal for other CEOs to join you could create further momentum for market driven change.
These thoughts still didn’t feel quite right. I remain optimistic and root loudly for other change agents to shift the tide. As we all know, the challenge to deliver healthy outcomes and affordable healthcare for all are not one dimensional. The complicated systems presently in place fail to address the larger complex inter-relationships between community and individual health.
Have you read David Freedman’s recent assessment of US healthcare system conundrum? It’s not that long, and should be a required read for every team contemplating entering this space. He writes
“It’s easy to think of “health” as just another category of social-service spending. But a great deal of modern research suggests that it might be more accurate to think of it as the payoff of all the other services put together.
Are you Seizing advantage or opportunity?
I do hope this announcement, in spite of subsequent commentary suggesting otherwise, that your three musketeer esprit de corp adds up to more than a pure group purchase power play. Elizabeth Rosenthal commentary in the NYTimes explains
“Together, these three behemoth corporations will be able to wrest great deals and discounts in their negotiations from hospital systems, drug manufacturers, medical device makers and doctors’ groups.”
OK, it’s why I’m asking you to widen your goal. Don’t settle for negotiating a better deal than what present healthcare arrangements are able to wrangle.
To Jeff, I wondered why you sought out Jamie and Warren to play in an arena internally Amazon team’s have been working, and compromise your reputation and general industry slaying capacity? Amazon’s platform successfully delivers efficiency and value to end users. Are you suddenly squeamish about squeezing healthcare providers and yes, your employees too? Scott Galloway, the NYU Stern faculty describes in The Four your outsized vision has long exceeded the pure e-commerce play that is Amazon today. Galloway further empathizes your tireless advocacy for technology touched by realism about automation’s impact and downstream effect on wages.
These last points makes Jamie a strange bedfellow, as the banking business depends on individuals’ with incomes. But that’s a different letter and article. Jamie, under your leadership JP Morgan Chase offers expertise in compliance, as well as payments and savings that can create some cost saving synergies in Healthcare. More importantly, both industries service and needs are intensely local and subject to state regulations. The consolidations in both banking and healthcare had to rethink bricks and mortar location and staffing. Increasingly, financial services delivery via un-staffed, self-standing kiosks/ATMs and/or rely on mobile enabled applications. Banks, relative to healthcare, historically leveraged technology savvy to fuel growth balance risk and reward effectively and efficiently. Jamie your investments and innovation, though slow starting, and less evenly distributed across the investment, consumer and commercial bank–they do suggest you can leverage the to deliver greater opportunities and create value in Healthcare.
Warren, I’m also hoping these are a few of the elements of value you spotted too. Again, several closer observers of your group planning reiterate that limiting your collective primary intention to lowering employee healthcare costs, reduces the life value of the proposal. That shortsighted objective is certainly not likely to deliver the return on investment necessary to make a dent. I’m counting on you Warren, and your experiences creating larger and profitable opportunities from reorganization.
The flaws in a hasty solution
I’m equally certain you all noticed the dramatic rise of Net Income among healthcare insurers. If you haven’t finished a deeper analysis, start with this one by the Leavitt group that reveals a more complex picture. “[I]nsurers made money in the Medicare, Medicaid and group health insurance markets and lost money in the individual market, which is why some of them exited the individual market in many states.”
As early as 2006, Michael Porter summarizes the strategic dynamics and cost challenges associated with creating quality healthcare outcomes in Redefining Health Care: Creating Value-Based Competition on Results. The environment he describes of dysfunctional competition leads players to “strive not to create value, but to capture more revenue, shift costs, and restrict services.” Porter felt that healthcare lacked discipline and a management and business focus.
Jeff, Jamie and Warren is that your take too?
I don’t know if it was conversations at Davos and chats with deeply knowledgeable wranglers of this problem that inspired you to act.
I’m inspired by data. As the Affordable Care Act continues to make available additional data, it’s possible to learn more about what works.
Since 2006, researchers in both social and medical science enable more models of service and extends understanding of human health at the individual and population level. Much of healthcare activities used population data to allocate resources. Efforts to reduce costs associated with an individual can now take into consideration individuals’ behaviors. Continued use of aggregate process and success measures mask the affects of too many associated care conditions and reactive activities.
There’s a complex relationship among these issues, and how they are translated into interventions and dosage appear to prevent rather than deliver consistent beneficial outcomes. Hilary Hatch the CEO of Vital sign offered this explanation:
“Population health puts people into categories by conditions (diabetes, hypertension, depression), age, lab results and medical billing data. These categories presume their own importance. When in fact, psychosocial, behavioral and environmental factors determine individual health far more. Patient goals, preferences and barriers to care tell us what stands between that patient and better health. Without this data, population health efforts are undermined.
The explosion of personal health monitoring devices correspond with more data that contribute to advancing understanding of the workings of the human body. Another entrepreneur, Mario Schlosser recognized that “no entity in healthcare has enough data visibility to help you[individuals] navigate the system.”
Is this your collective aspiration too?
Why not just partner with Success?
A few weeks ago, I attended a presentation at Chicago Booth’s Rustandy Center by the Chief Medical officer for Oak Street Health, Griffin Myers This new medical group does not serve everyone, but the patient population they do serve have consistently better outcomes. The business model that Oak Street Health adopted throws out the traditional fee for service model insurers favor. Instead they get paid when they deliver services that work, the successful outcomes embodied by Accountable Care Organizations as specified in the Affordable Care Act. Oak Street established a value-based care delivery model exclusively serving Medicare (and Medicaid dual-eligible) patients in low income areas. They presently operate 24 clinics across Illinois, Indiana, and Michigan.
This intereview with Griffin Myers on Tasty Trade gives a great overview
Another alternative model of care that should inspire the three of you is Oscar Health, whose estimated valuation of $2.7billion, and claims to be the first technology-based insurance company. Mario Schlosser, an immigrant from Germany realized before the birth of his first child an opportunity to put his own special skills as a data scientist to work. His first hand experience navigating the complexity of the healthcare system led him create Oscar Health in 2012. The company “uses data and product design to guide you through your health care and get you healthy.” As of Oct 2017, he has raised over $720 million and delivers over 100,000 patients concierge style team care in New York, New Jersey, San Francisco, Cleveland, Nashville, Austin, San Antonio, LA and Orange County. Note, many of these cities feature innovative health care service providers but boast a volume of technology talent too.
This interview with Mario on Techcrunch Disrupt in 2017 is a good overview.
Both these approaches recognize that healthcare requires high touch, and a constellation of services to produce the desired outcome. Both of these innovative for profit companies are heavily invested in use of data and technology.
So Jeff, Jamie and Warren under your leadership, will you be equally committed to facilitating connections between traditional care givers, services and systems or just cut out the human to human touch?
Whatever you do, it will be interesting and I’d be happy to help.