The diagram illustrates how to connect your priorities to some methods that we would use to help you develop insights and action plans. Or click [tools-to-solve-problems] to download the PDF.
… a bit more …
- Payer Logic, Evidence Generation, Health Technology Assessment. We analyse payer logic to identify the structure of their decision-making that involve adoption of new products, such as medicines. These are called gated processes. They will help pharmaceutical clients, for instance, determine what evidence generation or health technology assessment priorities they must respond to.. Knowing what these gates are and the success criteria for passing through the gate has considerable commercial significance to industry.
- Performance, Pricing, Quality. We have refined the Triple Aim approach to help cleints pinpoint priorities in hospital or provider costs and quality, determine value for money, match organisational performance to patient satisfaction, and establish performance evidence of a healthcare provider’s fitness for service delivery. It is also used to calculate the actual value of a new product to inform pricing negotiations as part of value-based pricing. The Triple Aim uses three criteria; quality of care, patient satisfaction and cost. We based our approach on work by Don Berwick, and colleagues to create a decision tool (for the original paper see The Triple Aim: care, health and cost (Health Affairs, 2008, 27(3):759-69) .
- Thinking like the customer and going “beyond the pill”. Thee shift in power, toward payers, has increased the need for various healthcare groups to rethink their practices. For example, for the pharmaceutical industry this has meant shifting from product features to patient adoption (adherence) which drives the value-for-money equations payers use. For providers, such as hospitals, total quality and whole systems now need to focus on patient engagement and results.
- Decision Making, Priorities. We design decision architectures, strategy maps and logic models for clients who want to know how to respond to critical aspects of whole care systems, deal with challenges that involve multiple providers, or involve understanding the movement of patients or flow of funding. These produce important insights for identifying problems, and developing solutions.
- Interest Groups and Trade-offs. All healthcare decision-making (by payers, providers or policy makers) involves, in one way or another, a complex of trade-offs amongst competing interests. We have developed a way to identify and assess the implications of business strategy or public policy involving how costs and benefits are distributed. We have used it to assess policy options (for those preparing formal responses to government consultations), or clients wishing to establish a powerful position on some issue of political importance. As a methodology, it is also used to game a regulatory regime to identify weaknesses. It is built on work by James Q Wilson, The Politics of Regulation (1980).