A curated discussion about agility, disruption and innovation

Pcontinue to shape the healthcare industry. Meanwhile, there are equally important trends such as consumerism, volume-to-value, disruption and innovations that are driving profound changes in your already-crowded market. All of these issues demand executives’ attention even as they face relentless pressure from stakeholders to grow. How do health systems strategically prioritize growth while balancing their mission to deliver high-quality care when every misstep has a cost?

Stephen M. Mooney, president and CEO of Conifer Health Solutions, sat down with four healthcare executives at Modern Healthcare’s 2019 Leadership Symposium to explore the strategic initiatives that leaders are undertaking to drive growth and explore how those plans align with their organizations’ missions and other imperatives.

This is everything we do. We think about innovation in a cohesive way, relative to growth and relative to addressing consumer centricity. From a patient engagement perspective, we must encourage innovation to achieve frictionless, highvalue care. For us, much of that has come in creating seamlessness as we build partnerships.

We think consumer experience is a differentiator and we’ve identified two things that bolster it: giving the physician more control over the consumer experience and giving the consumer more control over their own experience. But peeling that back, we don’t really know who our consumer is, at least in the way that Walmart, Target or Amazon does. So, we’ve spent the last six to nine months assembling all the consumer data, and we’ll continue to do that for another year or two. Internally, we want to be able to ask big questions about our patients and then pull data that can answer those questions. To help us with this, we’ve hired someone outside of healthcare who understands data just to get an understanding, because we want to know our consumer like retail companies do.