Entrepreneurial innovation in the medical sector
HEALTH matters are increasingly requiring attention from both practitioners and society at large. There is need not only to rethink but also to restructure the health sector towards innovative medical innovation.
At the same time, we are trying to answer if entrepreneurial health practices are for business or a calling that turns out to be a free gift from our sons and daughters to ensure societal well-being.
We say there is a need to strike a balance.
While a number of health professionals in Zimbabwe have started shaking up the industry with innovative approaches, there is still much room for improvement in the healthcare sector.
In order to achieve an upper-middle income society by 2023 and attain the (Sustainable Development Goals) SDGs, the country is looking for health entrepreneurs who are driven, adaptable, and willing to think outside the box to revolutionise the healthcare system.
And such should possess qualities for resilience, creativity, professionalism, and ethics, as well as a deep understanding of the local healthcare landscape and its unique challenges.
Factoring into account that we exist in a cosmopolitan global society, whatever innovation we make should cater to a multi-ethnic society.
As aforementioned, being able to go far from con ned entrepreneurial and medical practices to contemporary new realities accompanied by a generational sustainability mindset.
As we try to answer the question if the health industry is primarily a business or a humanitarian endeavour for entrepreneurs. We are further led to do a scrutiny analysis of the approaches and priorities of health entrepreneurs.
The health industry, particularly the for-pro t private sector, can be seen as a blend of both business and humanitarian e orts, as entrepreneurs have the opportunity to make a positive impact on society while also generating pro ts.
Balancing nancial sustainability with social responsibility is crucial for long-term success in the sector.
Now, let’s delve into the innovations and disruptive healthcare models that health entrepreneurs could leverage to further their sustainable investments and drive positive change in the industry.
Innovations in the healthcare industry are focused primarily on improving patient outcomes, increasing access to care, and reducing costs.
The traditional health delivery models have been organised around a disease or a specialty (family medicine, orthopaedics, paediatrics, neurology, etc.), but the future of healthcare lies in patient-centred models that prioritise preventive care, personalised medicine, and holistic approaches to wellness.
The last decade has witnessed the emergence of medical centres, group practices, and specialist centres across the country.
While some have been successful in innovating the way healthcare is delivered, others continue with the traditional models with little to no improvement.
Disruptive healthcare models could be a game changer in the health industry and aim to transform the status quo by o ering unique and e ective solutions to health delivery.
With adequate local and global regulation by health authorities, these could be achieved by:
Leveraging Arti cial intelligence (AI) to personalise care and tailor steppedcare models for individual patients. AI can be used to establish AI-powered algorithms that could analyse patient data to recommend which patients receive which level of intervention. This could facilitate di erentiated service delivery (DSD), with less intensive support for those doing well and more intensive support for those with greater needs. AI can also be used to streamline administrative processes in healthcare as well as improve diagnostic accuracy.
Remote monitoring technologies can be adapted to help individuals manage chronic conditions. These technologies may include wearable devices for tracking vital signs, mobile apps for medication adherence, and telehealth platforms for virtual consultations. These could help health care providers remotely monitor patients’ health status and intervene when necessary.
Innovating knowledge management systems in health care could improve information sharing among healthcare professionals and enhance patient care coordination. Additionally, integrating arti cial intelligence into electronic health records can help identify trends in patient data and improve treatment outcomes.
E ective use of patient relationship management systems to pro le and track patient progress can also be enhanced through AI technology. These tools can also be used to manage apGreen pointments, analyse patient preferences, and personalise communication to improve patient engagement and satisfaction.
Scaling up group practices through establishing collaborative care models involving a team-based approach where providers (GPs with di erent areas of interest or di erent specialists) work together to provide comprehensive health care, often using a shared care plan and e ective communication channels. This approach has been shown to increase e ciency in delivering healthcare services and can help address the growing demand for primary care services in many countries.
Accountable Care Organisations (ACOs) involve networks of healthcare providers and hospitals that collaborate to provide coordinated care to patients with the goal of improving quality, enhancing patient experience, and reducing healthcare costs. These promote collaboration rather than competition and address the fragmentation of care that can occur when patients see multiple providers for di erent aspects of their health. ACOs also focus on preventive care and population health management to improve overall community health outcomes. ACOs are often reimbursed based on the quality and outcomes they deliver, sometimes referred to as value-based care. As long as these align with the anti-competitive regulations set forth by the Competition Act [Chapter 14:28] (the Act) , ACOs can provide high-quality, cost-e ective care to their patients.
Concierge medicine is a healthcare model where patients pay a membership fee or retainer to a primary physician in exchange for enhanced access and personalised care. This allows for 24/7 direct physician access and a focus on preventive and wellness-oriented care. It is being practiced in various countries, with the U.S. being one of the prominent adopters. Other countries such as Canada, the UK, and Australia, also have practitioners o ering concierge medicine services. These services may vary in scope and cost, but they all aim to provide a higher level of service and attention to patients. Concierge medicine has been growing in popularity as patients seek more personalised and convenient healthcare options.
health for sustainability, which involves the incorporation of environmentally friendly practices into healthcare delivery, such as reducing waste, using renewable energy sources, and promoting green spaces within medical facilities.
Wellness tourism could combine healthcare services with travel experiences to promote overall well-being and relaxation. This emerging trend allows individuals to prioritise their health while enjoying unique destinations and activities.
Integration of teletherapy and digital mental health platforms into health services can be a key strategy to reach a larger audience and provide convenient access to mental health support for those who may not have access to traditional in-person therapy.
This shift in mindset can lead to greater success and impact in the medical sector.
Hence, it is only by focusing on improving products or services rather than worrying about external conditions that health entrepreneurs can truly make a di erence in the industry and improve overall health outcomes for individuals.
Dr Farai Chigora
Agnes Katsidzira
*Dr Farai Chigora is a businessman and academic. He is the head of management and entrepreneurship at the Africa University’s College of Business, Peace, Leadership and Governance. His doctoral research focused on business administration (destination marketing and branding major, Ukzn, SA). He is into agribusiness and consults for many companies in Zimbabwe and Africa. He writes in his personal capacity and can be contacted for feedback and business at fariechigora@gmail.com, www.fachip.co.zw, WhatsApp mobile:
+263772886871
*Dr Agnes Katsidzira is a primary healthcare professional. She holds an MBChB (UZ), a Diploma in HIV Management (SA), a Master of Science in Biostatistics and Epidemiology (MSU), and an Executive Masters in Business Administration. She is particularly interested in the medicinebusiness interface and how it can be leveraged to improve healthcare delivery and outcomes. She writes in her personal capacity and can be contacted for feedback at agnes.katsidzira@gmail.com, WhatsApp