A look at the trends, populations and products at play. More questions than answers face a health industry in flux grappling with new meanings of cost, value, compliance and care delivery. Different stakeholder groups offer up different answers as they accelerate to keep pace with medical innovation. Providers, payers and businesses serving healthcare are being asked to incorporate and act on new data, integrate with new platforms and pioneer new offerings to create an increasingly accessible, connected experience. What’s driving the adaptation, and what trends are worth acting on?

1. mentormate.com | 3036 Hennepin Avenue, Minneapolis, MN 55408 | 855-577-1671
The Anatomy of Modern Healthcare
A look into the trends, populations and products at play.

2. Forward 1
Following the healthcare financials 2
Surveying spend industry wide 3
Show me the money — and where it goes 4
Funding progress in the flyover state 5
What innovation means for healthcare costs 6
Beyond pay-for-performance 7
Shift to value for consumers and risk for providers 8
Deconstructing MACRA 9
What MACRA means for leaders 10
Determining care value 11
Buying wellness 12
The consumerization of healthcare 13
Helping healthcare consumers get their
“money’s worth” 14
Setting a minimum expectation for success 15
Elevating the experience of the care consumer 16
Creating a consumer-centric healthcare system 17
Table of Contents
Understanding the consumer and the context 18
Navigating the decentralization of care delivery 19
Approaching health decisions from the “consumer mindset” 20
Augmenting the experience with telehealth 21
Benefits of telehealth: Removing the stigma from care 22
The evolution of digital health 23
Fostering innovation in healthcare 24
[Innovation Area] Wearables 25
[Innovation Area] Healthcare design 26
[Innovation Area] Technical convergence 27
[Innovation Area] Connected health tech development 28
What defines successful digital health technologies? 30
Sustaining past volatility in the digital health space 31

3. Collecting, managing and
benefiting from healthcare data 32
Growing healthcare data volume 33
Causes for concern in health data security 34
Medicine gets precise 35
The problem with precision 36
Precision medicine meets population health 37
The opportunity: Pay less for more 38
Many sizes fit many 39
Reimagining the system 40
Redirecting the course of modern care 42
References 44
Table of Contents

4. From valuing care, defining and delivering it, to preventing the
onset of medical conditions that drain the resources of the system,
more questions than answers face a health industry in flux.
Different stakeholders, from big pharma to consumers to physician
networks, offer up different answers. Continued conversation
and synthesis will distill the options with the greatest potential to
balance cost, quality, outcomes and access.
The trends and analysis featured herein were
presented at MobCon Digital Health 2016.
Forward
1

5. Following the
healthcare
financials
2

6. Surveying spend industry wide
Assessing the cost of healthcare today feels akin to watching a lottery
reward increase, month by month and year by year. By 2020, consumer
healthcare spend is predicted to reach $6.5 billion.1
And, despite
paying double the healthcare expenditures compared to equally
progressive nations including Germany, Norway and Sweden, the US
ranks eleventh in a combined measure of quality, access, equality and
efficiency of care.2
Maintaining health represents a significant cost for
businesses as well. In the 2015 fiscal year, Medtronic spent $1.6 billion
in research and development investment.3
Lottery players have a measure of faith. They know at a given point,
chosen individual(s) will win the advertised amount, and the process
will begin again.
For healthcare, the ROI is less certain. Countries and consumers are
investing heavily in good health. Annually, the United States spends
nearly $9,000 per person on healthcare costs.4
Increasingly, stakeholders are questioning
whether our healthcare investments are paying off.
3

7. Satiating the super-users
99% of the healthcare costs in
the country are linked to 1% of
the population. Managing the
challenges and access issues
faced by these super-users
represents one way forward to
drive down cost and decrease
health-related GDP spend,
expected to rise by 2024.6
Chronic disease management and procedural inefficiencies in the
system represent two of the largest magnets for healthcare spending.
Eight out of every ten dollars spent on healthcare in the United States
funds the treatment and maintenance of chronic diseases.5
MobCon Digital Health keynote Sheri Dodd, Vice President & General
Manager of Medtronic Care Management Services, also noted the vast
opportunities that exist to maximize healthcare efficiencies related
to infrastructure and operations. Jacob Best, Director of Medical
Networks for Grand Rounds, echoed this sentiment.
Rather than waiting for EHR interoperability,
health systems are seeking to improve
processes, centralize entry and add technology
that supports the consumer experience.
Show me the money — and where it goes
4

8. Funding progress in the flyover state
Positioned in the center of the country, Minnesota has
been uniquely developed as a medical device hub able
to respond to and interact with trends from both coasts.
In 2015, health technology investment in Minnesota
reached $434.9M, posting a second consecutive year
over $430M. A record $189M of that was invested in
Q4. Of note, medical device and digital health companies
led the field in securing investment.
$302 Mmedical device investments,
raised by 46 companies
$67.1 Mdigital health investments,
raised by 22 companies
Mapping 2015 MN health investments
Most funded subsectors:
Medical device and digital health7
5

9. What innovation means for healthcare costs
For the first time since before 2013, costs related
to outpatient procedures will decline in 2016 due
to efficiency gains in the process.
For MobCon Digital Health keynote Dr. Kaveh
Safavi, Senior Managing Director for Accenture,
healthcare of the present remains heavily reliant
on expert labor.9
Innovation offers a path forward
to better utilize specialized labor, thereby keeping
the cost of unit-care low.
Financial CY 2013-20168
1.8%
2013 2014 2015
1.7%
2.2%
(0.3%)
2016
6

10. Beyond pay-for-performance
As healthcare continues to transition from the fee-for-
service to a pay-for-performance model, MobCon Digital
Health speakers predict bonuses and penalties will be
increasingly tied to outcomes.
In just 1 year, ACOs were able to generate
over $380 million in healthcare savings.10
Pay-for-performance doesn’t represent the end of the
healthcare industry’s exploration of reimbursement models.
It’s the start. Speaker Sheri Dodd expects value-based
care delivery will continue to evolve. This will be driven by
industry efforts to manage the effect of bundled payments
for episodic care and begin to push the boundaries even
further to a system where payment occurs on a person-by-
person basis within defined populations.11
7

11. Shift to value for consumers and risk for providers
For the healthcare industry, 2018 and 2019 will be years of reckoning, as the goals
set by the US Department of Health and Human Services come due. This includes
initiatives focused on hospital value-based purchasing, reducing hospital readmission
rates and linking Medicare payments to alternative payment models.
of traditional Medicare payments will be tied to quality via
programs including the Hospital Value-Based Purchasing
and Hospital Readmissions Reduction Programs
90% of fee-for-service Medicare payments will be
tied to quality or value via Accountable Care
Organizations or bundled payments12
50%
8

12. Deconstructing MACRA
The Medicare Access & CHIP Reauthorization Act of 2015
(MACRA) created two value-based payment tracks for
physicians that take effect in 2019.13
Merit-Based Incentive Payment System.
MIPS, as it’s known within industry circles, combines pay-
for-performance systems into a single program. Value will be
assessed by pre-defined metrics including meaningful EHR
use, clinical improvement, resource use and quality.
Alternative Payment Models.
APMs offer new methods to pay for care to Medicare users.
From launch through 2024, participating healthcare providers
will be given a single incentive payment. The system offers
“increased transparency of physician-focused payment
models,” according to the Centers for Medicare & Medicaid
Services.14
$
9

13. What MACRA means for leaders
Transparency wins.
Organizations will be compensated for clarity of physician-focused
payment models.15
Partnerships sustain.
Because more payments are at risk, MACRA implicitly incentivizes
organizations to meet the outlined financial objectives.16
10

14. Determining care value
Much has been written about understanding value from the provider perspective. This isn’t enough,
according to Kaveh Safavi. Instead, the healthcare industry should seek to assess value from the
perspective of the segment with buying power — i.e. the care consumer.17
Understanding the modern care consumer begins by differentiating them from the historical patient.
In today’s healthcare climate, “patient” has become synonymous with a more passive receiver of
care compared to an empowered consumer with choices and — increasingly — the ability to see a
practitioner in more convenient retail locations. Care consumers are concerned with more than the
quality of care as measured by outcomes. They are equally interested in the quality of care as measured
by flexibility and accessibility, asking,18
“Do the care options fit me and my routine?” As these options
increase, care consumers have the agency to rethink how and where they receive care.
How patients vs. consumers define value18
Patient Care consumer
Location of care Clinic Flexible (including retail/remote)
Convenience Disrupts routine Fits routine
Motivation “Have to” “Want to”
Agency Limited Maximized
11

15. Buying wellness
Who shoulders the burden of healthcare? Increasingly, it’s the consumer.
From 2006 through 2014, the proportion of consumers enrolled in high deductible
health savings plans grew by a factor of five.20
In today’s healthcare climate, consumers
are physically and fiscally accountable for their care. That means their opinion holds
more power for providers and practitioners.
How is the healthcare space adapting to satisfy the tide of consumer opinion?
12

16. The consumerization
of healthcare
13

17. Assessing the value of healthcare, often pure cost/
affordability is the metric of choice. For Kaveh Safavi,
the question is framed incorrectly. Rather than asking
providers to drive down the cost of care to create less
expensive options, Safavi argues consumers simply want
their money’s worth. When asked what determines
“value,” the 2011 Quintiles New Health Report found
approximately 35% of patients said “neither cost nor
outcome.”21
This presents the industry with a very different question.
How can healthcare be more
valuable for the consumer?
Helping healthcare consumers
get their “money’s worth”
What determines
consumer
value?22
+ Simplicity
+ Coordination
+ Synchronicity
+ Personalization
+ Consistency
+ Security
+ Transparency
14

18. Setting a minimum expectation for success
When travelers fly, the expectation exists that they will move
from point A to point B safely. This minimal expectation of
technical competency then removes outcome from the value
calculation. Instead, the quality of the experience is assessed by
other intangibles including ease, simplicity and comfort. Safavi
argues the same type of calculation should exist in healthcare.
Providers’ ability to create compassionate
care environments will set them apart
from the competition and build brand
loyalty rather than their technical ability
to deliver the care.
15

19. Elevating the experience
of the care consumer
Technology has afforded modern consumer brands a critical choice:
They can deliver the service as it has always been done, or, they can
reimagine the system. Take transportation as an example. Consumers
without a car, bicycle or moped who wanted to travel between two
locations in a city, but didn’t want to use public transit would have hailed
a taxi just ten years ago. Timing and quality of the service was variable.
Uber revolutionized the experience. The process differed in slight but
meaningful ways.
Consumers wanted control.
They can hail vehicles from the mobile app.
Consumers wanted ease.
Uber drivers call to check-in with you.
Consumers wanted comfort.
Water is often offered and music can be synced right from a smartphone.
As more hospital reimbursements
are linked to consumer feedback,
the healthcare industry is more
accountable to consumers than
ever before.
“If the toilets are
dirty and the food is
cold, you’re going to
get a bad score.”
Sheri Dodd, Vice President &
General Manager, Medtronic Care
Management Services
16

20. Dale Cook, MobCon Digital Health speaker and Learn to Live CEO,
identified the following traits of a consumer-centric system:23
+ Online
+ On-the-go
+ Easy to transact
Keeping these traits in mind, healthcare can learn much from the
consumer brand space to create valuable end-to-end experiences
rather than episodic care.24
Healthcare has already begun to transition to facilitate more
consumer-friendly interactions.25
+ Decentralization of access points
+ Convergence of retail and medicine
+ Value delivered in the physical and virtual spaces
+ Data generation to inform and shape the experience
Creating a consumer-centric
healthcare system
17

21. For healthcare players, understanding the needs of the consumer
isn’t enough, according to Shawn Oreschnick, Logic PD Director of
Analytics and Research Services. The contexts for health monitoring/
maintenance along with care delivery are equally important.
Other MobCon Digital Health speakers advocated the need to
build new processes to match how people want to consume care.
Jacob Best referenced the use of virtual services to connect with
consumers and refer care options before any services are received.
Previously, for many, care referral was handled at the departmental
level, divorcing it from process and consistency.
Specialist interaction represents another example of industry
players understanding and adapting to consumer context. For many
consumers, healthcare and otherwise, time is their most valuable
commodity. Technologies that allow consumers and specialists to
meet before travel time is invested, especially when seeking care
across state lines, offer an advantage for consumers that may sway
their care decision if they are considering two providers.26
Components shaping
the context
+ Price
+ Features
+ Use cases
+ Access points
+ Competitive landscape
+ Regulatory
Understanding the consumer and the context
18

22. Telehealth offers one avenue for healthcare providers to decentralize care
delivery. The appetite in the marketplace is ripe for the implementation of
more remote service options. According to the American Well®
Telehealth
Index: 2015 Consumer Survey, 64% would see a doctor by video.27
Beyond that, by 2018, 37% of employers will offer telehealth.28
By 2020, there could be an estimated 158 million telehealth
sessions taking place as part of the care curriculum.29
Increasing the placement of care delivery sites represents a secondary
method of decentralization. Walmart, for example, aims to position its
brand as number one in the care delivery space. There are 130 million visits
to the emergency room annually. By comparison, there are 20 million more
visits to Walmart locations each week. Walmart isn’t attempting to displace
the market. They are simply responding to the needs of consumers.30
Navigating the decentralization
of care delivery
19

23. Approaching health decisions
from the “consumer mindset”
Brands like Walmart are wise to consider expansion
into the healthcare market. There is much brand loyalty/
mindshare up for grabs and (currently) low patient loyalty for
healthcare providers.31
According to Johns Hopkins,
23% of the consumer market has seen
three or more different providers in the
span of two years.32
Walmart isn’t the only one. Walgreens, CVS, Target and
Whole Foods are also housing appointment areas within
retail locations. These new usages of existing spaces
represent examples of the care ecosystem evolving
to better meet consumer needs.
20

24. Other speakers predicted the use of telehealth won’t completely
replace in-person care, but would instead augment the experience.34
For Kaveh Safavi, telehealth isn’t just a tool to treat the unserved or
underserved, it also offers the ability to expand care possibilities for
the already served by blending the physical and virtual worlds. How?35
Increased understanding:
Via telehealth, patients can see
images at the same time as doctors
by observing the video screen.
One-to-many:
Telehealth creates the ability to
facilitate a one-to-many relationship.
This could involve one doctor
conferencing with many patients or
many doctors advising one patient.
The latter model has come to be the
gold standard in cancer treatment.
Easier access:
In many specialties, care professionals
are underrepresented compared to the
patients requiring attention.
Augmenting the experience with telehealth
21

25. Benefits of telehealth:
Removing the stigma from care
Beyond increased understanding and access, the
decentralization of care also offers the possibility to remove
the stigma from seeking care in the first place, according to
MobCon Digital Health speaker Dale Cook.
Mental illness is one such condition with associated stigma.
One hundred and fifty million people suffer from mental
disorders nationally, according to one article published in the
New England Journal of Medicine.36
Yet three-fourths of
the population doesn’t see a therapist, citing the associated
social label, lack of accessibility due to geography and high
costs for all parties (consumers, payers, providers and
employers).37
Digital treatments based on the pillars of
cognitive behavior therapy like Learn to Live, offer a more
consumer-centric approach to care by considering why care
was avoided and adjusting to match.
22

26. The evolution
of digital health
23

27. The industry has come a long way since the introduction of what
was arguably one of the first digital health devices in healthcare
— the pacemaker.38
Since then, over 100 mobile health apps have
been cleared for medical use, and MobCon Digital Health speakers
estimate the healthcare IoT market will exceed $30 billion in the
coming decade.39
The progress thus far has been great, but so is
the future potential for savings. Experts estimate $300 billion by
leveraging digital health devices.
According to Sheri Dodd, three variables are needed to
maintain or accelerate our pace of innovation.
1. Improved outcomes
2. Expanded access
3. Optimized costs and efficiencies
Fostering innovation in healthcare
24

28. [Innovation Area] Wearables
The wearables subsector represents one area where industry forecasters predict growth.
Some estimate the wearables market will grow to 601 million connected devices by 2020.40
MobCon Digital Health speaker Lauren Smith, Policy Counsel for the Future of Privacy Forum,
cited the electronic sensor created at the University of Illinois that could be printed on the skin to
measure electrical signals from muscles and brain activity along with hydration and temperature.41
97
489
Connected wearable devices worldwide from 2015 to 202042
2015
0m
100m
200m
300m
400m
500m
600m
20192016 20202017
167
601
261
373
2018
25

29. [Innovation Area] Healthcare design
Within the Mayo Clinic Center for Innovation, designers are
exploring methods to increase healthcare productivity while
offering patients new treatment options. White space within
practitioners’ schedules between larger appointments was
one such opportunity the team identified.
Case Study: Mayo Clinic Center for Innovation
To take advantage of existing white space, the team
conceived, designed and developed a technology
platform allowing providers to meet with patients virtually
between in-person appointments, thereby increasing
the productivity of every involved care professional. The
microCONSULT platform pairs doctors with requests
from care consumers based on real-time availability. Colors
within the solution signify whether the doctors are busy,
unavailable or on-call.
By-the-numbers
9 minutes: Average length of each consult
118: Calculated savings in days for patients
Why it works?
The microCONSULT platform accommodates
patients who want to move faster than the
conventional system allows.
26

30. The HIMSS 2016 Connected Health Survey
found 52% of hospitals leverage three or
more connected health technologies in care
delivery. Nearly half of the hospitals surveyed
forecast increased usage of connected health
technologies in the next few years.43
[Innovation Area] Technical convergence
27

31. The incentive to leverage data being collected as a part of the quantified self movement has
never been greater — recognize warning signs for catastrophic health events, save lives. Leading
software brands Apple and Google are making huge leaps to transform the wealth of connected
data into distilled insights for patients and providers.
Developing a connected health ecosystem
[Innovation Area] Connected
health tech development
Apple
Health
Apple
HealthKit
Google
Fit
Google
Fit SDK
Apple
ResearchKit
Apple
CareKit
iOS application
(excluding iPad)
Centralized hub
for all health data
Users add, edit,
delete and share
data between
apps
Software
development kit
Not an application
A set of tools
for developers to
make applications
that share and
integrate health
apps
Android
application
Centralized hub
for all health data
Google
counterpart to
Apple Health
Software
development
kit for Android
health
applications
Google
counterpart to
Apple HealthKit
SDK for
population
research apps
Provides access
that is impossible
without
technology
SDK for
population
research apps
Provides access
that is impossible
without
technology
28

32. By building these tools and creating centralized hubs for health data,
Apple and Google are helping bridge the gap from data collection to
its usage in medical research and treatment by allowing easier access
with less custom development needed.
Case study
Using off-the-shelf Apple and Android smart watches, a team of
researchers from the UCSF Health eHeart Study and software
engineers from Cardiogram created a deep learning algorithm it
hopes will one day accurately detect atrial fibrillation — data the
Apple and Google health suites are helping provide.
[Innovation Area] Connected
health tech development
29

33. “If you understand ‘who cares,’ you will
be able to position yourself in a way that
will affect the patient outcome.”
Sheri Dodd, MSc.,
Vice President & General Manager, Medtronic Care Management Services
30

34. Sustaining past volatility in the digital health space
Forty percent of digital health companies will be out of business in a
year. It's no longer enough to solve an individual problem with health
IT. Successful solutions can't add incremental costs. They must drive
them down. Full integration and ease of adoption will separate the
longstanding solutions from those that generate interest but can't
sustain past the initial surge of investment dollars.
Jeremy Pierotti, CEO of Sansoro Health and winner of the 2016
HIMSS Venture+Forum pitch competition, offers the following
advice for entrepreneurs who seek to create solutions that bridge
existing gaps in the care ecosystem and maintain relevancy after the
initial sheen of the idea has worn off.
1. Don’t be overly aggressive in early investment rounds.
Investors look for sustained growth.
2. Find ways to be capital sufficient.
Case study
When the team behind Sansoro
Health, healthcare data integration
solution provider, sought storage,
they originally estimated data center
costs between $30,000-$50,000.
Pierotti took his own advice and
turned to Microsoft Cloud in an
effort to diminish the spend. They
found a storage solution that came
in $29,500+ under budget.
31

35. Collecting,
managing and
benefiting from
healthcare data
32

36. Healthcare has seen an exponential increase in clinical data points — some
seven billion — fed by medical societies, hospitals and third-party vendors.
That’s not even counting non-medical grade data generated by consumers.
This data offers potential — and also potential danger for those who seek
to use it. Data can paint a highly-specific picture of a patient or population.
But with that detail, comes the necessity to protect it. Should an employer
gain access to select health data, it may prejudice them against the employee
thereby limiting mobility, earning potential and workplace comfort.45
Consumer concerns46
Embarrassment
Discrimination
Safety
Vulnerability
Industry potential
Predictive care
Personalized care
Better outcomes
Cost savings
Growing healthcare data volume
33

37. Causes for concern in health data security
Storing and securing data has very real implications for consumer well-
being in the health space. But government and watchdog agencies found
health apps were functioning beyond their intended purpose. According
to a Scripps Research Institute professor of genomics, 12 mHealth and
fitness apps tested by the FDA were delivering data to 76 third-party
companies.47
A report published by Privacy Rights Clearinghouse detailed additional
vulnerabilities for users of health and fitness apps, which included
sending unencrypted data without user knowledge and connecting
to third-party sites without user permission. The report found 40%
presented a high risk for users’ privacy.48
One study co-created by Boston Children's Hospital and the University
of Cologne in Germany, alleged less than 30% of health apps available in
the Google Play and iTunes store featured a privacy policy.49
34

38. Medicine gets precise
While there is documented misuse of health data in the current system, vast potential
to leverage data to help drive behavior change and tailor more personalized treatment
plans also exists, as presented by MentorMate Vice President of Strategic Consulting,
Craig Knighton and Be the Match Senior Manager of New Products, Caleb Kennedy.
The current drug approval and prescription model represents an example of “tyranny
of the mean.” Treatments are only deemed “effective” if a notable improvement is
documented during clinical trials for a significant part of the population and “do no
harm” to the remainder of the subjects involved in the trial.50
How can we reshape the current clinical trial
model so exceptional responders are not
punished for the specificity of their genomes?
In the current approval model, treatments are shelved if they mark a complete
turnaround in the care of certain exceptional responders while seemingly offering little
benefit to the mean, hence the tyranny of treatments that exist but aren’t being offered
to the populations who would benefit the most from their use. The precision medicine
disciple argues we can learn just as much, if not more, from the outliers and tailor care
not to the mean, but instead to a care consumer’s genetics, lifestyle and environment.51
35

39. The problem with precision
At the surface level, precision medicine seems to offer no financial
benefit for companies currently profiting from the creation, testing and
manufacturing of pharmaceuticals. If pharma is designed to benefit the
largest potential population, it can be sold and prescribed to millions of care
consumers compared to treatments designed for “exceptional patients” who
might number in the thousands. What individuals who fail to find financial
benefit for precision medicine forget is — screening to determine the
efficacy of the treatment for a consumer given their genetics, lifestyle and
surrounding environment offers a secondary revenue stream for pharma.
36

40. Population health, another school of thought, approaches creating
the best outcomes while managing cost from an alternative
perspective, facilitating behavior change in a large population so
fewer costly procedures are required to course correct later.
Conflicting paradigms
In broad sweeps, population health offers the greatest benefit
for the most people. What it forwards in efficiency, it lacks in
personalization. By comparison, precision medicine offers the
opportunity to tailor more exacting care to a smaller population.
However, the potential exists to sacrifice the statistical rigor of
clinical trials through a focus on outliers.52
Precision medicine meets population health
37

41. The cost to sequence and virtualize DNA continues to drop so much
so that the available processing power can’t begin to keep up with the
potential. By zeroing in on clinically-relevant and statistically-significant
findings, we can offer less expensive and more custom therapies to
small groups or on a patient-by-patient basis.
The challenge: Driving action
“Data in and of itself does not treat patients.”
Sheri Dodd, MSc., Vice President & General Manager,
Medtronic Care Management Services
According to Dodd, data is the foundation for any shared savings
program between payers and providers. But, without incentive
to act, the opportunity crumbles.
The opportunity: Pay less for more
discovery and personalization
38

42. President Obama introduced the Precision Medicine Initiative in 2014 with follow-
up to the tune of a $215 million dollar investment in his 2016 budget. The initiative
aims to enable researchers access to health records, genomic information, clinical
data, hospital records and more to better understand why some patients respond
better to treatments than others.
Patients aren’t average. Why should their treatments be?
According to Lauren Smith, the initiative represents a shift away from a “one-size-
fits-all” approach to medicine and toward a new standard of care. Some entities
in the health space began taking action even before the federal edict. The Mayo
Clinic created the Center for Individualized Medicine in 2013.54
And, precision
medicine has already begun to take hold in treating select cancers (breast and
lung). Though, increasing the relevancy and breadth of individualized care will
require a concerted effort for patients to volunteer their health data along with
researchers’ willingness to put it to work.
Many sizes fit many
39

43. Reimagining
the system
40

44. “Instead of trying to refine and tweak
the current system, we need to
reconsider how we care for people.”
Meredith DeZutter, Rose Anderson,
Mayo Clinic Center for Innovation Service Designers
41

45. As new technologies, treatments and research methods are
conceived and brought to fruition, the healthcare industry
will continue to evolve. The collective — physicians, payers,
providers and innovators — must also evolve, even if that
means completely rethinking our approach to care.
Speaker Sheri Dodd referenced the effect of the 1998 storm, Hurricane
Mitch, on Honduras. The scope of damage was immense. 5,600 people lost
their lives. 8,600 disappeared. 12,300 were injured. Even beyond the human
toll, infrastructure in the country was decimated. 150 bridges were damaged
or destroyed. The Choluteca Bridge survived the storm. The only problem?
The hurricane completely redirected the course of the river.
Care professionals today can’t be afraid to move as the river does.
Redirecting the course of modern care
42

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Talk with an expert
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43

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(2015, November).
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RA-MIPS-and-APMs.html
See Dodd.
Safavi, Kaveh. MobCon Digital Health Minne-
apolis 2016. (2016, April 26).
See Safavi.
See Safavi.
See Dodd.
Quintiles, The New Health Report 2011. As
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45