Igor Belokrinitsky

Healthcare has reached the phase shift that many other sectors have gone through: greater scale, standardization, and ecosystem-ness - in the service of better outcomes, value and innovation for all.

The Goldilocks approach for providers to take on risk - not too little, not too much - just right!

Some say that it is impossible to innovate in the tightly-regulated health plan design. We say otherwise!

Physicians need you in their corner - learn how you can help

Will your organization orchestrate lifelong customer journeys, integrate diverse points of care or make every interaction better?

Closer to the consumer and closer to each other - the next level for providers and payors.

Suggestions for leaders of health systems on steering through the outbreak

The promises and perils of retail health

A companion piece to our article about the ongoing consolidation and competition in healthcare:
https://www.pwc.com/us/en/industries/health-industries/library/integrated-health-network-future.html

Convergence and divergence in healthcare as health organizations form virtual networks and those networks begin to compete

Amazon's entry into employer health benefits gives voice to everyone's demand for better value

After the shocks of 2017, resilient health organizations have an opportunity to come back swinging - with a bit of planning and foresight.

Pick the right operating model to meet your innovation challenges

Finding the critical few individuals and behaviors that can really accelerate and disseminate the innovation in your health system...

Consumer-centric, value-driven innovation pays off many times over

How healthcare providers can create resilience and opportunities in a period of uncertainty.

Have you recently asked your executive team to become more innovative, consumer-centric and agile, only to be met with uncomprehending stares? The "lean startup" methodology may be a way to rally the troops.

The good news is that innovation in healthcare is "democratizing" — by becoming more accessible to ever smaller providers and diffusing through the organization.

Your health organization can and should take a more active role when it comes to innovation. The good news is that the necessary capabilities and partnerships are increasingly within reach. Our article can help you cut through the noise and get more benefit from innovation.

Some practical advice on how to jump-start the much-needed growth in your health organization

What are the major reasons that innovation efforts don't work, and how do we avoid them?

The healthcare industry remains mired in uncertainty, and technology investments represent some of the largest and riskiest bets providers are placing. If these bets are to pay off, they have to be placed with an eye toward the overall destination of a hospital, a health system, or a physician group. Whether a provider aims to lead in complex care, access, or value, the technology must follow.

A comprehensive model shows how far-reaching trends in the massive industry will influence the growth of profit pools — and how payors and providers should respond. By 2025, some US$1.5 trillion in annual revenue (more than one-third of total industry sales) will change hands across the U.S. healthcare industry, with a corresponding shift of nearly $400 billion in profits (roughly one-quarter of the industry total). To position themselves to capitalize on the shifting profit pools, management… Show more

A comprehensive model shows how far-reaching trends in the massive industry will influence the growth of profit pools — and how payors and providers should respond. By 2025, some US$1.5 trillion in annual revenue (more than one-third of total industry sales) will change hands across the U.S. healthcare industry, with a corresponding shift of nearly $400 billion in profits (roughly one-quarter of the industry total). To position themselves to capitalize on the shifting profit pools, management teams need to start engaging in scenario planning, assess how various shifts will play out, and determine the implications for their company’s bottom line. In other words, they need to distinguish signal from noise. Show less

In this report, we examine what it takes for a healthcare organization to craft a coherent, differentiated, and sustainable post-acute strategy.

As markets shift toward risk-based reimbursement models and drive increased retail behavior by consumers, health systems will need to embrace virtual health. Successful virtual health strategies will help them achieve four important business objectives: better outcomes, improved access and patient experience, reduced costs, and revenue growth.

Cultural integration is likely the most complex and most often overlooked aspect of healthcare deals. In this article, we provide a few suggestions for how to, in the words of one of our clients, "nail the jello to the wall."

30% of large health systems and employers are pursuing bundled care; another 50% are interested in the concept. Is this the rise of a new healthcare marketplace?

Based on extensive client work and research, this article describes the journey towards population health - cutting through the hype and buzzwords to offer practical advice.

A key part of healthcare transformation will be a new role for physicians in delivering and managing care. As a result, the way health systems engage with physicians also must change, for greater alignment around clinical, operational and financial aspects.

Although some may debate the healthcare reforms currently under way, improving access to outpatient specialty care is something virtually everyone can agree on. By adopting this approach, which has already proven its merit, clinics can better connect patients with physicians, improve the quality of care, empower nurses and other staff members, and help the hospital reduce costs.

Productized or "bundled" healthcare is perhaps the most promising model for value-based care and reimbursement - our research reveals increasing awareness and adoption.

Consumers and employers are increasingly demanding price transparency and insight into clinical quality. Bundled care, a delivery and payment mechanism that offers a single, flat price for all services associated with a medical procedure, will help to meet that need.

Bundled care (a care delivery and payment mechanism which offers a single price for all services associated with a procedure) has revealed itself to be an essential component of any future care delivery model that intends to deliver better care and outcomes at a reduced cost.

There are sizable opportunities to improve medical value in the near term, and health plans should not ignore these while more systemic, transformational change unfolds. Specifically, there are three categories of opportunities with high potential to reduce medical costs in the near term: modernizing the network, controlling specialty pharmacy costs, and differentiating between specialized and non-specialized services and devices.

Bundled care is one approach to extending health care to all Americans at affordable prices with no sacrifice in quality. This is the third in a series of Booz & Company articles on bundled care. The first dealt with consumer perceptions of bundles; the second with the views of physicians and hospitals. This article discusses perceptions from employers and payors.

New times require that hospitals and health systems reinvent their strategies by recognizing changing market needs, embracing internal strengths and aspirations, and charting the journey towards value-based care.

Many hospitals and healthcare systems are not prepared for the way their function and forms will change in the next few years. They appear to be stuck, as if waiting for competitors, regulators, and payors to tell them how to define themselves. With a capabilities-driven strategy that broadens their thinking about form and function, hospitals and health systems can untether themselves from the past, unlock new opportunities, and remain viable and vital during these tumultuous times.

Healthcare reform is now inevitable, and that will lead payors, providers, and hospital systems to think differently this year—about consumers, costs, technology, and acquisitions.

As health plans find themselves under increased financial and political pressure, many are questioning the long-term viability of their current business models. As a result, some plans have chosen to place “side bets,” or diversify, and more will likely follow. Business model diversification, in particular, has a strong capability focus — either leveraging some of the health plan’s existing capabilities or requiring it to build new ones. Of the possible strategic objectives for pursuing… Show more

As health plans find themselves under increased financial and political pressure, many are questioning the long-term viability of their current business models. As a result, some plans have chosen to place “side bets,” or diversify, and more will likely follow. Business model diversification, in particular, has a strong capability focus — either leveraging some of the health plan’s existing capabilities or requiring it to build new ones. Of the possible strategic objectives for pursuing diversification, it is the most transformative and disruptive. But it is also the best suited to times of radical uncertainty, such as today, when the industry is rapidly evolving. Show less

Convenient retail pharmacies with trusted staff could play an important part in expanding access to healthcare while driving down cost. However, to make a truly transformative impact on healthcare, pharmacies must overcome structural barriers and explore new business models.