Harvard Case - Reframing Health Care Through Social Media
"Reframing Health Care Through Social Media" Harvard business case study is written by Oystein Saebo, Andrea Resca, Paolo Spagnoletti. It deals with the challenges in the field of Information Technology. The case study is 9 page(s) long and it was first published on : Nov 1, 2015
At Fern Fort University, we recommend a multi-pronged approach that leverages the power of social media to transform Fern Fort's healthcare delivery model. This strategy will focus on:
- Building a robust digital platform: This includes developing a comprehensive website, mobile application, and social media presence to connect with patients, disseminate health information, and facilitate virtual consultations.
- Embracing data analytics and AI: Utilizing data analytics and AI to personalize patient care, predict health risks, and optimize resource allocation.
- Developing a strong digital marketing strategy: Engaging with patients through targeted social media campaigns, content marketing, and influencer partnerships to build trust and awareness.
- Fostering a culture of innovation: Encouraging a culture of continuous improvement, experimentation, and collaboration to adapt to the evolving digital landscape.
2. Background
Fern Fort University faces the challenge of providing quality healthcare services to its students and faculty while navigating the complexities of a rapidly changing healthcare landscape. The case study highlights the university's desire to leverage social media to improve patient engagement, enhance access to care, and reduce healthcare costs. The main protagonists are the university's leadership, who are seeking innovative solutions to address these challenges.
3. Analysis of the Case Study
This case study can be analyzed through the lens of Digital Transformation and Disruptive Innovation.
Digital Transformation: Fern Fort University must embrace digital transformation to remain competitive and deliver value to its stakeholders. This involves leveraging technology to enhance operations, improve patient experience, and create new revenue streams. Key areas for focus include:
- IT Infrastructure: Investing in a robust IT infrastructure to support the digital platform, including cloud computing, data storage, and cybersecurity.
- Data Analytics: Implementing data analytics tools to collect, analyze, and interpret patient data to personalize care, identify trends, and improve decision-making.
- Mobile Technology Adoption: Developing a user-friendly mobile application to provide patients with convenient access to healthcare services, appointment scheduling, and health information.
- IT Strategy Alignment: Aligning IT strategy with the university's overall healthcare strategy to ensure seamless integration and efficient resource allocation.
Disruptive Innovation: Fern Fort University has the opportunity to disrupt the traditional healthcare model by leveraging social media to create a more accessible, affordable, and personalized patient experience. This requires:
- Innovation: Developing innovative healthcare solutions that leverage the power of social media, AI, and telehealth.
- Business Model Innovation: Exploring new business models that leverage the digital platform to generate revenue, such as subscription-based services or virtual healthcare consultations.
- Marketing: Developing a comprehensive digital marketing strategy to reach target audiences, build brand awareness, and generate leads.
- Customer Relationship Management (CRM): Utilizing CRM tools to build strong relationships with patients, personalize communication, and improve satisfaction.
4. Recommendations
Phase 1: Building the Digital Foundation (6-12 months)
- Develop a comprehensive digital platform: This includes a user-friendly website, a mobile application, and social media accounts. The platform should provide access to health information, appointment scheduling, virtual consultations, and patient education resources.
- Implement a robust IT infrastructure: This includes investing in cloud computing, data storage, cybersecurity, and network architecture to support the digital platform.
- Develop a data analytics strategy: Implement data analytics tools to collect, analyze, and interpret patient data to personalize care, identify trends, and improve decision-making.
Phase 2: Engaging with Patients (12-24 months)
- Launch a digital marketing campaign: Utilize targeted social media advertising, content marketing, and influencer partnerships to reach target audiences and build brand awareness.
- Develop a strong social media presence: Create engaging content, respond to inquiries, and build a community around health and wellness.
- Implement a CRM system: Utilize CRM tools to manage patient interactions, personalize communication, and gather feedback.
Phase 3: Expanding Services and Innovation (24+ months)
- Explore telehealth options: Offer virtual consultations and remote monitoring to enhance access to care.
- Integrate AI and machine learning applications: Leverage AI to personalize patient care, predict health risks, and optimize resource allocation.
- Develop innovative healthcare solutions: Explore new healthcare solutions that leverage the digital platform and AI, such as AI-powered health trackers or virtual health coaches.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with Fern Fort University's mission to provide quality healthcare services to its students and faculty.
- External customers and internal clients: The recommendations prioritize the needs of both external customers (students and faculty) and internal clients (healthcare providers).
- Competitors: The recommendations consider the competitive landscape and aim to position Fern Fort University as a leader in digital healthcare.
- Attractiveness: The recommendations are expected to generate positive ROI through increased patient engagement, improved healthcare outcomes, and reduced costs.
Assumptions:
- The university has the financial resources to invest in the necessary IT infrastructure and technology.
- There is a strong commitment from leadership to embrace digital transformation and innovation.
- The university can attract and retain skilled IT professionals to support the digital platform.
6. Conclusion
By embracing digital transformation and leveraging the power of social media, Fern Fort University can create a more accessible, affordable, and personalized healthcare experience for its students and faculty. This will not only improve patient satisfaction but also enhance the university's reputation as a leader in healthcare innovation.
7. Discussion
Alternatives:
- Maintaining the status quo: This would likely lead to declining patient satisfaction, increased healthcare costs, and a loss of competitiveness.
- Partnering with a third-party healthcare provider: This could be a viable option but would require careful due diligence and negotiation to ensure alignment with the university's mission and values.
Risks:
- Data security breaches: The university must implement robust cybersecurity measures to protect patient data.
- Resistance to change: Some stakeholders may resist the adoption of new technologies.
- Lack of skilled IT professionals: The university may face challenges in attracting and retaining skilled IT professionals.
Key assumptions:
- The university has the financial resources to invest in the necessary IT infrastructure and technology.
- There is a strong commitment from leadership to embrace digital transformation and innovation.
- The university can attract and retain skilled IT professionals to support the digital platform.
8. Next Steps
Timeline:
- Months 1-3: Develop a detailed project plan, secure funding, and assemble a project team.
- Months 4-6: Design and develop the digital platform, including the website, mobile application, and social media accounts.
- Months 7-9: Implement data analytics tools and develop a data management strategy.
- Months 10-12: Launch the digital platform and begin marketing efforts.
- Months 13-24: Continuously monitor and evaluate the platform's performance, gather feedback from users, and make necessary adjustments.
By following these recommendations and implementing the proposed timeline, Fern Fort University can effectively leverage social media to transform its healthcare delivery model and achieve its strategic goals.
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Case Description
This case, based on data collected in a longitudinal field study, presents Dr. Nathalie MajorCook, a Children's Hospital of Eastern Ontario (CHEO) pediatrician, who in January 2012 was considering what to do about a 2-year grant-funded pilot project, which had provided an innovative patient care coordination service to 23 families of children described as technology-dependent, medically complex and fragile. Convinced that the Complex Care Coordination service is worthwhile, Dr. Major-Cook wants to move it beyond the pilot test phase to a funded, ongoing service. The case situation is a 'cliff hanger,' in that in January 2012, Dr. Major-Cook has not yet learned whether a proposal to fund this as an ongoing service will be approved. If it does not receive approval, she will face the unpleasant task of explaining to parents that this valuable service will end in a few short months. If it does receive approval, several decisions need to be made and actions taken in order to scale the service up, so that it can support about 100 families of technology-dependent, medically complex and fragile children in the region. Dr. Major-Cook also wonders if there is anything else she can do to tip the scales in favor of this decision. The case context is unique and captivating; the young patients under Dr. Major-Cook's care suffer from multiple, and sometimes rare life-threatening diseases. The new Complex Care Coordination model, entailing several new roles and a new way to exchange important information among care providers, was designed to improve the quality of healthcare service delivery, increase parental satisfaction and reduce care costs. Although the project plan specified that an electronic health record would be developed to support coordination among care team members, a fully integrated electronic health record had not yet been implemented.
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