He continued, “One of my colleagues has said, ‘We’re
delivering Star Wars technology in a Fred Flintstone delivery
system.’ And for those of you who’ve been in the healthcare
system as long as I have, when you see over 40 years the
amazing things that have happened in how we care for an
individual patient, and then you see over 40 years the lack
of things that have happened around the consumerization
of health care, while everything around us has changed, it’s
because patients haven’t demanded it and we haven’t done it.
That’s going to change.”
According to Klasko, he has several principal assumptions
about the future of health care:
F Physicians and health providers will be paid based
on quality, cost, patient experience, and outcomes.
F Hospital stays will become commoditized.
F Doctors and nurses will coexist, or at least cooperate
with deep learning machine cognition entities.
As a result of these, artificial intelligence (AI) innovations organizations will need to select and educate humans to be better
humans than the robots and not just make better robots.
Population health, predictive analytics, and social determinants all need to move to the mainstream of medical education.
Perhaps most significant is that consumers—i.e. patients—
will be making the choices. They will become the boss.
According to Klasko, “The simple fact is, for the first time
ever, we’re going from a B2B model to a B2C model,” where
hospitals and providers no longer sell themselves to physicians and insurers, and employers no longer make decisions
on behalf of individuals and families, but where providers sell
themselves to consumers, and individuals make decisions on
benefits, providers, and the course of care. The bottom line,
Klasko concludes, is that hospital providers and physicians
are going to be commoditized. In the face of this oncoming
reality, the key is differentiation or diversification, and Klasko
says that Jefferson Health has done a little bit of both.
To successfully achieve this transformation, Jefferson
Health had to restructure what Klasko calls the “old math”
model, one based solely on academic and clinical pillars,
and expand it to include innovation and philanthropy, the
“new math” model (see Figure 1).
“I got called before the faculty council and they said, ‘So,
we’re no longer a university or an academic medical center?’
And I said, ‘No, we’re still that, but we’re going to move some
of the money from the old math to the new math, because in
the future, we’ll be able to take that new money from the new
math and put it back in the old math.’”
This new philosophy and care model has been an undeni-
able success. Between 2013 and 2019, Jefferson Health grew
from a $1.5 billion to a $6.1 billion entity and from 12,000
employees to 31,000 employees, and it is currently growing
to an 18-hopital system.
Old Math vs. New Math
Phase 1: The Past Phase 2: The Present