What Enterprise Health Systems & Providers General Managers Are Really Thinking

• •building trust and rapport with patients
• •acquire new supporters and expand audience demographics
• •improve the health trajectory of west virginia
• •sales people must study and practice to understand value
• •address physician burnout, especially through technology solutions

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• •extracting reliable marketing data to inform spending decisions took 7 years
• •academic institutions not collaborating to solve problemsNew
• •state-by-state licensure preventing telehealth expansion
• •fear that technology could 'overtake doctors and take care of patients'
• •healthcare systems are like different countries, making scaling difficult for startups

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• •percentage of population with mental health condition (25%-75%)
• •moving the insulin market from $300+ to under $100 per shot
• •number of covered lives (substantial success in increasing)
• •growth of the organization (25 hospital network)
• •number of free food banks established

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• •intuitive decision-making: having people with the right eye for success who can 'smell something good'
• •integrated approach: bringing together pieces for a smoother, integrated way of serving the community
• •operating model: hospitals survive on their own bottom line - emphasizes local financial accountability
• •challenging the status quo: 'what if we became a 200-year-old academic medical center thinking like a startup company?'New
• •removing friction: solutions must reduce friction regardless of user type or persona

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• •focus on money over patient needs ('not where the money is')New
• •lack of integrity in security professionals' personal/professional life
• •narrow networks limiting access to subspecialists in cancer
• •marketing that treats consumers as targets rather than human beings with real needsNew
• •focusing on 'head in the bed' for revenue generation

+10 more PRO