MedOne Systems, LLC

I’ve talked to many CMIOs and CIOs the past year. Wanna know the Number 1 mistake they’ve made when choosing a Digital Health solution? Evaluating based primarily on the Tech features (oh wow shiny features!), and not doing real due diligence on the Clinical Content & Workflows that come with the actual product. Here are the types of frustrations they tell me: → “The vendor said they had 100 out-of-the-box care plans… but the content is incredibly bare bones. My clinicians end up creating them from scratch.” → “Our clinicians are demanding a point solution now (e.g. for Ortho) because the clinical content in this supposed enterprise platform aren’t good enough.” → “We need content for this new use case, and the vendor has no interest in growing their content library.” → “The vendor says they’re willing to develop the content, but it’s going to take a whole year. That’s a LONG time.” The reality is Digital Health Tech is only as good as the Clinical Content and Workflows you put in them. The parallel reality is clinicians do not have hours and hours of time to create content, workflows and algorithms from scratch. They are happy to edit, but they have zero time to build from scratch. But what CMIOs and CIOs cannot do is simply trust the quality of clinical content a Digital Health vendor claims to have. Because unless you’ve practiced in that specialty, you don’t truly know if the content is good enough. So what do you do as a CMIO and CIO? You get your clinicians to weigh-on on the product you’re considering. Bring your clinicians to a product demo, and let them due diligence the quality of content, workflows, etc. for their own specialty. E.g. let the Orthopedic surgeon leaders diligence the quality of the Orthopedic content. They can tell you pretty quickly if the content is great or poor. If it meets their needs or not. They’ll ask very clinical questions, and tell right away if the vendor has actual clinical subject matter expertise or if they were talking out of their butt the whole time. Save yourself, your clinicians and your health system a ton of headache. P.S. If you’ve never heard of SeamlessMD, we provide digital care journeys for health systems to guide patients across pre/post surgery, oncology, women’s health, chronic care and more. We ACTUALLY have a library of customizable, evidence-based care plans that cover 150+ procedures and conditions, backed by 40+ studies and evaluations showing improved cost, length of stay, readmissions, ER visits, mortality and more. So if you’re a health system leader who is struggling with Digital Health vendors who don’t actually provide the Clinical Content and Workflows to make the Tech work… give me a shout.

We are proud to celebrate 1 year of collaboration with Memorial Health System - Ohio, our valued Mayo Clinic Care Network member. We look forward to continuing to solve complex medical challenges with you, providing patients additional peace of mind when making healthcare decisions. Thank you! #healthcare #healthcareproviders #care #patientcare #mayoclinicplatform

The gap between rural and urban American hospitals is widening and exacerbates the reality of health inequity across the country. While large hospital systems saw financial growth in early 2024, the outlook for rural hospitals remains grim. According to the Center for Healthcare Quality and Payment Reform, over 700 rural hospitals are at risk of closing within seven years, with many facing closure in just three years. These hospitals, essential for millions in remote areas, struggle with financial instability exacerbated by reduced reimbursements and lingering effects from the COVID-19 pandemic. Extreme staffing shortages due to lower salaries, professional isolation, and limited development opportunities add to their woes. This cycle leads to declining services, patient outmigration, and further financial decline. Without substantial intervention, including funding, policy support, and innovative care models, the future of rural hospitals—and the health of rural communities, continually plagued with health inequity—remains bleak. https://lnkd.in/egqCAKQt

Before I became a tech entrepreneur, I was a direct marketing guy. I mailed tens of millions of letters and catalogs each year. Living in the US, I was convinced that the vendors I was using to get these mailings out were the most sophisticated there were. But then I moved to Europe. The equipment that vendors used there was way beyond what I was used to. But it wasn’t because they were more experienced in direct marketing. Quite the opposite: they were more sophisticated because they were new to the game. Every one of my US vendors was making do with stuff they’d bought six to 10 years ago. But nearly everyone I worked with when I was in Paris had the most recent model of everything. This phenomenon of turning a lack of access into an advantage has plenty of precedent. It’s even shaped history. In 1918, at the close of WWI, the defeated Germans were required to destroy or surrender nearly every piece of military hardware they had, from rifles and ammunition up to ships and planes. By the 1930s, Germany had the world’s most sophisticated army, since they’d had to re-arm entirely from scratch, while the rest of the world hung onto their “perfectly good” older equipment. When we started Netflix in 1997, Blockbuster had already spent over a decade building physical stores—9000 of them—across the country. Prospective investors pointed to this and asked, “Why would anyone rent DVDs by mail when there’s a Blockbuster down the street?” It seemed like a good question at the time. As Netflix slowly siphoned customers away, these stores turned out to be a massive liability. Because of their overhead, losing even 10% of a location’s revenue turned it unprofitable. And Blockbuster was locked into a brick-and-mortar footprint, making it impossible to reduce costs. Eventually their entire economic model turned upside down. The fact is, any well-established company is going to have this kind of weakness: an existing product line, a “good enough” code base, a line of distributors to keep happy. You can offset this by “scraping the barnacles”—periodically reviewing where you’re investing time and effort, and cutting what’s not working—but it’s always going to leave you vulnerable to smaller, nimbler competitors. On the other hand, if you’re the scrappy startup, don’t worry so much about the resources or finances of entrenched competitors. You can often take advantage of what’s holding them back.