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a HEALTHCARE PAYOR industry guide to thinking forward for the year ahead
"The concepts of culture and change are often at the foundation of many of the operational performance issues we’ve observed with clients. To enhance a health plan’s operational performance, we need to start with assessing these challenges through the lens of cultural change."
NANCY SCHULTZ
FUNCTIONS
LEVELS
ORGANIZATION SIZE
Who We Talked To:
100 leaders in payor organizations
Who We Talked To:
100 leaders in payor organizations
FUNCTIONS
29%
Production/
Operations
20%
IT
15%
Sales
14%
HR
13%
Finance/
Accounting
6%
Marketing
3%
Research & Development
Levels
Who We Talked To:
100 leaders in payor organizations
45%
President/
C-suite
13%
EVP/SVP
9%
VP
16%
Director
17%
Senior
Manager
Organization size
Who We Talked To:
100 leaders in payor organizations
38%
$1B–$5B
28%
34%
$5B-$10B
$10B+
Healthcare is a highly charged topic that is top of mind for many Americans—especially in today’s post-reform market—which is reflected in the priorities of Healthcare Payor organizations. Healthcare Providers may also feel the implications of these insights, given their close proximity to the patient experience. Member-facing data can offer much-needed direction on the type of engagement customers are eagerly awaiting. Powering Customer Experience (CX) transformations with data strongly supports the outcomes Payor organizations are looking for, fantastic CX that cultivates growth, and paths to Operational Efficiency.
Following a period of heavy consolidation in the industry, Payors have access to unprecedented relationships, channels, and capabilities. These new synergies are driving positive sentiment in the industry.
As with many other industries, People and Resources and Knowledge and Skills are the two most common barriers to addressing strategic priorities. The perceived value of Customer-Centricity/Experience and Product/Service Innovation necessitates a focus on enlisting the proper talent to usher in more cutting-edge customer-facing technologies.
Top-of-Mind Priorities
for the upcoming year
driving positive sentiment
for the upcoming year
Capitalizing on new
market opportunities
with customer-centricity
With customer preferences cited as the top factor driving a shift in strategic direction, only 14% feel very prepared to address Customer-Centricity/Experience
Bridging the gap
with people and skills
Challenges related to people and skills stand in the way for Payors
when addressing strategic priorities. IT is leading the charge in prioritizing both Talent Acquisition and Product/Service Innovation, signaling a strong focus on identifying the talent to design and deploy new, more innovative customer-facing technologies for case and care management.
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EXECUTIVE SUMMARY
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LET'S TALK
Nancy Schultz
Vice President
Nancy.Schultz@northhighland.com
NANCY SCHULTZ
NANCY SCHULTZ