|Digital Health Company Articulates Strategic Vision and Develops 5-Year Commercial and Product Strategy
An emerging leader in the digital health space had developed a novel digital-medicine and digital-health feedback platform but was unsure how to deploy and monetize the solution for long-term value creation and maximize value capture.
|Hardware-Focused Technology Company Grows into the Global Acute-Care HCIT Market
A traditionally hardware-focused technology company sought to develop a go-to-market strategy targeting the market for acute-care intelligence and efficiency solutions in the U.S., the U.K. and China. The primary objectives of the engagement were to assess the current and potential HCIT use-case opportunities in key acute-care markets and to define optimal use cases with the strongest current utilization and greatest commercial potential opportunity for the organization.
|Developing an Innovative Strategy for a U.K. End-of-Life Care Charity
The U.K. healthcare landscape has experienced a number of fundamental changes in recent years. L.E.K’s client, a U.K. charity providing end-of-life care, needed to evaluate its strategic choices in response to wide-reaching changes in the National Health Service (NHS) commissioning structure. The new healthcare landscape requires providers to develop increasingly innovative models for care delivery. L.E.K. was engaged to consider how the client should evolve its strategy to enhance cost and operational effectiveness while continuing to deliver high quality care.
|Creating a Strategic Growth Platform for a Leading U.K. Dentistry Chain
The U.K. dentistry market has seen significant growth in recent years, with market value rising substantially in the past decade as spending on both the National Health Service (NHS) and private dental treatment spend has increased. Following its acquisition by a private equity firm, a leading U.K. dental chain engaged L.E.K. to design a new strategic platform with the aim of segmenting its portfolio, improving operational performance and determining expansion opportunities.
|Leading Academic Medical Center Develops Provider-Sponsored Health Plan
Facing an increasingly challenging post-Affordable Care Act (ACA) environment and reimbursement pressure, a world-renowned academic medical center was evaluating a range of strategic options, including whether to vertically integrate and become a health insurance payer. Given L.E.K.’s extensive experience in advising managed care clients, the hospital engaged L.E.K. to assess the provider-sponsored health plan opportunity and develop a market entry plan.
|Leading Regional Hospital System Develops Strategy to Capture Profitable Patient Volume
A leading regional hospital system was suffering continual and significant patient volume losses in both inpatient and outpatient procedures, across all service lines, over the previous five years. Profitability was declining, and patients and physicians alike were turning to newly opened hospitals in the region. The hospital system asked L.E.K. to help develop a strategic plan to drive profitable volume through a set of discrete and clearly defined initiatives.
|Business Services Division of Large Managed Care Organization Develops ACO Go-to-Market Strategy
Accountable Care Organizations (ACOs) are one manifestation of a broad-based, ongoing trend to better align incentives for healthcare providers (hospitals, medical groups, integrated delivery networks or IDNs) and enable them to share in the benefits from reduced costs and improved care quality, coordination and outcomes. During the early period of ACO formation, the business services division of a large healthcare services company was developing a comprehensive suite of services for ACOs. Given the nascent stages of ACO formation the company requested assistance to better understand the future of the ACO market to optimize their go-to-market strategy.
|Leading Integrated Payer-Provider Optimizes Revenue and Improves Cost Structure
A leading, multi-regional, integrated payer-provider was facing a significant, long-term gap between actual and strategic plan performance. The payer-provider required assistance to close the gap within 36 months. L.E.K. was engaged to assist with this company-wide revenue optimization and cost reduction effort. In particular, L.E.K. participated in the effort to catalog all financial performance initiatives, identify and validate incremental initiatives, and assess the feasibility, timing, and risks associated with each initiative.
|Major Health Plan Optimizes Care Management Strategies
A confluence of events (regulatory, structural, competitive) has increased pressure on the fundamental economics of many health plans. Under this margin pressure, health plans often view effective care management as a critical lever in ensuring a sustainable economic model. A leading regional health plan engaged L.E.K. to conduct a comprehensive review of their care management and medical management functions in order to identify opportunities for optimization and improvement.
|Leading Managed Care Organization Develops a Health Plan for Dual Eligibles
“Dual eligibles” receive both Medicare and Medicaid benefits by virtue of their age or disability and low income. Given the high cost of caring for dual eligibles and their complex needs, the federal government and several state governments have collaborated with private payers and providers to develop innovative managed care programs to more effectively manage dual eligibles’ healthcare needs, increase quality, improve outcomes, and reduce healthcare costs. Against this backdrop, a well-respected health plan with experience in Medicare, but new to Medicaid, engaged L.E.K. to support them in developing a managed care offering for dual eligibles in response to a request for application (RFA) from the state Medicaid agency and Center for Medicare and Medicaid Studies (CMS).