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The Interoperability Jobs To Be Done For Payers

posted by Redox

on October 18, 2021

Overview

Here at Redox, many of us are fans of Clayton Christensen’s Jobs to Be Done theory of innovation. The theory posits that products and services are purchased to do a job. The way they perform the job may vary, but success hinges upon the experiences they enable.1 The Christensen Institute proposed that the jobs to be done for healthcare patients are:

  • Tell me what’s wrong – I think I might be sick, please diagnose me,
  • Fix what’s wrong – I know I’m sick, please give me the treatment I
    need, and
  • Keep me well – I have a chronic condition to manage or want to
    avoid getting sick.

Healthcare is broken because it is not designed around the patient’s jobs to be done. The fee-for-service model centers on those who deliver and finance care rather than patients. In healthcare, we incentivize the volume of services provided, not helping patients get well or stay well.

A shift toward a more patient-centric model is advancing, but barriers remain. Healthcare’s complexity and uncertainty challenge payers and providers to make the necessary changes to refocus efforts on the right jobs to be done.

To make the shift and nail the patient’s jobs to be done, Christensen would say an organization must do three things:

  1. Understand and address the right job and its functional, emotional,
    and social circumstances
  2. Create experiences that reduce the friction of purchase and consumption, and
  3. Integrate around the job to make competition impossible Integration is kind of our jam here at Redox — we would argue you must have number 3 before you can do numbers 1 or 2 well. Integrating across the healthcare landscape builds a fuller picture of a patient’s journey and an understanding of the circumstances of the patient’s jobs to be done.

We hope this whitepaper provides a window into all the moving pieces required to successfully and securely exchange healthcare data. By understanding the fundamental interoperability jobs to be done, we are one step closer to enabling the integration and innovation necessary to successfully tackle the patient’s jobs to be done.

This paper represents the views of the author, not AHIP. The publication, distribution or posting of this paper by AHIP does not constitute a guaranty of any product or service by AHIP.