Hospitals’ traditional facility footprint simply is no longer aligned with the realities of how healthcare is being delivered today, or how it will be delivered in the future. Read more from Thoughts from Ken.
As Ken Kaufman speaks with healthcare executives around the country, he receives many questions about the CVS Health/Aetna and UnitedHealth/Optum business models. Read more about his take on the matter.
Having worked in healthcare for more than 40 years, I frequently am told stories about people’s encounters with the U.S. healthcare system. Here is one I heard recently from a friend of mine that got me thinking about the word "patient" and how I'd like my healthcare provider to think of me.
Best-picture nominations for Amazon and Netflix movies are the latest signal of the rise of the subscription model in the internet economy. My latest blog examines how this model can generate consumer engagement and recurring revenue in healthcare.
We have all seen the attacks on hospitals for exercising their right to merge and make decisions about how to best fulfill their missions in a rapidly changing competitive environment. In this blog post, Kaufman Hall presents its point of view on this critical issue.
The ability to create and grow ecosystems is a fundamental principle for success in the internet economy. The imperative to create an immersive ecosystem, where the consumer can interact independent of location or a particular device, has made the line between digital and physical environments increasingly irrelevant.
Providing equitable and accessible healthcare to America’s vulnerable populations has been a formidable long-term challenge for providers and policymakers. Read more about Ken Kaufman's thoughts on the matter.
Last year, almost 7,000 retail store closings were announced, an increase of 200 percent over the previous year, and major retailers have announced more than 4,000 store closings so far in 2018. The cause most often cited for what some call the “Retail Apocalypse” is online shopping—primarily the convenience and customer experience of Amazon.
Amazon has redesigned the process of shopping by focusing on its simplest components: enter the store, take your items, and leave. It has isolated the most frustrating components—checkout and payment—and used sophisticated computer vision and machine learning to make them invisible to the consumer. The Amazon Go store is a relatively small-scale experiment that will teach Amazon more about how retail can be reimagined. We can expect that Amazon’s lessons from this experiment will be applied on an increasingly broader scale.