Issue link: https://beckershealthcare.uberflip.com/i/1194306
22 POPULATION HEALTH 22 CEO/STRATEGY Baylor Scott & White CEO Jim Hinton: Digital- physical fusion will solidify legacy brands' place in the future of healthcare By Angie Stewart B y interconnecting digital and physi- cal assets to best serve its customers' needs, Starbucks has accomplished what most healthcare organizations are hop- ing to achieve: a meaningful customer expe- rience, according to James H. Hinton, CEO of Dallas-based Baylor Scott & White Health. During a keynote session at Becker's 8th Annual CEO + CFO Roundtable on Nov. 12, Mr. Hinton discussed what health sys- tems can learn from Starbucks and how they can solidify their own position in the future of healthcare. Starbucks, which started with a single physi- cal location in Seattle, has grown because of its efforts to create a meaningful customer experience, Mr. Hinton said. As part of this strategy, Starbucks focuses on extending the in-store experience to create personalized, productive digital relationships with customers. is effort has extended beyond the four walls of physical Starbucks locations. For instance, Starbucks has linked up with partners like UberEats to deliver its products to customers at home, on demand. Healthcare providers should adopt the same approach to serve patients wherever, when- ever and however they choose to be served. at starts with understanding the modern patient's expectations: they want to have ac- cess to affordable healthcare, be seen on their own schedule, be rewarded for their loyalty and receive medical advice quickly from a trusted provider, according to Mr. Hinton. All of these needs are "ripe for disrupters," he said, but health systems can gain a com- petitive edge by building strategy around digital-physical fusion, adding and strength- ening links in the customer experience, and putting innovation front-and-center. at innovation should involve collabora- tion between the people who know how to run a traditional healthcare business, as well as "those who know how to digi- tize it for the people we serve," Mr. Hinton said. And successful innovation hinges on consumer needs. Eighty percent of today's consumers want to begin their healthcare journey digitally, and 60 percent are willing to engage in health- care digitally to save money, according to Mr. Hinton. With that in mind, Baylor Scott & White Health created the MyBSWHealth app, which enables patients to book appoint- ments, pay bills, find same-day care options and monitor their health. "We've got the big physical footprint; we're going all in on the digital footprint," Mr. Hin- ton said, encouraging other legacy organiza- tions to do the same. "I believe the future is ours. It's a digital future. It's a physical future, it's a home future, and for many of us [health- care leaders], it's a future that will advance our mission." n Amazon buys healthcare startup to power primary care program By Ayla Ellison A mazon acquired a medical technology startup to help power Amazon Care, a primary care program launched in September at the company's Seattle headquarters. Amazon confirmed the acquisition of Health Navigator, a startup that provides technology and services to digi- tal health companies, to CNBC. Health Navigator will be wrapped into Amazon Care, which offers employees virtual visits, in-home follow-ups if additional care is needed and prescription deliveries. "The service eliminates travel and wait time, connecting em- ployees and their family members to a physician or nurse practitioner through live chat or video, with the option for in-person follow up services from a registered nurse ranging from immunizations to instant strep throat detection," an Am- azon spokesperson wrote in an email to CNBC. Health Navigator was Amazon's first health-related acquisition since it purchased PillPack for $753 million in 2018. Amazon didn't disclose financial terms of the Health Navigator deal. n Baylor plans medical center in Shanghai By Emily Rappleye H ouston-based Baylor College of Medicine is in the early stages of developing a medical center in Shanghai with a Chinese real estate develop- ment company, the health system announced Nov. 4. Leaders from Baylor met with the real estate firm, Green- land Holdings Group, and established a memorandum of understanding to collaborate on opening the Green- land Global Medical Science and Technology Center in Shanghai. The impetus for the medical center is a na- tional initiative called "Healthy China 2030," which aims to improve the Chinese healthcare system, accelerate research and innovation, and collaborate internationally. Baylor will help Greenland Holdings Group plan op- erational development and strategy for the medical center via its Baylor Global Health Group, a sector of the medical school devoted to contributing to clinical innovation on a global level. n