So to celebrate 20 years, we’ll be publishing a few classics for the next week or so. This is one of my faves from the early days of THCB, back in 2006. It’s interesting to compare it with Jeff Goldsmith’s NEW piece from yesterday on vertical integration because at the time a pair of Harvard professors, Michael Porter and Elizabeth Teisberg were telling hospitals to change their operations in a way that seemed to me were going to destroy their business–cut down to one or two service lines they were best at and stop with the rest. McKinsey picked up on this and I went to town on why they were all wrong. In fact in the next decade and a half, despite all the fuss and consulting fees generated, almost no hospital system did anything other than merge horizontally with local competitors, stick up its prices, and buy feeder systems of primary care doctors or ally with/bribe specialists to keep their procedural referrals up. The result is the huge regional oligopolies that we have now. Despite all the ignoring of their advice, I don’t think Porter/Teisberg or McKinsey went broke in that same period.–Matthew Holt

McKinsey, an organization that prides itself on increasing the amount of consulting dollars it gets paid by improving the strategic direction of American business is making another foray into health care.

You may recall their last study on CDHPs was roundly criticized (see Tom Hillard for a good example including a hilarious and brutal smackdown of their research methodology in the last couple of paras), and this time they cleverly aren’t bothering with data—in fact they’re basically copying Porter and Teisberg. The piece, by Kurt Grote, Edward Levine and Paul Mango, is about hospitals and how they need to get into the 21st century.

And of course the idea is that hospitals need to change their business approach.  Well, given that I hadn’t noticed a rash of hospital closings and the the industry as a whole has been growing its revenues pretty successfully over the years, what exactly are the problems?

The rise of employer-sponsored insurance in the 1930s and 1940s, and the emergence of government-sponsored insurance in the 1960s all insulated hospitals from the need to compete for patients. Today hospitals are “price takers” for nearly 50 percent of their revenues, which is subject to the political whims of the federal and state governments. Hospitals are also required to see, evaluate, and treat virtually any patient who shows up, solvent or not. Furthermore, physicians were productive because hospitals put a great deal of capital at their disposal. Yet these hospitals didn’t enforce standardized and efficient approaches to the delivery of care. At many hospitals today, doctors still bear only limited economic
responsibility for the care decisions they make. Little wonder that it is often they who introduce expensive—and sometimes excessive—nonreimbursable technologies or that hospitals not only suffer from declining margins but are also performing less well than other players in the health care value chain 

The piece then has a pretty incomprehensible chart that compares the EBITDA (profit) of hospitals compared to drug companies and insurers. Surprisingly enough they make a whole lot less EBITDA than those businesses–although long time THCB readers will know we’ve been well down that path. And apparently their margins got worse and then better (from 25% in 1990 to 15% in 1995 to 10% in 2000 but back up to 15% in 2004).

McKinsey’s answer, basically filched from Porter/Teisberg, is for hospitals to specialize in particular service lines, stop being generalists and start trying to please the consumer who’ll be choosing among them. As a general mantra, this might be good for consultants to stick up on Powerpoint, but to be nice it’s massively oversimplified, and to be nasty it’s just plain wrong for most hospitals for the current and foreseeable medium-term future.

Their analysis ignores the fact that there are (at least) three broad categories of hospitals–inner city and rural  safety-net providers, big academic medical centers, and suburban community hospitals. Each of these has a completely different audience, completely different set of incentives, and more to McKinsey’s point, different profit margins.

Right up front they talk about the 50% of revenue that comes from the government–but for the first two categories, it’s more than that! And for everyone, as public programs grow, it’s going to be increasing.

Those hospitals relying on Medicare make most of their money but playing very careful attention to the DRG mix. The ones who play that game well and make most profit on Medicare outliers (like the for-profits McKinsey features in its metrics) don’t really want to change that by stopping their patients becoming those outliers, because if they get better at treating patients, they make less money. Brent James’ famous Intermountain story tells the truth, and until Medicare really changes the way it pays, you don’t want to be ahead of that curve. Intermountain may have spent more than 10 years leaving money on the table, but those rich Mormons can afford it.

Meanwhile, for the mainstream community hospitals, as more and more services and patients leave the building, the imperative is not to change their business model, it’s to get their hands on that revenue that’s leaving with them. That’s why most big hospitals are now-co-investing with physicians in specialty hospitals et al. But while that’s a defensive battle to build better “hotels” for the star surgeons, it’s still about building better “hotels”–not junking the model of being the nicest possible host to the big time admitting surgeons.

The McKinsey/Porter/Teisberg theory is of course that if you get good at one service line, you’ll be attractive to consumers, and that they’ll choose you. There is more truth to this notion now than there was five years ago, but not much more. Doctors choose hospitals for their patients. That’s always been the case, other for those that get admitted via the ED, and that’s a function of location. That’s why hospitals suck up to surgeons. But even when consumers make choices, they’re not very active consumers beyond the deductible, and basically all hospital spending is beyond the deductible, and even in the cash non-hospital business (the stuff like genetic testing) most consumers take their doctor’s advice.

Which leads of course to who the other real consumer for the hospital is, and that’s the third party payer. First rule of dealing with payers is to figure out how to play the Medicare system well enough that you make it very profitable, but not too “well” that you get busted, a la Columbia/HCA, Tenet & St Barnabas.

Second rule is that you need to get bargaining strength against the health plans. No one can pretend that health plans really care in a global sense about having their providers cut costs and improve care delivery. They may say they care about it, but health plans add a chunk on the top of what they pay providers and stick that to their clients (usually employers) — who basically take it in a mealy mouthed way.

There is, though, a fight in any local market about where to draw the line on hospital pricing. But this fight is not about having providers from outside (or even within) the region swooping in to capture all a payer’s business with better pricing on certain service lines, and payers moving patients to these disease-specific treatment centers.  Well, it is about that in the McKinsey/Porter/Teisberg fantasy land, but in reality the fight is about setting global pricing for all the services a payer needs for its members in that region.

Look at the big fights going on now. In Denver there’s a dust-up between United HealthGroup and HealthOne and a similar one between United (again) and HCA in Florida. HealthOne is using a rather amusing tactic that–it says United should increase what it’s paying because it gave HealthOne a good report card. But let’s be real, this is about who can create enough market power so that the other side has to hand over a bigger slice of the pie if it wants services or patients delivered. Sutter showed this well when it beat up Blue Cross in California, and that lesson has been understood by provider systems across the nation as they lined up to form oligopolies.

If hospitals decide that they are going to improve care processes, and stop offering certain services, but offer the ones they are good at at a lower rate, insurers will say two things. First, thanks for the lower price, we’ll happily pay you less, and two, can you please organize coverage for the service lines you’re dropping as our patients in that metro area need it and don’t yet want to fly to Mumbai–they don’t even want to drive across town:

Aventura resident Jean Glick, who received a letter on Aug. 4, said she was furious. ‘If they claim to be a community hospital, this not serving your community,” she said. For Aventura residents insured by UnitedHealthcare, the next closest hospitals that accept their insurance are Parkway Regional in North Miami Beach and Mount Sinai in Miami Beach. <snip> Glick said she fears that not having a nearby hospital that accepts her health insurance could be expensive and even life threatening. ”I can’t afford to pay out of network,” she said.

The interviewed resident may not exactly understand the dynamics, but she doesn’t exactly sound ready for the brave new world. And let’s not underestimate the extent of the change McKinsey’s calling for. Here’s what they say about physicians:

For many physicians—particularly clinical specialists in the service lines where hospitals hope to differentiate themselves—the traditional arm’s-length and more recent competitive relationship must give way to some sort of formal employment or to gain-sharing schemes such as joint ownership of equipment or even whole facilities. Furthermore, performance criteria for physicians must shift. In a world in which transparent quality, service, and prices help patients choose places to seek treatment, metrics such as admissions volumes will become less relevant.

That looks like a license to drop a whole bunch of money hiring doctors and dealing with all the headaches that brings–not to mention dealing with the Stark laws. And all that just after the huge successes of hiring physicians in the 1990s! It would indeed be a brave CEO who stopped caring about the admission rates of his star surgeon. I can imagine the board meeting where he says that his hospital will have a smaller but more efficient service line that one day will grow to replace the others they’re dropping, and the gruff board member asks where the money to cross-subsidize the money-losing ED will come from.

It may be the case that in some far distant future patients can really be served (and moved around) on a national or international scale, and that the local monopoly/oligopoly model gets broken. But these things change very slowly. Delta airlines tried it about a decade back (flying employees around to centers of excellence)–have you noticed the huge impact on the system? Me neither.

Furthermore, almost none of the safety net hospitals, and few AMCs, can realistically take this course, as it destroys their mission of being all things to all comers. That matters not just because of their mission but because most of their money follows their mission. (For the safety-net via local taxes/Medicaid, and for the AMCs via Federal money for training residents and research).

I’m not saying that this is a good thing one way or the other. I’m in fact all in favor of changing incentives so that more efficient and better patient care is delivered, but I am saying that with the current and near-future market realities jumping on the McKinsey bandwagon is not a great idea for the vast majority of hospitals. But don’t worry—have McKinsey come in and change your strategy, and then in a few years they can come change it back!

CODA: It’s only fair to say that  a while back (in 2001)  one of the McKinsey authors Paul Mango wrote a prefectly sensible article about how hospitals could become more profitable by doing what they do now more efficiently, and understanding capacity optimization. And that five years later is pretty much still true.

The world is awash in data. It is estimated that the amount of digital information increases ten-fold every few years, with data growing at a compound annual rate of 60 percent. The big technology company Cisco has forecast that by 2013, the amount of traffic flowing over the internet annually will reach 667 exabytes. Just to put that in perspective, one exabyte of data is the equivalent of more than 4,000 times the information stored in the US Library of Congress.

This data explosion – now rather imprecisely dubbed “big data” – is both an opportunity and a curse. Having all of that information makes it possible to do things that were previously never even imaginable. Last year, the McKinsey Global Institute (MGI) conducted a major research study on big data, calling it “the next frontier for innovation, competition, and productivity.” The MGI study noted that big data is becoming even more valuable as our analytical and computing abilities continue to expand.

On the “curse” side of the big data phenomenon, the growing mountains of information also pose massive challenges to those who need to manage it. Having ever greater volumes of data to sift through to find critical insights (the proverbial needle in the digital haystack), is a growing problem for companies, organizations, and governments the world over. Sometimes, there really is such a thing as too much information.

The data deluge is especially urgent for hospitals, which are factories of data. In the typical hospital, data flows from every department and function – from emergency department admission records and HR systems, to purchasing and billing information. But, hospitals are not exactly known for effectively managing data. The healthcare provider sector is probably 20 years behind other major industry domains in terms of how its uses data. Many hospitals fail to realize the value of the data they do have – or they are overly focused on EMRs.

Here’s the real problem: The failure to “connect the dots” of these treasure troves of data is having a profoundly negative impact on the ability of hospitals and health systems to make the right and timely decisions that are essential to produce better outcomes and results.

But there’s good news, too. Effectively mining and managing these assets presents a huge opportunity for the healthcare sector as a whole. The following quote from McKinsey’s big data study vividly captures the potential scope of that opportunity: “If US health care could use big data creatively and effectively to drive efficiency and quality, we estimate that the potential value from data in the sector could be more than $300 billion in value every year, two-thirds of which would be in the form of reducing national health care expenditures by about 8 percent (at 2010 levels).” Regardless of where you sit within healthcare, numbers like that tend to focus the mind!

All of that said, healthcare providers still have a long way to go before they can come even close to realizing the value creation, efficiency improvements, and cost savings described above. In the typical hospital setting, for example, each department controls its own information silos. This highly fragmented data environment begets disconnected strategies and uncoordinated decision making. The result is that both hospital issues and opportunities are dealt with on a one-by-one basis, rather than as a holistic strategy. It certainly is not a recipe for the kind of well founded strategic planning that is so critical to hospitals’ success in today’s intensely challenging healthcare environment.

Streamlining – Time-stamp data that is critical for streamlining patient throughput is – almost never – connected to quality data that measures the value of a hospital’s services. These data silos are never connected to workforce data that measures nurse productivity. That is a difficult way to approach operational improvement initiatives.

“Connecting the dots” by mining siloed data to create actionable insights still stands as the management “Holy Grail” for hospital executives. I argue that it is an absolute imperative for hospitals today. Emerging technologies such as cloud computing, open-source software, and advanced analytical tools have all provided powerful new capabilities to solve this big data challenge for hospitals. And while there is still plenty of work to do to attain the true state of data analytics “nirvana” in healthcare, the journey is a necessary one.

By “connecting the dots” and leveraging the power and promise of data assets, hospitals can improve the practice, delivery, and economics of healthcare. But, to accomplish these ambitious goals, hospitals need to first make some significant changes in how they handle big data.

Still Struggling to Get the Right Data Into the Right Format? – If the answer is “yes” for your hospital, you are not alone. Each hospital system has a profusion of datasets – workplace/labor, financial, EMRs, purchasing, etc. – and a multiplicity of vendors offering their services to manage those data. There typically is not one dedicated person or entity looking at the vast amounts of data being produced every day in a given hospital. The data “management” is all over the map. You could thus say that attempting to manage a hospital’s data is like trying to weave a basket without actually connecting any of the strands. There’s even a more fundamental issue – the majority of hospital data is not even kept. According to the McKinsey Global Institute big data study, healthcare providers discard 90 percent of the data they generate!

These days there is more attention being paid to EMRs (mostly due to healthcare reform’s “meaningful use” incentive), but other hospital data streams are equally important. The fact remains that the technology “plumbing” that formats and stores these datasets can be strikingly different, and very difficult to integrate and manage cohesively. And that’s not the end of the data integration roadblocks for hospitals. The dominant technology vendors serving the healthcare provider sector have their own proprietary systems, which seldom operate effectively with others. The result is that the hospital’s internal silos get integrated into even bigger proprietary technology silos, further exacerbating the fragmentation problem.

For hospital management, the starting point for capitalizing on the opportunity is to get the data they need, in the right formats. This daunting task requires skilled data “plumbers” who can architect systems that effectively collect and manage the huge volumes of data that constantly flow through hospitals. However, because of the fragmentation and complexity of the data plumbing in the healthcare provider sector, there are not a lot of entrepreneurs working on reinventing big data for hospitals. The effect has been an unfortunate stifling of innovation in the space. By contrast, the datasets are relatively consistent on the payer side of healthcare. Because of this comparative technology alignment, payers and their technology partners have been much more successful at mining their big data, delivering real competitive advantages to this healthcare sector.

Run ‘Meaningful’ Analytics on Those Datasets – Once digitized, collected, and formatted, those massive streams of hospital data are still not useful unless they are analyzed effectively. Advanced analytics now exist to make sense of big data, but that does not mean that these sophisticated software tools are being used widely or effectively among healthcare providers. Many hospitals are already deploying “business intelligence” tools that feature “dashboards,” which purport to give senior management a real-time (or close to real-time) view of key metrics for operations, finance, productivity, etc. When you dig a little deeper, however, you find that most of these tools are barely used, if ever, by hospital management. The tools are good at generating a lot of reports, but much less effective at giving hospital executives the information and insights they need to make decisions that create real impact and effect positive change. We know of one hospital that uses its business intelligence system to generate a 500-page report every month. The problem is, no one ever looks at it.

The overriding goal must be to produce “meaningful” information and “actionable” insights that actually answer real-world questions for hospital management. To be sure, this requires deep data analysis, using advanced analytics software that sits on top of the big data streams created within the hospital. Equally important in this analytical process is having valid, external benchmarks that enable management to determine what “good” actually looks like. Without these benchmarks, hospital directors are just making decisions in a vacuum. As one hospital CEO said recently, “The real problem is that I don’t necessarily trust the data I am seeing, so how can I make effective decisions based on this information?”

Get the ‘Actionable’ Insights into the Hands of the Right People – In your journey to capitalize on the data opportunity, you can nail steps 1 and 2 and still not drive meaningful change in your hospital. To do that, you’ve got to bridge the “last mile” of connecting the dots and get the actionable insights into the right hands, at the right time. This is a challenge of both technology and management. We are still seeing hospitals continue to over-emphasize the collecting of information rather than carefully analyzing those data to create insights that truly matter. Many hospitals also lack effective ways to deliver the right information to the people who need it most – especially at the critical point in time when that information will have the greatest impact. For example, “hotspot” alerts need to be delivered to the Chief Nursing Officer when she urgently needs them. The CEO, on the other hand, needs to receive timely metrics on financial and productively trends that are vital in making go-forward plans and decisions. Too often, neither of these hospitals leaders have the critical information in their hands, when they most need it.

Every single day, the healthcare industry is producing ever increasing volumes of data and information – whether it’s managerial, operational, or at the patient level. For hospitals and their management teams, the biggest challenge – and greatest opportunity – is connecting the dots by effectively analyzing those big data streams to drive better decisions, and a higher level of quality patient care.

We call this problem “the last mile” problem. For many hospitals it can be the thorniest challenge. Analytic results must be effectively delivered to the point of decision-making, they must be integrated into managerial hygiene, and sometimes presented into workflow. Each hospital will make decisions in a slightly different way, so it is important to have flexible, configurable systems that can become part of an organization’s usage and culture.

Russ Richmond is the CEO of Objective Health, part of the global McKinsey Healthcare practice, which serves hundreds of public- and private-sector organizations worldwide. He is passionate about the use of data to manage health and to improve healthcare performance. Russ served over 50 hospitals as a McKinsey consultant, across the USA, Europe, and Asia.