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Platform Shift: From EHRs to UDHPs (Unified Digital Health Platforms) – – Section 2

By VINCE KURAITIS, GIRISH MURALIDHARAN & JODY RANCK

This entry is Section 2 of part 3 of 3 in the series Platforming Healthcare — The Long View. This essay is the next in the series entitled “Platforming Healthcare — the Long View”. The series presents a 30-Year Framework for Platforming Healthcare. An updated v2.0 of a graphic depicting this 30-Year Framework is shown above.

Today’s post is section 2 and will continue to describe and discuss a potential successor to the EHR era — Unified Digital Health Platforms (UDHPs). Here’s an overview:

  • Mayo Clinic Platform
  • Business and Strategic Implications of UDHPs
  • APPENDIX: Additional Readings on UDHPs

Mayo Clinic Platform: Healthcare platforms and AI

The Mayo Clinic Platform (MCP)was launched several years ago with the goal of building the future Mayo Clinic business model that could move beyond the bricks-and-mortar approach to traditional healthcare and open up new avenues for products and services. The adoption of a platform business model was considered essential to serving patients beyond the traditional Mayo Clinic geography as well as a way to incentivize innovation in AI and decentralized care in the home. 

A large longitudinal database with both structured and unstructured data provides a foundation for the MCP, particularly in respect to catalyzing innovation in clinical applications of AI. The database called Mayo Clinic Platform Discover has over 7.3 million de-identified patient records that can be used for training AI models as well as in research and discovery for early-stage startups in particular who wish to join the MCP ecosystem. The dataset is referred to as “Data behind glass” for the privacy and security standards that are needed to create the bedrock for a collaborative ecosystem.

Source: Mayo Clinic Platform Playbook

MCP is a three-sided market that has solution developers, data providers, and clinicians composing the three sides. MCP acts as the orchestrator of the ecosystem and additional partners such as Mercy have joined as data contributors in the MCP component called Mayo Clinic Platform Connect. These are the primary components of the platform. 

The Mayo Clinic Platform Playbook identifies six key success factors:

  • A privacy-protecting, secure collaborative environment with de-identified data from global sources. Longitudinal databases of patient records are vital to clinical research and the development of new clinical decision-support tools, therapeutics, and digital health solutions. Privacy and security need to be maintained to protect the trust of Mayo Clinic’s patients.
  • Breadth and depth of patient data must be sufficient to generate insights for both rare and common diseases.
  • Seamless capabilities to both ingest diverse data sources (e.g. -omic (genome, metabolome, etc.), EHR, wearables, social determinants of health (SDoH)) and to deliver actionable insights at the point of care.
  • Cutting-edge data science analytic tools, robust computing power, and uniform data standards.
  • Strong governance to assume security, scientific validity, interoperability and validation of technologies fit for purpose.
  • Pathways for commercialization of effective, validated solutions.

MCP vets startups and more mature technology vendors through a process that can begin with providing access to the longitudinal database for developing and training models (early-stage startups) to scaling solutions across MCP and affiliated hospitals with Mayo Clinic. The robust governance structure and integration with MCP makes scaling into other systems much more feasible.

AI governance is a core component of the MCP and why they were one of the original sponsors of the Coalition for Health AI (CHAI) to bring together leading industry players to create the standards for responsible AI across validation, explainability, and transparency.  Ensuring that AI tools have been rigorously validated is necessary for clinician adoption of AI as well as maintaining the trust of patients. These standards act as a kind of “rules of the road” for technology solution providers on the MCP.

Continue reading…

Musk Moves US to Socialized Medicine

By THCB STAFF

After a few weeks analyzing government spending and putting all of his calculations into Grok, the head of DOGE, Elon Musk, has made another decisive move in the attempt to save the government money. Speaking on the Joe Rogan show, Musk declared that his team had given Big Balls and Little Balls instructions to stop screwing around with the minor stuff like cutting off foreign aid saving the lives of children or getting all worked up about storing paper records in a mine, and to “go after the real money”. It turns out that means putting all US health care into a national health service and eliminating all private, non state-run health care.

He told Rogan, in between injections of what he claimed were vitamin supplements, that “the DOGE team realized that the British government spends about $7,500 per capita on health care, and the US government spends about $8,000”. After observers noticed a few puffs of smoke coming from Musk’s side of the room he went on to say, “that means our government can use the example of the Brits and cut spending by $500 a head and as an added bonus, private employers can stop wasting money on health care premiums”. When asked by Rogan if this new move was influenced by his desire to cut costs at his companies, Musk appeared to be unaware that he ran any companies.

Musk went on to say, “it’s incredible that we’ve been giving all these hospitals and health insurers government money and they’ve been sticking it in their hedge funds. Little Balls told me that he read a post from some blogger claiming that there’s over $500 billion sitting on the balance sheets of big hospitals and non-profit health plans. Now we have nationalized them all, that money can be put to better use.”

Rogan asked him how this would work and Musk said that all doctors, nurses and hospitals now worked for the Federal government and could just deliver care for free. “They’ll be paid British wages, and they’ll be happy–British people are still rich enough to be buying Teslas, no one else is! And if the line is too long, then people can fly to Scotland where they’ve got this socialized health care thing down pat. I understand President Trump has a special going at his hotel on that golf course, if you don’t mind looking at the windmills.”

When asked whether he supported Musk’s move, President Trump told the White House press corps that he wasn’t on the group call but that Don Jr had mentioned that Adderall was free in the UK, so it seemed like a good idea to both of them.

In unrelated news, Tesla also announced a stock buy-back in the amount of $500 billion.

Platform Shift: From EHRs to UDHPs (Unified Digital Health Platforms)- Section 1

By VINCE KURAITIS, GIRISH MURALIDHARAN & JODY RANCK

This entry is part 3 of 3 in the series Platforming Healthcare — The Long View. This essay is the next in the series entitled “Platforming Healthcare — the Long View”. The series presents a 30-Year Framework for Platforming Healthcare. An updated v2.0 of a graphic depicting this 30-Year Framework is shown below.

30 Year

This entry is part 3 of 3 in the series Platforming Healthcare — The Long View. This essay is the next in the series entitled “Platforming Healthcare — the Long View”. The series presents a 30-Year Framework for Platforming Healthcare. An updated v2.0 of a graphic depicting this 30-Year Framework is shown above.

Today’s post will describe and discuss a potential successor to the EHR era — Unified Digital Health Platforms (UDHPs). Here’s an overview:

  • Background and Environmental Trends
  • Gartner’s Key Role in Characterizing the UDHP Movement
  • UDHP Value Propositions
  • Examples of UDHPs
    • ServiceNow

Later this week THCB will run the second section which will include analysis of the Mayo Clinic Platform.

      Background and Environmental Trends

      Healthcare is fragmented. Data is not standardized and has existed in silos. Patients and clinicians have disjointed experiences. Payment structures create conflicting incentives.

      Electronic Health Records (EHRs) were once touted as the key solution for transforming healthcare to a modern, digitally-enabled industry. Yet, they continue to frustrate clinicians with poor UI/UX and largely fulfill a primary role as a system of record to document claims submissions. 

      Recent technological and business trends have begun transforming healthcare into a more unified and integrated experience: 

      • HITECH (in the U.S.) drove the adoption of electronic health records across the industry 
      • Standards-compliant data models and APIs across various solutions are allowing third-party integrations to add new functionality 
      • Value-based care (VBC) and value-based payment (VBP) models incentivize improving quality rather than maximizing fee-for-service volumes 
      • AI’s emergence and adoption in healthcare fuels the need for more – and better – data and data liquidity. 
      • New competitors in healthcare (Big Tech, Big Retail, digital health ventures) compete based on improving patient experience, advancing VBC and VBP models, and integrated data and analytics 
      • Accessible cloud computing infrastructure is enabling a plethora of **-as-a-Service business models 

      Healthcare organizations want integrated solutions, not more point solutions. See the previous blog post in this series — “Beyond Awareness: Understanding the Magnitude of Point Solution Fatigue in Healthcare”.

      Gartner’s Key Role in Characterizing the UDHP Movement

      The trends and forces listed above open the door and create the need for a new category of enterprise software – Unified Digital Health Platforms (UDHPs). 

      A December 2022 Gartner Market Guide report characterized the long-term potential:

      The DHP shift will emerge as the most cost-effective and technically efficient way to scale new digital capabilities within and across health ecosystems and will, over time, replace the dominant era of the monolithic electronic health record (EHR).

      While Gartner uses the term “Digital Health Platform (DHP), we use the term “Unified Digital Health Platform” because 1) it’s more descriptive of the architecture and its capabilities, and 2) it distinguishes UDHPs from the thousands of other digital health platforms that vary highly in function.

      The DHP Reference Architecture is illustrated in a blog post by Better. Note that UDHPs are depicted as “sitting on top” of EHRs and other siloed sources of health data:

      Gartner continues to update its market reports on UDHPs. An April 2024 update is entitled: “Innovation Insight: Digital Health Platforms Accelerate Transformation”. As of the date of publishing this blog post, Altera is offering a complimentary copy of Gartner’s 2024 report on UDHPs.  

      This blog post is intended to focus more on the business and strategy implications of UDHPs. We strongly recommend reading Gartner’s April 2024 report on UDHPs to gain a more technical perspective.

      Continue reading…

      Emory, Balloon Angioplasty, and the Musk Attack on Medical Diplomacy

      By MIKE MAGEE

       “The recently announced limitation from the NIH on grants is an example that will significantly reduce essential funding for research at Emory.”       

                                                    Gregory L. Fenes, President, Emory University 

      In 1900, the U.S. life expectancy was 47 years. Between maternal deaths in child birth and infectious disease, it is no wonder that cardiovascular disease (barely understood at the time) was an afterthought. But by 1930, as life expectancy approached 60 years, Americans stood up and took notice. They were dropping dead on softball fields of heart attacks. 

      Remarkably, despite scientific advances, nearly 1 million Americans ( 931,578) died of heart disease in 2024. That is 28% of the 3,279,857 deaths last year. 

      The main cause of a heart attack, as every high school student knows today, is blockage of one or more of the three main coronary arteries – each 5 to 10 centimeters long and four millimeters wide. But at the turn of the century, experts didn’t have a clue. When James Herrick first suggested blockage of the coronaries as a cause of heart seizures in 1912, the suggestion was met with disbelief. Seven years later, in 1919, the clinical findings for “myocardial infarction” were associated with ECG abnormalities for the first time. 

      Scientists for some time had been aware of the anatomy of the human heart, but it wasn’t until 1929 that they actually were able to see it in action. That was when a 24-year old German medical intern in training named Werner Forssmann came up with the idea of threading a ureteral catheter through a vein in the arm into his heart. 

      His superiors refused permission for the experiment. But with junior accomplices, including an enamored nurse, and a radiologist in training, he secretly catheterized his own heart and injected dye revealing for the first time a live 4-chamber heart. Two decades would pass before Werner Forssmann’s “reckless action” was rewarded with the 1956 Nobel Prize in Medicine. But another two years would pass before the dynamic Mason Sones, Cleveland Clinic’s director of cardiovascular disease, successfully (if inadvertently) imaged the coronary arteries themselves without inducing a heart attack in his 26-year old patient with rheumatic heart disease. 

      But it was the American head of all Allied Forces in World War II, turned President of the United States, Dwight D.Eisenhower, who arguably had the greatest impact on the world focus on this “public enemy #1.” His seven heart attacks, in full public view, have been credited with increasing public awareness of the condition which finally claimed his life in1969. 

      Cardiac catheterization soon became a relatively standard affair. Not surprisingly, less than a decade later, on September 16, 1977, an East German physician, Andreas Gruntzig performed the first ballon angioplasty, but not without a bit of drama. 

      Dr. Gruntzig had moved to Zurich, Switzerland in pursuit of this new, non-invasive technique for opening blocked arteries. But first, he had to manufacture his own catheters. He tested them out on dogs in 1976, and excitedly shared his positive results in November that year at the 49th Scientific Session of the American Heart Association in Miami Beach. 

      He returned to Zurich that year expecting swift approval to perform the procedure on a human candidate. But a year later, the Switzerland Board had still not given him a green light to use his newly improved double lumen catheter. Instead he had been invited by Dr. Richard Myler at the San Francisco Heart Institute to perform the first ever balloon coronary artery angioplasty on an awake patient.

      Gruntzig arrived in May, 1977, with equipment in hand. He was able to successfully dilate the arteries of several anesthetized patients who were undergoing open heart coronary bypass surgery. But sadly, after two weeks on hold there, no appropriate candidates had emerged for a minimally invasive balloon angioplasty in a non-anesthetized heart attack patient. 

      In the meantime, a 38-year-old insurance salesman, Adolf Bachmann, with severe coronary artery stenosis, angina, and ECG changes had surfaced in Zurich. With verbal assurances that he might proceed, Gruntzig returned again to Zurich. The landmark procedure at Zurich University Hospital went off without a hitch, and the rest is history. 

      Continue reading…

      The Life365 Demo

      Kent Dicks, CEO, and Kendall Paulsen, Telehealth Solutions lead, at Life 365 showed me their comprehensive set of tools and services for remote patient monitoring, or what I call the “continuous clinic”. Kent did this with MedApps, later acquired by Alere. But at Life 365 he’s building a new approach to getting the tools and platforms easy to use for patients, and also getting that collected data ready for AI systems to monitor patients and enable more immediate care. And Kent & Kendall not only talk about it but they show a deep-water demo with both devices and dashboards of both the monitoring and drug adherence devices. A glimpse into where health care ought to be and hopefully is going!–Matthew Holt

      The Return of American Manufacturing Demands a Chief Health & Benefits Officer (CHBO) to Fix Benefits Procurement

      By MATT McCORD

      American manufacturing is making a comeback. Driven by tariffs, supply chain instability, and shifting economic priorities, companies are reshoring production—reinvesting in U.S. labor and operations.

      But there’s one major obstacle still standing in the way: the crushing cost of American healthcare.

      For decades, U.S. employers have overpaid for healthcare without improving outcomes. Ballooning insurance premiums bloated administrative costs, and an opaque, middleman-driven system have left businesses with the highest healthcare costs in the world—twice as much as top global competitors.

      If manufacturing is returning, shouldn’t we be demanding a more efficient and productive healthcare model to support it? The same industries that once offshored to escape labor costs must now confront the reality that the old way of buying healthcare is broken.

      The Consolidated Appropriations Act (CAA) & The Growing Fiduciary Risk

      The game has changed. The Consolidated Appropriations Act (CAA) of 2021 imposes strict new fiduciary requirements on employers that sponsor health plans. Companies can no longer blindly trust big insurance carriers or PBMs to act in their best interest.

      If businesses fail to properly manage their healthcare spend, they are now liable for excessive costs, lack of transparency, and conflicts of interest.

      🔴 This isn’t just theoretical—JP Morgan Chase is now facing a class-action lawsuit over how it managed its employee health plan, with board members named as defendants.

      Employers have always scrutinized office supply costs, travel budgets, and vendor contracts—yet they’ve handed over healthcare procurement to third-party insurers with zero accountability.

      Now, that lack of oversight is a legal risk.

      Why Employers Need a Chief Health & Benefits Officer (CHBO)

      Every major business function has an executive leader ensuring strategy, efficiency, and accountability:

      • CFOs manage financial health with precision.
      • COOs streamline operations for maximum productivity.
      • CIOs leverage technology to drive innovation.

      So why do we continue to let third-party insurers and middlemen dictate healthcare purchasing without a dedicated executive overseeing the strategy?

      Mark Cuban recently called for a new C-suite role: the Healthcare CEO (HCEO). A more appropriate and less confusing term may be the Chief Health & Benefits Officer (CHBO).  This leader would act as a fiduciary to the company, ensuring that its health benefits strategy delivers better outcomes at lower costs—just like a CFO does with financial oversight.

      This isn’t a job for HR.

      Continue reading…

      Home, Alone

      By KIM BELLARD

      News flash: America is not a very happy place these days.

      No, I’m not talking about the current political divide (which is probably more accurately described as a chasm), at least not directly. I’m referring to the latest results from the World Happiness Report, which found that the U.S. has slid to 24th place in the world, its lowest position ever. We were 11th in 2011, the first such report.

      Nordic countries scored the highest yet again, taking half of the top ten counties, with Finland repeating for the eighth year in a row as the happiest country. America’s nearest neighbors Mexico (10th) and Canada (18th) are happier places, tariffs or not.

      The researchers declare: “Belief in the kindness of others is much more closely tied to happiness than previously thought.” They specifically cite the belief that others would return a lost wallet is a strong predictor of a country’s happiness, while noting that such returns are twice as likely as people believe them to be.

      John F. Helliwell, an economist at the University of British Columbia, a founding editor of the World Happiness Report, said:

      The wallet data are so convincing because they confirm that people are much happier living where they think people care about each other. The wallet dropping experiments confirm the reality of these perceptions, even if they are everywhere too pessimistic.

      The U.S., as it turned out, ranked only 52nd in believing a stranger would return a lost wallet, and even only 25th that the police would. We were slightly more optimistic (17th) that our neighbors would.  

      Sharing meals with others is also strongly linked to happiness. “The extent to which you share meals is predictive of the social support you have, the pro-social behaviors you exhibit and the trust you have in others,” Jan-Emmanuel De Neve, a University of Oxford professor and an author of the report, told The New York Times.

      Unfortunately, the number of people dining alone in the U.S. has increased 53% over the past two decades. According to the Ajinomoto Group, among American adults under 25, it has jumped 80%.

      Young Americans are helped drive our dismal results generally. “The decline in the U.S. in 2024 was at least partly attributable to Americans younger than age 30 feeling worse about their lives,” Ilana Ron-Levey, managing director at Gallup, told CNN. “Today’s young people report feeling less supported by friends and family, less free to make life choices and less optimistic about their living standards.”

      Eighteen percent (18%) of young U.S. adults (18-29) report not having anyone they feel close to, the highest of all the U.S. age groups, and those same young adults also have lower quality of connections than older U.S. respondents. The report speculates: “Although not definitive, this provides intriguing preliminary evidence that relatively low connection among young people might factor into low wellbeing among young Americans.”

      In fact, if the U.S. was measured just by the happiness of our young adults, we wouldn’t even rank in the top 60 countries. “It is really disheartening to see this, and it links perfectly with the fact that it’s the well-being of youth in America that’s off a cliff, which is driving the drop in the rankings to a large extent,” Professor De Neve said.

      Continue reading…

      Tanay Tandon, Commure

      Tanay Tandon is CEO of Commure, which is essentially a startup conglomerate which includes the original Commure, Tanay’s company Athelas, ambient scribe Augmedix, the Strongline staff safety product, Memora Health’s workflows and more. HCA, the big for-profit chain, is one of the biggest customers and an investor in Commure. I grabbed Tanay at HIMSS earlier this month to understand what Commure was building and what he thinks co-pilots/auto-pilots can eventually do in the hospital. Tanay’s aiming for a time when the combo of all the products mean doctors don’t have to touch their keyboard. But what does this have to do with the EMR? And what does their major backer, General Catalyst, intend to do with Commure and its other companies? Hopefully after this things are becoming a little clearer!–Matthew Holt

      Sword Health, the Hinge Health S1, and me

      By MATTHEW HOLT

      The big news in the comeback of digital health is that Hinge Health filed its S1 and is looking to go public soon. I suspect that they’d have preferred to get the IPO done late last year when the AI bubble was expanding rather than deflating, but timing the market is tough! Nonetheless Hinge is almost profitable and at over $350m in revenue at a growth clip of some 75% last year, in terms of a show pony to trot out, it’s about as good as the digital health field has got. The problem is that the last round in 2021 was at a $6bn+ ZIRP-era valuation with Tiger & Coatue paying the idiot price because Teladoc was trading at $15bn market cap then (albeit down from $30bn a year before that!). That is, err, no longer the case. There’s a bunch of weirdness in the IPO structure to pay those guys back, but the main point is that the likely valuation will be in the $1.5-2.5bn range. 

      But there’s another problem. And it’s one I have some personal experience with. I must stress that my experience is not with Hinge.

      As it happens I did a video interview at Hinge’s booth at HLTH in 2022 when my back collapsed, and I got to try out their Enso device (it helped a bit but not much after the first few minutes using it). I discussed the process with PT Lori Walter and got a quick interview with President Jim Pursely (an old Livongo hand BTW). 

      But this past summer I used the services of their main competitor, Sword Health. As far as I can tell the two companies are very similar in their process and services, both with self-service exercises delivered via the smartphone and both moving from remote care from therapists to AI therapists. But I could be wrong. So for this article I am extrapolating from one company to the other to look at the field of MSK digital services overall.

      In total, I thought the Sword experience was good as a standalone program. But the problem was that it was standalone.

      My problem was with my left knee. I had a lot of knee surgery in 2002-4 as the result of snowboarding into a tree (Hint. If you snowboard, try to make sure you and the board go the same side of the tree). More than 20 years later in 2024 I managed somehow to induce terrible pain in the knee running for a ferry in January, a train in May and an airport shuttle in June. (It seems that travel and my knee disagree). This didn’t stop me strapping up, taking drugs and snowboarding in the 2024 winter season but it certainly slowed me down a whole lot. Around this time there were many reports of people much younger than me getting their knees replaced.

      So I thought I should do something about it. My Blue Shield of California plan offers Solera which is an agglomeration marketplace of digital health apps and services. Sword Health is their PT app, so I selected it, enrolled and off I went.

      Note that there was zero integration with my PCP, any orthopedic surgeon, any clinical person at the health plan or basically anyone. This was purely patient-driven and managed.

      With Sword I had a 15 min intro call on June 6 – then was sent a box containing a generic tablet and six sensors which fit into straps that you attach to your lower and upper legs and arms.

      There was a conversation in the app with a PT and then it spat out a selection of exercises for me. The example below is my second exercise session. If you want to check out more, I have put more of the exercise and the chat with the PT here.

      Sword suggested, instead of regular 45-60 minute physical PT sessions, that I did four 15 minutes sessions a week. Essentially one every other day.

      The end result was that I did eight sessions between June 12 & June 30.

      Continue reading…

      Aneesh Chopra talks Medicare Advantage

      Aneesh Chopra (these days at Arcadia) and Matthew Holt got into a discussion of how Medicare Advantage is doing. Working with APG (America’s Physician Groups), his company Arcadia found that Medicare Advantage companies who paid capitation got better outcomes than those who were paying FFS for different patients to the SAME doctors. We got into what is really saving money (Humana says there is little cost differential), what this means for the policy, what is really happening with risk adjustment–Aneesh thinks we should put those home visits in the medical record to benchmark VBC based payments. 

      And he tells us why what we have done so far in Medicare Advantage and explains that it doesn’t work because we haven’t got the clinical data easily available via API. (Those in the know knew he was going to say that!). He also thinks that commercial payers may yet be the saviors of ACOs and Medicare Advantage by buying bundled care from providers and making it necessary for them to access the data across the board, and then change overall behavior. And Aneesh is quite optimistic about the new Admin and its MAHA stance. Matthew Holt