The healthcare landscape is undergoing significant shifts in how hospital leaders prioritize investments in digital health solutions. Our Digital Health ROI Report, released in September, reveals a notable change in the strategic objectives of these leaders, with a steady decline in emphasis on improving patient outcomes and the digital patient engagement experience. This trend presents both challenges and opportunities for vendors of digital health solutions.
Survey Insights: A Role-Based Breakdown
The survey conducted in June 2024 analyzed responses across key hospital leadership roles—CFOs, operational leaders, IT leaders, and clinical leaders—reveals a clear trend. Except for clinical leaders, there has been a steady decline in the percentage of hospital leaders who rank improving patient outcomes and the patient experience among their top three strategic objectives over the past three years, and this decline is expected to continue over the next three years. Some key takeaways from this analysis include:
- Clinical Leaders Stand Apart: Among clinical leaders, 62% have consistently placed improving patient outcomes among their top three objectives, both for the past three years and looking forward to the next three. About one-third of this group also includes improving the patient experience as a top objective. This focus underscores the commitment of clinical teams to prioritize patient-centered care, despite broader organizational shifts.
- A Shift in Priorities Among Other Leaders: In contrast, CFOs, technology leaders, and operational leaders are increasingly de-prioritizing patient outcomes and experience. The percentage of these leaders who place these factors in their top three objectives has dropped by 5% to 30%, reflecting a growing focus on operational efficiency, financial performance, and technology infrastructure over direct patient care enhancements.
What This Means for Digital Health Vendors
For digital health vendors, these findings highlight the importance of aligning solutions with the evolving priorities of hospital leadership. While the focus on patient outcomes and experience may be waning among certain roles, vendors can keep the momentum going by emphasizing how their technologies can address the broader priorities.
- Aligning with Financial and Operational Goals: CFOs and operational leaders are increasingly focused on cost reduction, operational efficiency, and return on investment. Vendors should articulate how their solutions can drive financial performance, streamline operations, and enhance resource utilization—while also delivering secondary benefits to patient care.
- Demonstrating Technological Advantage: With IT leaders prioritizing technology infrastructure, vendors should highlight their solutions’ compatibility with existing systems, scalability, and security. Demonstrating a clear value proposition in terms of integration and technological superiority can make a compelling case.
- Engaging Clinical Leaders: Clinical leaders remain committed to patient outcomes and experience. Vendors should tailor their messaging to resonate with this group, emphasizing clinical benefits, patient satisfaction, and quality of care improvements. Leveraging case studies and outcomes data can be particularly persuasive.
Strategic Positioning within the Panda Health Community
By understanding and addressing the specific needs of hospital leaders across different roles, vendors offering digital health solutions can position their offerings as essential tools in the digital transformation journey, and take advantage of the unique opportunity where collaborate and connection collide..
For vendors already a part of our digital health community, there is a unique opportunity to collaborate and network with hospitals actively seeking solutions. By staying attuned to shifting priorities and demonstrating value across multiple strategic objectives, vendors can solidify their role as key partners in advancing the future of healthcare.
