Photo by National Cancer Institute on Unsplash
In one of my MBA classes, we discussed how technology can add value to a business. One case was about Kaiser Permanente and how it used technology to improve healthcare and operations. What interested me wasn’t just the electronic health records or digital tools, but how the organization connected technology with its goals and employee incentives. It made me think about how technology can do more than make daily operations faster or easier. Its value also depends on what an organization wants to achieve.
According to the case, Kaiser Permanente wanted to move from a system focused mainly on treating illness toward one that also helps people stay healthy. Physicians received bonuses based partly on improvements in patients’ blood pressure, blood sugar, and cholesterol, rather than the number of tests they ordered or the revenue they generated. Technology supported this approach through secure messaging, mobile access, video visits, and reminders that helped providers stay connected with patients between appointments. Research from Kaiser Permanente also found that electronic health records were associated with improvements in diabetes care. What stood out was how the business strategy, technology, and organizational decisions all supported the same goal.
This reminded me of my clinical experience. When patients with diabetes or hypertension came for follow-up visits, we checked their condition, adjusted medications when needed, and advised them about diet, exercise, and other lifestyle changes. Then we usually waited until their next appointment to see how they were doing. With high patient loads and limited resources, staying connected between appointments wasn’t always practical. But there’s a lot that happens between visits, especially for someone managing a chronic condition.
The Kaiser case made me think about how healthcare organizations could support patients during that gap. Simple reminders, health tips, and easier communication could help patients stay engaged in managing their health. The Agency for Healthcare Research and Quality also discusses the importance of follow-up and helping patients manage chronic illnesses. Of course, it requires resources, planning, and patient participation. But the interesting part was that Kaiser didn’t just introduce technology. It also aligned staff incentives and the way care was delivered with its broader goals.
For me, the takeaway is not that every healthcare organization should copy Kaiser Permanente or invest in expensive technology. It’s that technology, business decisions, and organizational decisions should align and work toward the same goal. We should think about how each decision supports what we’re trying to achieve, whether that’s better patient outcomes, prevention, or more efficient care.
What do you think healthcare organizations could do to better support patients between appointments? Share your thoughts in the comments.
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