Aligning mission to digital health strategy in academic medical centers

Abstract

The strategies of academic medical centers arise from core values and missions that aim to provide unmatched clinical care, patient experience, research, education, and training. These missions drive nearly all activities. They should also drive digital health activities – and particularly now given the rapid adoption of digital health, marking one of the great transformations of healthcare; increasing pressures on health systems to provide more cost-effective care; the pandemic-accelerated funding and rise of well-funded new entrants and technology giants that provide more convenient forms of care; and a more favorable regulatory and reimbursement landscape to incorporate digital health approaches. As academic medical centers emerge from a pandemic-related reactionary digital health posture, where pressures to adopt more digital health technologies mount, a broad digital health realignment that leverages the strengths of such centers is required to accomplish their missions.

Mapping Factors That Affect the Uptake of Digital Therapeutics Within Health Systems: Scoping Review

“…Female and younger health professionals were reported to favor the prescription of digital therapeutics in Germany and the Netherlands [ 147 , 196 ], as did health professionals located in rural environments in Australia, the United States, and Taiwan [ 62 , 151 , 155 , 236 ]. The digital connectivity and literacy of health professionals were widely recognized as key components in determining their willingness toward and likelihood of prescribing digital therapeutics across countries [ 1 , 5 , 17 , 42 - 46 , 62 , 70 , 76 , 80 , 81 , 90 , 100 , 101 , 104 , 106 , 116 , 117 , 135 , 145 , 146 , 162 , 174 , 183 , 184 , 187 , 189 , 191 , 192 , 194 , 196 , 197 , 199 - 201 , 203 , 210 , 224 , 225 , 228 , 231 ], as were their personal attitudes toward, familiarity with, and trust in digital therapeutics [ 1 , 42 , 43 , 62 , 70 , 104 , 105 , 116 , 139 , 145 - 147 , 183 , 184 , ...…”

“…On the basis of the mapped literature, the nature, content, and structure of digital therapeutics are major determinants of their uptake and effectiveness across countries [ 1 , 4 , 13 , 19 , 40 , 63 , 100 , 102 , 189 , 191 - 194 , 200 , 205 , 230 , 246 , 265 , 266 ]. The design of digital therapeutics needs to be driven by the needs and expectations of patients [ 56 , 61 , 66 , 68 , 84 , 100 , 102 , 117 , 118 , 122 , 132 , 136 , 140 , 141 , 168 , 177 , 189 , 191 - 194 , 200 , 202 , 208 , 214 - 216 , 221 , 230 , 233 , 250 , 266 , 273 , 274 ] while acknowledging that patient needs may shift with time and disease progression [ 140 ]. They need to have clear aims and a position in the health care pathway that is understood by patients and professionals, with comprehensive and trusted information provided about the qualities and services of the devices and targeted health condition [ 56 , 57 , 93 , 118 , 142 , 174 , 177 , 178 , …”

Digital Health for Oncological Care

“…All health care companies, but large health systems, in particular, require an array of technology enablers to truly leverage the potential of digital health offerings 58 . These include a robust information technology infrastructure, data strategy, and cybersecurity infrastructure and strategy.…”

“…All health care companies, but large health systems, in particular, require an array of technology enablers to truly leverage the Digital Health for Oncological Care potential of digital health offerings. 58 These include a robust information technology infrastructure, data strategy, and cybersecurity infrastructure and strategy. This also includes a research strategy that enables the meaningful and seamless capture of data streaming from digital health technologies.…”

Digital Fellowships: Inspiring use of contemporary technologies in applied healthcare

“…A previous article in this journal outlined the essential components for establishing a strategic, mission-driven approach to healthcare and highlighted the importance of nurturing in-house expertise 2 . In the UK the recently published NHS Long Term Workforce Plan 3 attempts to outline strategies for workforce training, retention, and reform.…”