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Hey Hospitalogists, This week I'm beta testing a new newsletter segment called 'Ask Hospitalogy.' It features smart responses from Hospitalogy Members on pressing questions about healthcare headlines, ops, and strategy. As always, I'd love to hear your thoughts (and if you'd like to be featured in a future newsletter, asking or responding to Qs in the Hospitalogy Membership is the quickest way to do it). Speaking of which… have a question you'd like answered? Drop it here! |
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AI: New Weaknesses and Opportunities |
BLAKE'S NOTE: This Q&A was posted in the community prior to the clarification that it was just a change to OpenAI's acceptable use policy. But it sparked such a great conversation with valuable insights that still hold true, so I wanted to share. We should expect to continue to see scrutiny, regulation, and guardrails around AI in these arenas. And the less access you have to that information providing actual medical recommendations (i.e., playing doctor), the lower level of consumerism you have (i.e., patients being able to diagnose themselves with rare disease, using ChatGPT as a mental health practitioner). Therefore startups who are able to fine tune and willing to take risk on being these vehicles will benefit, and consumers will have to go through these channels rather than doing things themselves. |
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ChatGPT will no longer provide health advice??? SORT OF. I was shocked to hear this especially because OpenAI had a whole segment on how the product has added value to patients as they navigate their healthcare journey at the GPT5 Keynote. UPDATE: OpenAI just updated its acceptable usage policy last week and said you can't use ChatGPT to provide legal and medical advice if you're not a lawyer or doctor. Essentially, it sounds like the output will be more directional and generic. What do you think? For the better? Or are patients worse off? Or does this create a huge opportunity for new startups? |
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Jim Nathlich - Director of Security and Compliance "A little sad, as the liability for potentially wrong information seems to have outweighed giving predominantly good information directly to patients. Opens the field for models like MedGemma, but those may be more physician-targeted. It's another milestone in the ongoing debate of 'How much information can we give the general public given the occurrences of misinterpretation and subsequent lawsuits?'" |
Anonymous "This just feels like a precursor to a more health-centric product offering. Esp if you consider their newish health team with Nate Gross, former co-founder at Doximity. And Doximity's new GPT product trying to catch up with the latest from OpenEvidence, which took some of Doximity's commercial leaders to build out their business models. The business model seems straightforward enough, offer free/low cost to providers to disrupt UpToDate, but then get biopharma to pay for ads to make it work. Will be super interesting to see who wins!" |
Blake Madden "100% this limits consumerism in healthcare. So many patients are using AI to get actual answers to their problems or to help them navigate insanely complex parts of the healthcare system. This is why we as consumers in healthcare can't have nice things - but it DOES present opportunities for startups to build trust with healthcare consumers. As we've seen time and time again, complexity and regulation creates opportunity. For OpenAI themselves, this is a CYA move. ChatGPT and others have received a lot of heat for the bots providing medical guidance or when misusing the platform (aka a teenager has a best friend, that is AI, that encourages him or her in harmful ways)." Hospitalogy members can join this discussion here. Not a member yet? Apply to join here. |
Healthcare's Labor Shortage |
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When you hear something like we should expect a shortage of about 100,000 critical healthcare workers by 2028, I'm curious... how are different healthcare organizations preparing? Is there a plan on your leadership's roadmap? Is there anything creative that someone has done and found has worked that they can share? Maybe AI? Maybe a different hiring or retention strategy? "It is what it is" isn't the right answer. Does anyone have thoughts? |
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THE BLOCKING AND TACKLING TAKE |
Patrick Allen - VP of Business Development "Our clients are doing a couple of things to get ahead of the projected staffing shortage: - Conducting regular listening tours to hear feedback on what the staff needs / wants. Those items are documented, studied, and plans are made to incorporate the ones which make financial and operational sense. Plans are communicated to the staff. A good example is one of my clients rolled out Epic Rover on new iPhones for nursing, based on feedback that clinical communication was difficult.
- Standardizing their HR processes. This is meant to be all-encompassing. This starts at staffing ratios, competencies, the staffing process (a BIG one), compensation, fringe benefits, etc. Any changes are communicated with the staff.
- Streamlining recruiting. There are real financial and operational implications to a broken recruiting process. It's the first impression a candidate has of your organization, and you want it to be positive.
Nothing I've said here is rocket science. But it does require some effort on leadership's part; my clients have seen the fruits of that work. One more note. AI and technology is en vogue right now. AI is a great tool, but if it's deployed inappropriately, you'll lose the trust of your staff. Start with the blocking and tackling that I described and then, if you're hearing that a technological solution is needed, you can pursue it. Good luck!" |
Blake Madden "The sexy response - from the former consultant creator analyst, of course - is to look at what the best are doing, and work to emulate or think if those programs could work for you. HCA, for instance, has centralized several functions to create more capacity for their nurses - virtual nursing handles much of the observation. Solutions like ShiftMed can create a Starbucks-esque internal Uber-like experience for matching supply and demand for shifts within your hospital or health system. From a supply perspective, HCA and other larger enterprises have 'verticalized' with programs like the Galen College of Nursing to hold a steady pipeline of nursing talent into their hospitals. Most of what should be done, though, is on the basic, human level. Make sure your employees are heard, so create feedback opportunities. Meet the new generations where they are. Gen Z'ers are not going to crank out 100 hour work weeks. Provide upskilling opportunities, and focus on retention. Include all teams in morning huddles, celebrations, birthdays, etc. Look to hospitals and health systems with superb cultures and outperformance on retention. What are they doing right? How can you foster cultures that match the trust and respect you want your patients to be left with? Mentorship programs create shared experiences and safe spaces for peers to share and support one another." Hospitalogy members can join this discussion here. Not a member yet? Apply to join here. |
*This read is brought to you by one of my brand partners who help make this newsletter possible! |
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1. Omada Health announced a new prescribing capability for anti-obesity medications, including GLP-1s. The move, which comes after the company reported 53% year-over-year membership growth (as of the end of the end of Q3), makes AOMs available in Omada's evidence-based behavior change weight health program.
2. UHC has decided to stop paying for remote patient monitoring services in all commercial lines. Folks like Chris Hogg say we should be paying more attention.
3. Pfizer Inc. filed a second lawsuit alleging Novo Nordisk's bid for biotech firm Metsera Inc. is about keeping Metsera out of the anti-obesity market, not closing a deal. Novo and Metsera have rejected the claim.
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That's all for this week! I hope you enjoyed! Thoughts on the new format? Shoot me a note. I'm all ears. – Blake |
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