In addition to technology and other investments, programs like advanced illness management, hospital-at-home, SNF-at-home and complex care management vie for clinical and non-clinical resources already stretched thin by the current pipeline of services. We considered questions such as:
• How should you weigh advanced services against core offerings?
• When does climbing the complexity ladder make sense?
• Given what's happening at CMS and other payers, what capabilities do you need to augment to be an effective partner for higher-complexity services?
• How will you add the capabilities you need: build, buy, or via partnership?
• What tools and practices are other providers implementing to optimize the productivity of scarce human resources?
• How are others balancing the simultaneous investments required in both training and technology to support added complexity?