The healthcare department remains a complex landscape formed by continuous labor shortage, inflation, and destructive supply chains. At the same time, providers, suppliers, and payers are working to make large -scale changes in new parliament and management to a more competitive value -based market.
As the healthcare organization navigates this evolving environment, there are six new trends that can form health care in 2025 and advice on preparation methods.
Nursing for numbers: Solutions with lack of healthcare labor
Insufficient personnel arrangement of health care continues to cause issues in 2025. One study shows a shortage of about 100,000 important medical professionals by 2028, and is burdened on a system that has fallen into a very manual and inefficient process.
In order to maintain important employees, premier data indicates that the provider has opened financial resources and has increased the payment of qualified nursing staff by almost 17 % nationwide. In 2024 and 2019, overtime hours promoted $ 90 per discharge, and the use of agencies has increased $ 325 per discharge. This increase is often not re -sowing by the provider, but has already influenced a thin margin. On the other hand, doctors' burnout syndrome remains rising from the level before pandemic.
Working on the shortage of medical workers begins with the elimination of tasks that can be delegated to non -clinical staff and the process of enabling the skills of eating caregivers. These measured values are not only more efficient for care, but also helps secure accurate coding and refund. For example, automating claim transactions and prior approval can save billions of dollars per year throughout the US healthcare system, and reduce labor shortages. Finally, clean data and benchmarks can help identify the area for improvement, but predictive analysis warns the provider the low -ranking level level in advance and enables active employment and training. can.
Proof Point: Automatting the interaction between a provider and a health plan by moving to an electronic transaction completely can save $ 18.3 billion per year.
Margin Mirage: Turn the illusion into income
Many providers start a year in intense financial straits. Increased costs eroded margins, but refund contracts and federal policies limit the abilities of providers to collect additional costs. 4.2 % of the operating margin up to the first half of 2024 (1.3 % in July 2023, comparison with –0.98 % in July 2022) suggests the beginning of a slow recovery, but the provider Suggests that it must be seen beyond financial sustainability and financial sustainability. success.
For example, take a purchase and procurement process. Advanced providers are partnered with clinical staff to standardize the purchase between priority suppliers, and often release a deeper volume -based discount through dedicated purchase programs. The highest pricing of these programs has shown that the supply cost is reduced by almost 25 %.
In 2025, the system can reduce margins with devoted purchase and technology that enable it. For example, Enterprise Resource Planning (ERP) Solutions is the purchase of a funnel for approved contract suppliers, and only allow exceptions through a carefully documented process. This makes a hard wire for purchasing commitments for workflows.
If you digitize the processing into the process, you will provide another important opportunity to save money, but the healthcare industry is delayed to others when adopting an automated system. The manual paper -based workflow can be a waste of time, which can easily cause an error that adds unnecessary costs and delays.
The final result is still the name of the game, as the expenditure has been added and the revenue has been lost, and so many medical systems are in a difficult position.
Certificate Point: Technology Solutions has helped the provider to identify the $ 1.5 billion savings opportunity, creating a 16: 1 average investment (ROI).
All care: Patient access and improvements
The solution to this growth problem is not respected. This is a public health order. In addition, advanced data and technology platforms can support the joint -design, implementation, and optimized provider to co -design, implement and mounting Careum Continuum, co -designed patient access and retention strategies in combination with third -party advisory support.
Healthcare organizations can start by identifying the gap, inefficient, and opportunities in real time, evaluating direct performance for competitors. However, solutions that enable more personalized care are also essential. Analysis, clinical benchmarks, and clinicians can help the provider maximize the results of efficiency and quality. Clinical decision -making support (CDS) can also provide recommendations based on customized evidence at care points.
Advanced technology provides great potential to enhance the access and results of the patient. Advisory experts work to help the provider use this possibility to identify the disability, and to support the technologies, tools, and data that can achieve access, operations, and quality goals. I am.
As the patient's health depends on the appropriate access to the appropriate care at the right time, the provider's clinical and financial performance depends on how much adaptation in an era that is characterized by the growing expectations for access. Masu.
Proof point: Data has revealed the opportunity to rationalize the process, reduce waste, and improve the overall efficiency of care provision.
Machine longing: AI is better, smarter, faster care
If 2024 is the year of recruitment of artificial intelligence (AI) in healthcare, 2025 is a more widespread implementation year. 94 % of global business leaders report that AI is essential for the success of the next few years, and 79 % reports three or more AI applications. Potential saving is impossible to ignore the power of the market because potential savings are indispensable to maintain competitiveness and ensure success.
Increasing efficiency may be the most popular topic, but in the healthcare industry, AI technology is also an important tool for quality improvement. For example, a study shows that if the care of sepsis is enabled on a CD equipped with AI, it will make dramatic improvements (almost 2 hours faster to antibiotics treatment).
The Life Sciences company continues to grow AI, automates the selection of candidates for clinical trials, and generates real world evidence (RWE). This is more important to ensure regulation approval for drugs, devices, and other treatment intervention. By quickly finding the insights of haytack needles, which are often hidden in large -scale datasets, the AI -compatible data is accelerated by regulatory authorities (average 12 years on drugs, 7 years on a device), and as a provider. It helps to create evidence -based, evaluates the effectiveness of cost and quality as part of a value -based contract.
Healthcare AI is expected to be $ 67.4 billion by 2027. This stay here, and the healthcare organization must commit to the construction of basic abilities to achieve speed.
Proof Points: A wide range of AI implementation in the next five years can save 5-10 % of all medical expenses, $ 360 billion per year.
Procurement: Improving the elasticity of the supply chain
Manufacturing and labor confusion, extreme weather, and other global events continued to emphasize healthcare supply chains in 2024. From the shortage of products and inflation pressure to the trade of policies, the sustainable and emerging power is boiling the world's supply chain.
In this environment, it is not surprising that supply chain optimization is a top priority for providers and suppliers. Continuous turmoil and shortage of product holding industrial stakeholders and continuing to threaten patient care. For example, consider the recent shortage of IV solutions that affected more than 86 % of US providers in the irrage of the hurricane in October 2024.
In 2025, the supply chain must be more resilient. This requires a wide range of strategies. 1) Eliminate the diversification of the supply source and the order of just -in -time, digitize and automate operations to create more real -time visibility. On the other hand, the federal government must cooperate with industry stakeholders. From encouraging important medical supplies in Japan to enabling reliable trade partnerships, these measures will help you to increase the recovery and diversity of medical supply chains in our country. 。
Building a resilient supply chain is not just a factor in the financial health of the tissue, but also a matter of patient safety and care.
Certificate: One healthy system used AI -drive -type predictive models to actively deal with hundreds of potential shortages before patient care was affected.
Mile Marker: Leads the race to value
Patients are given more power and become a medical consumer based on information. They are increasingly voting on their feet based on factors such as access, affordable prices, safety, and quality of care. Thus, 90 % of providers' executives answered that healthcare consumerism is the highest priority for the organization.
Patients currently have a robust quality and cost information with their fingertips. Still, many people cannot act on data. This is because measurements are often confused and do not clarify meaningful differences between various options.
In 2025, the provider needs to focus on a major qualitative ranking program to prove value to patients, payers, and local communities. This allows the provider to use benchmarks and information as a noaststar to improve competitive analysis and performance. The balance score card containing clinical, finance, and operation metrics enables continuous quality improvement, service marketing, recruitment and management activities.
Providers, on the other hand, need to integrate benchmarks and real -time data from sources such as electronic health records (EHR) and enterprise resource planning (ERP) systems.
The provider needs to concentrate on important things and measure it to win the race to value.
Certificate Point: Consumer -centered health care organizations are promoting more than twice as much as the growth of competitors with low patient satisfaction scores.
2025 is an incredible opportunity and a systematic assignment, and if it is not dealt with, it will prevent the healthcare organization from achieving powerful results while protecting and improving the final profit. can. It is impossible to know how all these trends will be realized, but now that you are going to act based on them, providers, suppliers, and better for the patient and the community they provide services. The improvement that leads to wise and faster health care may burn.
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