1、SPECIAL REPORTL.E.K.Consultings 2022 Annual US Hospital Study:Navigating Out of the Pandemic2 L.E.K.ConsultingSPECIAL REPORTContentsAbout L.E.K.ConsultingWere L.E.K.Consulting,a global strategy consultancy working with business leaders to seize competitive advantage and amplify growth.Our insights a

2、re catalysts that reshape the trajectory of our clients businesses,uncovering opportunities and empowering them to master their moments of truth.Since 1983,our worldwide practice spanning the Americas,Asia-Pacific and Europe has guided leaders across all industries from global corporations to emergi

3、ng entrepreneurial businesses and private equity investors.Looking for more?Visit .L.E.K.Consulting is a registered trademark of L.E.K.Consulting LLC.All other products and brands mentioned in this document are properties of their respective owners.2022 L.E.K.Consulting LLCExecutive Summary .3Key Fi

4、ndings.4-18Conclusion.19Appendix.20-21Endnotes.22About the Authors.23-24Executive summary3 L.E.K.ConsultingSPECIAL REPORTToday,hospitals face different challenges than they did in the 2010s.In the 2010s,health systems,specifically more progressive organizations,continued to achieve larger scale thro

5、ugh growth and consolidation,made possible by foundational investments in healthcare IT,data capture and analytics.As we approached the end of that decade,there was a large shift in focus toward value-based care.Subsequently,some hospitals adapted and made significant investments in new models,conti

6、nuing to grow capabilities in data and analytics-driven healthcare delivery and shifting care toward non-acute settings.COVID-19 and continued growthEntering the 2020s,hospitals and health systems expected to continue investing in these growth areas.However,events in the past few years,starting with

7、 the COVID-19 pandemic,have had a dramatic impact on the long-term trajectory and short-term priorities of health systems.Additional catalysts for changeThe pandemic influenced nearly every aspect of care delivery.The struggle to recruit and retain staff,unreliable access to critical medical-surgica

8、l products because of supply chain issues,and infection control challenges in hospitals all raised questions around patient access and the quality and cost of care.On top of that,hospitals now face challenges as they navigate the uncertainties of todays inflationary environment,the potential of an e

9、conomic downturn and continued global supply chain issues.The rapid pace of change within the U.S.healthcare system has been influenced by these economic conditions and pressures,forcing hospitals and health systems to become more agile,collaborative and resilient.SPECIAL REPORTKey findings All of t

10、hese catalysts have informed the following key findings of L.E.K.Consultings 2022 Annual U.S.Hospital Study:1.Hospitals continue to focus on key operational needs,specifically on staffing and the repercussions of inflation,which have become predominant new priorities 2.Hospitals anticipate significa

11、nt spending increases due to slowed spending during COVID-19 in many areas,combined with increased labor and supply costs,leading to a search for new revenue streams(e.g.,specialty pharmacy)to offset cost increases 3.Supply chain cost containment continues to be an area of focus,with renewed emphasi

12、s on the strategic importance of the supply chain function 4.Consolidation continues,albeit at a slower pace as hospitals shift focus back to optimizing their current operations rather than pursuing acquisitions 5.Hospitals continue to invest in digital health(particularly telehealth and remote care

13、)to support the changing patient engagement models and to enhance operational efficiency 6.The emphasis on leveraging support from supplier partners increases as hospitals navigate the challenges listed above 1.Hospitals continue to focus on key operational needs,specifically on staffing and the rep

14、ercussions of inflation,which have become predominant new prioritiesHospital administrators report a range of strategic priorities for their institutions in this years survey,but the most important are clearly quality of care and staffing(see Figure 1).Quality of care metrics(e.g.,medical error rate

15、s,patient satisfaction,quality of care scores,readmission rates)have always been priorities for administrators given their centrality to the provider mission and their direct impact on financials,but the prominence of issues with staffing has become particularly acute since the beginning of the pand

16、emic.Staff turnover and burnout-related retention were already a problem for the U.S.healthcare system prior to COVID-19,especially among nurses,but the problem has only become more pronounced since 2020.Now,already understaffed teams are being forced to work longer hours under more exhausting condi

17、tions,causing a cycle of further burnout and retention issues.4 L.E.K.ConsultingSPECIAL REPORTIn addition to staffing,inflation-led cost increases(without associated reimbursement increases to date)have more recently become a top strategic priority for hospital executives.Since our survey was fielde

18、d,qualitative feedback and conversations with healthcare leaders have shown that inflation has impacted the entire healthcare system.Hospitals are trying to navigate the uncertainties of input cost increases due to inflation(e.g.,labor,supplies)and the margin pressures this is creating(on top of alr

19、eady tenuous margin positions both coming into and out of COVID-19).While some upstream suppliers(e.g.,raw materials suppliers,contract manufacturing organizations(CMOs)have implemented clauses to allow price increases in their contracts with suppliers,many suppliers are uncertain about passing thos

20、e price increases on to hospitals.Supply chain professionals and executives surveyed*Survey question:How important are each of the following strategic priorities for your hospital/health system today?Scale:1-7,where“1”means“not at all important”and“7”means“very important?”*Respondents who answered“I

21、 dont know”were included in N above but excluded from the analysis(0-1 respondent per priority)Note:EMR=electronic medical records;AI=artificial intelligence;ACO=Accountable Care OrganizationSource:L.E.K.2022 U.S.Hospital Study SurveyFigure 1Importance of strategic priorities for hospitals and healt

22、h systems in 2022*Percentage of all respondents who answered 6 or 7 out of 7,where“7”means“very important”(N=238)*Quality of careTech/digital health Operations/purchasing/value-based careStaffingMeaningful percentage change(2.5%)from 2019Highest priorityHigher priorityModerate priorityAttraction/ret

23、ention of nurses86Workflow optimization70Remote patient monitoring57Patient satisfaction85Clinical data connectivity/decision support tool68Predictive analytics52Reduced medical errors83Reduced total cost of ownership of equipment and supplies67Participation in other value-based arrangements50Qualit

24、y metrics81Clinical workflow efficiency tools66AI for clinical use49Attraction/retention of physicians80New therapeutic technologies65Participation in ACOs49Cost-effective contracting/purchasing76Differentiation of hospital64AI for nonclinical use49EMR integration across acute and non-acute76Flexibl

25、e staffing and options to outsource63Infection control76Telehealth63Attraction/retention of nonclinical staff76Patient-facing technology61Reduced readmission rates74Access to capital60Standardization of best practices73Antimicrobial stewardship60Revenue cycle mgmt./coding72Change management and proc

26、ess improvement59Standardization of products58Since the survey was fielded,hospitals are also feeling the impacts of inflation,and it is quickly becoming a top priority5 L.E.K.ConsultingSPECIAL REPORTindicated that close to 40%of their suppliers have altered contracts to allow for price increases,an

27、d more are having conversations on the topic.Combating inflation by minimizing costs continues to be a key priority for hospitals this year.2.Hospitals anticipate significant spending increases due to slowed spending during COVID-19 in many areas,combined with increased labor and supply costs,leadin

28、g to a search for new revenue streams(e.g.,specialty pharmacy)to offset cost increasesHospital administrators expect their spending to increase in the next few years.Nearly 85%of respondents anticipate some growth in spending and 40%estimate increases of 5%or more(see Figure 2).*Survey question:Comp

29、ared to 2021,how did/will your total annual spend on operational and capital expenditures change in 2020,in 2022,and in 3 years(2025)?*Respondents who answered“I dont know”were included in N above but excluded from the analysis(e.g.,10 respondents in 2022)A 7.5%increase is assumed for“significant in

30、crease”respondentsSource:L.E.K.2019 and 2022 U.S.Hospital Study SurveysFigure 2Hospital/health system forward-looking spend sentiment*Weighted average changePercentage of respondents(N=245(2019);N=238(2022)*2.2%3 years from now(2022)vs.2018From 2019 survey3 years from now(2025)vs.2021From 2022 surve

31、y4.0%5%decrease3%-4%increase1%-2%increaseNo change1%-2%increase3%-4%increase5%increase81211528183126145239010203040506070809010016 L.E.K.ConsultingSPECIAL REPORTWhile there are multiple drivers of these expectations,the most significant are ongoing increases in staffing costs(due to supply shortages

32、 and growing competition for talent),a backlog of spending on some products(e.g.,capital equipment)that was deferred at the height of the pandemic,and the impact of inflation.Staffing is one of the most pressing spending challenges.Staffing shortages are not only immediately disruptive to day-to-day

33、 hospital operations,but they also have a significant impact on a hospitals bottom line,with the cost of turnover of a single clinical nurse estimated at$40K-$64K.1 Staffing shortages show no signs of abating,and hospital administrators anticipate that their spending will reflect this mismatch betwe

34、en demand and supply for the foreseeable future.2To navigate the rapidly changing healthcare landscape and address the multifaceted financial challenges,hospitals are looking for incremental revenue sources with increasing urgency.During the pandemic,hospitals faced well-documented revenue shortfall

35、s3 caused by reductions in elective procedures and lower patient volumes,which have been compounded by necessary investments in digital infrastructure to meet the demands of telehealth and increased personnel costs due to staffing shortages across clinician types.To address these issues,hospital lea

36、ders are exploring multiple avenues,including pursuing inorganic growth,partnering with physician practices,offering more outpatient services and expanding the breadth of their pharmacy services(e.g.,specialty pharmacies).Although historically viewed as a cost center,pharmacy is increasingly perceiv

37、ed as a revenue opportunity(see Figure 3).For example,hospitals are exploring ways to bring specialty pharmacy in-house to capture the higher per-script fill revenue as well as earn fees related to value-add services,which can be provided more easily by hospitals due to their existing pharmacy infra

38、structure and clinical staff.Working in pharmacy would require hospitals to compete with large national specialty pharmacies,most of which are owned by payers.Nevertheless,survey respondents report significant interest in pursuing pharmacy as a revenue opportunity.3.Supply chain cost containment con

39、tinues to be an area of focus,with renewed emphasis on the strategic importance of the supply chain function In addition to increasing revenues,hospitals are also continuing to focus on cost reduction,particularly in supply chain.Although pressure to reduce cost in the supply chain remains a high pr

40、iority for hospital administrators,the perception of supply chains has changed dramatically over the past few years,prompting a reassessment 7 L.E.K.ConsultingSPECIAL REPORTof supply chain operations and resiliency.The evolving capabilities are changing the perception of supply chain from a strictly

41、 cost containment mechanism to a truly strategic function.Supply chain operations.Many hospitals are increasingly looking to bring in-house greater portions of supply chain operations,both to control costs and to increase their level of control of inventory availability and scheduling.According to t

42、he survey,50%of respondents report that their hospitals currently own or lease warehousing.While only 45%of those hospitals with warehousing engage in self-distribution today,more are planning to develop this capability for acute and non-acute sites in the next three years(see Figure 4).In addition

43、to warehousing and distribution,hospitals are investing in consolidated service centers(CSCs),with more than 25%of respondents stating that their institutions currently operate CSCs,and a further 25%intend to develop this capability in the next three years.Resiliency programs.The challenges over the

44、 past few years have increased the perceived importance of resiliency in the supply chain.Close to 75%of respondents Figure 3Hospital/health system views on pharmacyPharmacy as a potential source of new revenue/profit*(2022)Pharmacy as an area for cost optimization*(2022)ProgressivehospitalsTraditio

45、nalisthospitals1511331126302021180102030405060708090100Percentage of all respondents(N=238)*ProgressivehospitalsTraditionalisthospitalsPercentage of all respondents(N=238)*1417302827252421010203040506070809010044423172DisagreeSomewhatdisagreeNeutralSomewhatagreeAgreeStronglydisagreeStronglyagree*Sur

46、vey question:To what degree do you agree with the following statements regarding your hospital/health systems approach to its pharmacy?Our pharmacy is a potential source of new revenue/profit for our hospital/health system.Our pharmacy represents a meaningful cost center and an important area for op

47、timization.*Respondents who answered“I dont know”were included in N above but excluded from the analysis(4-6 respondents per question)Source:L.E.K.2022 U.S.Hospital Study Survey 8 L.E.K.ConsultingSPECIAL REPORTbelieve that resiliency programs are important for their distribution partners and 65%stat

48、e that the programs are a priority for individual medtech suppliers(see Figure 5).Health system and hospital supply chain leaders are particularly interested in the elements of resiliency programs that improve their ability to plan ahead and adapt to changing inventory levels.The most valuable compo

49、nents of partner resiliency programs are awareness of inventory status by location,consumption forecasts and real-time visibility of shipment locations.4.Consolidation continues,albeit at a slower pace as hospitals shift focus back to optimizing their current operations rather than pursuing acquisit

50、ions Healthcare consolidation had been growing rapidly over the past decade,with deal volumes on the rise and peaking in 2017.However,since the pandemic,there has been a slowdown in deal volume as hospitals and health systems adjust their strategic Warehousingcapabilities*(2022)Current supplychain c

51、apabilities*(2022)Plans to self-distribute to some or all acute care sites among those who do not currently*(2022)Plans to self-distribute to some or all acute and non-acute care sites among those who do not currently*(2022)None selectedDo notown orlease ware-housingOwn orlease ware-housing3PL/distr

52、ibutorprovided distribution to acute/non-acute care sitesSelf-distribution to some/all acute and non-acute care sitesSelf-distribution to some/all acute care sites495140212414020406080100020406080100Percentage of supply chain mgmt./executive respondents(N=89*)020406080100Percentage of supply chain m

53、gmt./executive respondents(N=42)3961020406080100Percentage of supply chain mgmt./executive respondents(N=28)6535Percentage of supply chain mgmt./executive respondents(N=31)Planning in the next 3 yearsNot planning for itFigure 4Hospital warehousing and self-distribution capabilities*Survey question:P

54、lease indicate whether your hospital/health system currently owns or leases warehousing for clinical and nonclinical supplies*Survey question:Which of the following supply chain capabilities does your hospital/health system currently have or plan to have?*Respondents who answered“I dont know”were in

55、cluded in N above but excluded from the analysis(7 respondents total)Only asked of supply chain mgmt./executives who answered they currently own or lease warehousingNote:3PL=third-party logisticsSource:L.E.K.2022 U.S.Hospital Study Survey9 L.E.K.ConsultingSPECIAL REPORTfocus to optimize their own or

56、ganizations and operations(e.g.,addressing staffing and supply chain challenges).The number of deals has declined by nearly 60%since 2017(see Figure 6).Despite the slowing pace of consolidation,large deals have already been reported this year at the health system level(e.g.,Intermountain Healthcare,

57、Piedmont Health),and some hospital executives express growing interest in acquiring both acute and non-acute care sites.*Survey question:Please indicate the level of importance for your supply chain partners to have supply chain resiliency programs*Survey question:How valuable are each of the follow

58、ing aspects of a supply chain partners supply chain resiliency program?*Respondents who answered“N/A we do not use”were included in N above but excluded from the analysis(1-2 respondents per supplier type)Respondents who answered“I dont know”were included in N above but excluded from the analysis(0-

59、1 respondent per component)Note:GPO=group purchasing organizationSource:L.E.K.2022 U.S.Hospital Study SurveyFigure 5Importance of supplier resiliency programsImportance of offering a resiliency program by supplier type*(2022)Value of different components of partner supply chain resiliency programs*(

60、2022)Distributor partnerGPO partnerIndividual medtechIndividual pharmaceuticalpartnerPercentage of supply chain mgmt./executive respondents with current or pastutilization of supplier type(N=81-89)*Percentage of supply chain mgmt./executive respondents selecting at least 4 out of 7 on importance of

61、resiliency program for at least one supplier type(N=83)Less importantNeutralSomewhat importantImportantVery importantNot important at allLess valuableSomewhat less valuableNeutralSomewhat valuableValuableNot at allvaluableVery valuable29112234436737203420933321151843302040608010011 1Visibility into

62、location andavailability of raw materials22102536Visibility into locationof manufacturing sites2810661837Visibility into locationof distribution sites28819405Awareness of inventorystatus by location3422439Forecast andconsumption insights342440Real-time logisticsof shipments37203640204060801001 11111

63、0 L.E.K.ConsultingSPECIAL REPORTThe pandemic has left some organizations,mostly progressives,well positioned to make acquisitions and further weakened the financials of other organizations,which will likely be acquisition targets.Nonetheless,both progressives and traditionalists report that they con

64、tinue to be interested in pursuing acquisitions of both non-acute care sites(e.g.,specialty physician offices,ambulatory surgical centers,primary care practices)and acute care sites(see Figure 7),but interest is lower than its peak in 2018.In addition to inorganic growth,both progressives and tradit

65、ionalists report continued emphasis on investing in organic growth.While acute care consolidation appears to be slowing,it is expected to remain as a way for hospitals to gain purchasing power,better control costs and,overall,reap the benefits of scale.Note:CAGR=compound annual growth rateSource:Kau

66、fman Hall;L.E.K.research and analysisFigure 6Hospital deal volumes and valuesNumber of dealsMillions USDAcquired hospital revenue per transaction(2010-2021)Hospital mergers and acquisitions(2010-2021)7486919810211210211790927949201020112012201320142015201620172018201920202021040801201902812793402522

67、76355378410278346619201020112012201320142015201620172018201920202021025050075011.3%CAGR11 L.E.K.ConsultingSPECIAL REPORT5.Hospitals continue to invest in digital health(particularly telehealth and remote care)to support the changing patient engagement models and to enhance operational efficiencyOver

68、 the past three years,the majority of hospitals have made at least basic investments in a wide range of digital health tools,but more significant recent investments have been concentrated in telehealth,interoperability and engagement tools;at least 30%of hospital executives indicated significant inv

69、estment in each of these areas(see Figure 8).*Survey question:Please rate the extent to which you agree or disagree with the following statements regarding your hospital/health systems planned activities over the next 3 years*Respondents who answered“I dont know”were included in N above but excluded

70、 from the analysis(2-3 progressives and 6-8 traditionalists per subquestion)Source:L.E.K.2022 U.S.Hospital Study SurveyFigure 7Planned expansion activities by hospitals/health systems*DisagreeSomewhatdisagreeIndifferentSomewhatagreeAgreeStronglydisagreeStronglyagreePercentage of C-suite/seniorexecut

71、ive respondentsProgressive hospitals/health systems(N=62)*Traditionalist hospitals/health systems(N=87)*AcquireotherhospitalAcquirenon-acutesitesof careBuild orexpandexistingacute sitesof careOrganic growthInorganic growthOrganic growthInorganic growthBuild orexpandexistingnon-acutesites of careAcqu

72、ireotherhospitalAcquirenon-acutesitesof careBuild orexpandexistingacute sitesof careBuild orexpandexistingnon-acutesites of carePercentage of C-suite/seniorexecutive respondents0204060801000204060801001029151578151923231499172522614121620181915815141910892515282018128372010108523302512744433312 L.E.

73、K.ConsultingSPECIAL REPORTThese investments help support both the operational efficiency and strategic priorities of hospitals as they navigate the various challenges of emerging from the COVID-19 pandemic:Telehealth.Multiple drivers in the wider healthcare ecosystem are incentivizing hospitals to i

74、nvest in telehealth capabilities.Virtual care delivery was accelerated by shifting patient engagement models during COVID-19.Since then,patients have adapted to and appreciated the convenience and benefits of telehealth.At a practical level,telehealth is a cost-effective supplement or alternative to

75、 in-person care for hospitals that helps increase patient access to quality care and can help alleviate and/or load balance staff shortages.The Centers for Medicare&Medicaid Services(CMS)has also expressed confidence in the durability of telehealth care by extending the inclusion of*Survey question:

76、In which of the following areas has your hospital/health system made digital health investments in the past 3 years?*Respondents who answered“I dont know”were included in N above but excluded from the analysis(5-14 respondents per investment type)Source:L.E.K.2022 U.S.Hospital Study SurveyFigure 8Ho

77、spital/health system digital health investments in the past 3 yearsInvested,butnot in thepast 3 yearsCurrently considering aninvestment,but have notinvested in the past 3 yearsBasic investmentin the past 3 yearsSignificantinvestments inthe past 3 yearsNeverinvested72153343922313447123046510222833812

78、172344411161950472519409826134014925123915Percentage of C-suite/senior executive respondents(N=149)*Advanced patientengagement toolsRemote patientmonitoringProvider care deliveryenhancementClaims and revenuemanagementSurgical treatmentenhancementsBasic patientengagement toolsTelehealth andvirtual ca

79、re toolsInteroperability anddata management020406080Provider workflow/nonclinical enhancement10013 L.E.K.ConsultingSPECIAL REPORTtelehealth services in the CMS fee schedule through Dec.31,2023.4 With increasing support from payers,it is not surprising to see more health systems investing in teleheal

80、th.Interoperability.Interoperability of IT systems within hospitals and across care settings continues to be a considerable challenge and a driver of investment in IT infrastructure.Prior to the pandemic,fewer than 40%of hospitals reported the ability to very successfully exchange data with other he

81、alth systems.5 As hospitals continue to grapple with increasing volumes of patient data from electronic medical records(EMRs),medical devices and even personal health devices,they are concentrating investment in systems and solutions that help translate,organize and extract meaningful insights from

82、the growing amount of data in the healthcare system.Digital patient engagement tools.As the ubiquity of the digitally savvy patient(i.e.,one who primarily looks online for healthcare information about diagnoses and available treatments)continues to increase,hospitals continue to focus investments on

83、 patient engagement tools.For example,patient portals and tools that enable same-day scheduling help improve a patients experience and win patients in increasingly competitive local markets,increasing overall patient satisfaction and enabling more timely care.Digital tools also enhance the operation

84、al productivity of hospitals,digitizing and speeding up communications with the healthcare systems primary customer,the patient.In the future,hospitals should anticipate digital solutions to maximize the patient experience(e.g.,consolidating lab/clinical data,referrals and clinical guidance in a sin

85、gle tool).Such investments will be welcome developments for improving health outcomes.6.The emphasis on leveraging support from supplier partners increases as hospitals navigate the challenges listed aboveIn the aftermath of a pandemic,combined with increasing operational and economic pressures,hosp

86、itals are turning to their suppliers for support as much as ever.Progressives have retained and traditionalist hospitals have increased their propensity to work with outside service providers relative to 2019(see Figure 9).14 L.E.K.ConsultingSPECIAL REPORTHistorically,progressives have taken the lea

87、d in pursuing third-party partners for a variety of services,with on average nearly 60%reporting moderate to high likelihood to work with outsourced providers,and with meaningful increases reported for medtechs,distributors and wholesalers.Traditionalists are responding to the current challenges by

88、following suit.They have increased their overall reported willingness to work with third-party service providers,from 45%in 2019 to 50%in 2022 reporting Figure 9Likelihood of working with an outside provider by type*Percentage of all respondents with“6”or“7”rating,where“7”means“very likely”(2019 N=1

89、53 progressives,92 traditionalists)(2022 N=125 progressives,113 traditionalists)*HealthcareIT(e.g.,EMR)providersProgressives have become less likely to work with consulting firmsand data analytics companies,likely because of cost constraintsand bandwidth to focus on“forward-looking priorities”During

90、 COVID-19,providers reliance on their medical distributorsincreased as they sought more security of supply while theirreliance on GPOs was largely unchanged or diminishedHealthinsuranceprovidersMedicaldevicecompaniesMedicaldist./drugwhole-salersGPOsPharmacompaniesDataanalyticscompaniesConsultingfirm

91、sOverallHealthcareIT(e.g.,EMR)providersHealthinsuranceprovidersMedicaldevicecompaniesMedicaldist./drugwhole-salersGPOsPharmacompaniesDataanalyticscompaniesConsultingfirmsOverallProgressivesTraditionalists201920220806040200806040207168636963695966575756564944454558595463546251575162575142482430333446

92、51*Survey question:In general,how likely is your hospital/health system to work with each of the following outside service providers/partners in the next 12 months?Scale:1-7,where“1”means“not at all likely”and“7”means“very likely”*Respondents who answered“I dont know”were included in N above but exc

93、luded from the analysis(e.g.,0-1 progressives and 1-3 traditionalists per provider type in 2022)Note:EMR=electronic medical record;GPO=group purchasing organization;IT=information technologySource:L.E.K.2019 and 2022 U.S.Hospital Study Surveys15 L.E.K.ConsultingSPECIAL REPORTmoderate to high likelih

94、ood on average,with significant increases in medical device companies,healthcare IT providers and data analytics companies.At least half of hospital executives surveyed are also willing to work with outside service providers for their most important staffing and quality-of-care strategic priorities(

95、see Figure 10).In addition,the acute challenges of expanding telehealth have caused a significant increase in engagement with partners around both core telehealth infrastructure and wraparound digital health capabilities(e.g.,patient engagement,remote patient monitoring(analytics,artificial intellig

96、ence solutions).Overall,the continuing financial and capability challenges that exist in todays healthcare system have caused hospitals to increase their willingness to outsource across a variety of areas.*Survey question:With respect to addressing your hospital/health systems urgent needs,how likel

97、y are you to work with outside service providers/partners?*Progressives:Only respondents who consider the priority at least a 4 out of 7 in importance,where“7”is“very important,”were asked the question(N=118-124)*Traditionalists:Only respondents who consider the priority at least a 4 out of 7 in imp

98、ortance,where“7”is“very important,”were asked the question(N=106-111)*Respondents who answered“I dont know”were included in N above but excluded from the analysis(0-1 respondent per priority)Source:L.E.K.2022 U.S.Hospital Study SurveyFigure 10Likelihood to work with outside service providers for mos

99、t important strategic priorities*Percentage of all respondents Percentage of all respondents 01020304050607001020304050Attraction/retentionof nursesAttraction/retention ofphysiciansQualitymetricsReducedmedicalerrorsPatientsatisfactionAttraction/retention ofphysiciansAttraction/retentionof nursesPati

100、entsatisfactionReducedreadmissionratesReducedmedicalerrorsProgressives*Traditionalists*Definitely would seek outside helpProbably would seek outside help6666616152565346423760Ordered highest to lowest likelihoodamong top strategic prioritiesOrdered highest to lowest likelihoodamong top strategic pri

101、orities27413343372520282329136162021243530333516 L.E.K.ConsultingSPECIAL REPORTFurthermore,in a sign of the increasing sophistication of health systems and the growing abilities of healthcare suppliers,hospitals are viewing their suppliers(e.g.,medtechs,distributors)as strategic partners as much as

102、ever.A greater proportion of respondents agree that medtechs provide valuable services,solutions and support beyond their products now than in 2019(see Figure 11).Respondents across the spectrum report seeing the most value in equipment service,support,managed services and product acquisition/supply

103、 chain management.Progressives see significantly more value in services for clinical IT and clinical and nonclinical analytics,suggesting that progressives are ahead of traditionalists in collecting and leveraging both clinical and nonclinical data.*Survey question Please indicate the extent to whic

104、h you agree or disagree with the following statements regarding your hospital/health systems relationship with its medtech suppliers:medtechs can provide valuable services,solutions and support beyond their products*Respondents who answered“I dont know”were included in N above but excluded from the

105、analysis(9 respondents in total)Source:L.E.K.2019 and 2022 U.S.Hospital Study Surveys Figure 11Perspectives on value that medtechs provide beyond productsDisagreeSomewhatdisagreeIndifferentSomewhatagreeAgreeStronglydisagreeStronglyagreeHospital agreement or disagreement that medtechs can provide val

106、uable services,solutions and support beyond their products*(2019,2022)2019Progressives20222019202220192022Percentage of respondents(N=245(2019);N=238(2022)*020406080100TraditionalistsAll respondents72223321672036297721293112244302516735302062853023121121117 L.E.K.ConsultingSPECIAL REPORTThis perceiv

107、ed value of medtech service offerings has been steadily increasing since 2014 and remained as high as ever in 2022,pointing to the importance of medtech-provided services during the pandemic(see Figure 12).Hospital executives across the board now view their relationships with medtechs and other supp

108、liers in a wider context and are looking for opportunities to leverage their support as they traverse the uncertainties of the current state of healthcare and the broader economy.*Survey question:How valuable are each of the following services that medtech and other medical suppliers could provide t

109、o your hospital/health system?Scale:1-7,where“1”means“not at all valuable”and“7”means“very valuable”*Respondents who answered“I dont know”were included in N above but excluded from the analysis(7-9 respondents per service offering)Answers represent an average of responses to several individual servi

110、cesSource:L.E.K.2014-2022 U.S.Hospital Study SurveysFigure 12Value of medtech service offeringsPercentage of all respondents rating 6 or 7(N=151(2014),153(2016),169(2018),238(2022)*Percentage of respondents rating 6 or 7(N=238)*Value of services that medtech and other medical suppliers could provide

111、*(2014-2022)Value of individual medtech and other medical suppliers service offerings*(2022)2014202220182016Productacquisitionand supplychainmanagementEquipmentservice,support andmanagedservicesClinicalIT andanalyticsOperationsmanagementand efficiencyimprovementOutsourcedclinical/medicalservices4648

112、038182024262842323440363044225458484837051015202530354045505560Interest in clinical engineering,product-related managed services and supply chain management substantially increased,reflecting some of the challenges during and coming out of the pandemic18 L.E.K.ConsultingSPECIAL REPORTL.E.K.s 2022 U.

113、S.Hospital Study sheds light on how hospital and health system executives are responding to the emerging post-pandemic world and their outlook for the near-term future as they continue to steer through challenging times.Hospitals strategic priorities reflect the need to continue to execute on tradit

114、ional revenue-maximizing activities(e.g.,increasing patient satisfaction,reducing readmission rates,minimizing medical errors)while also addressing immediate concerns related to staffing shortages and inflation.Hospitals are considering additional revenue sources,such as in pharmacy benefit.Beyond t

115、he immediate financial challenges,hospitals are beginning a long-term reorientation of their supply chains toward a more strategically oriented function that achieves better resiliency and enterprise risk management.Despite the high-cost and inflationary environment,hospitals with strong balance she

116、ets are continuing inorganic growth endeavors and anticipate acquisitions in both acute and non-acute care settings.Organic footprint expansion also remains a high priority,especially into non-acute facilities.With digital health a growing part of the care continuum,hospitals anticipate increased sp

117、ending on new IT infrastructure and wraparound services for the next three years.Finally,to support all of their needs in a more cost-effective manner,hospitals are increasing their utilization of outsourced service providers and strategic suppliers.Overall,our 2022 hospital study affirms that the c

118、ascading effects of the pandemic will continue to shape hospital/health system priorities for at least the next several years and that providers will look to their suppliers for greater support.Conclusion19 L.E.K.ConsultingSPECIAL REPORTEach year,L.E.K.combines expertise and experience across the he

119、althcare industry to create its U.S.Hospital Study,an internet survey of 250 hospital decision-makers that generates actionable insights for healthcare stakeholders(see Figure 13).Over Appendix:Background and methodology*Independent hospital:not part of a system;Local multisite system;hospital syste

120、m operating in several sites but fewer than 4 metropolitan areas within 1 state;Regional system:hospital system operating in 4 or more metropolitan areas within 1 state or in 2-14 states;National system:hospital system operating in 15 or more states*C-suite includes CEO,CFO,COO,CMO,CNO,CNE;Other sen

121、ior executive includes CAO,CSO,CIO,CTO,CPO,SVP of BD,department head,other senior medical executivesSource:L.E.K.2022 U.S.Hospital Study SurveyFigure 13Respondent mix in L.E.K.study(2022)(N=238)Percentage of respondents(N=238)Percentage of respondentsTypeRegionHospital segmentInstitution type,region

122、 and hospital segment*Participant title020406080100020406080100National/regionalsystemLocal multisitesystemSouthWestMidwestNortheastIndependenthospitalScaledtraditionalistsLocaltraditionalistsLocalprogressivesScaledprogressivesPurchasing/procurement/materialsmanagementOther seniorexecutiveC-suite*Su

123、pply chain and/orprocurementexecutivethe past decade,distinct health system and hospital provider behavioral segments emerged in response to market pressures.L.E.K.has created a tool that conducts in-depth analysis enabling segmentation of hospitals based on behavior and market 20 L.E.K.ConsultingSP

124、ECIAL REPORTperformance.Our hospital survey data is classified this way to better understand performance of certain hospital or health system segments(see Figure 14).Source:L.E.K.research and analysisFigure 14L.E.K.segmentation of health systemsLocal progressivesSmaller-scale health systems and larg

125、er,independent hospitals(e.g.,academic medical centers)Driving some hospital consolidation Proactively engaging in value-based care and integrating with non-acute sitesCharacterized by Lower-scale supply chain needs and sophistication More partnership-oriented supplier relationshipsScaled progressiv

126、esLarge,multiregion health systems Leading hospital consolidation Proactively engaging in value-based care and integrating with non-acute sitesCharacterized by Greater supply chain sophistication and negotiating leverage More partnership-oriented supplier relationshipsLocal traditionalistsSmaller-sc

127、ale health systems and smaller independent hospitals Primarily targets of larger consolidators Lagging in exposure to value-based care payments and less integrated with non-acute sitesCharacterized by Lower-scale supply chain needs and sophistication More transaction-oriented supplier relationshipsS

128、caled traditionalistsLarge,multiregion health systems Driving some hospital consolidation Lagging in exposure to value-based care payments and less integrated with non-acute sitesCharacterized by Greater supply chain sophistication and negotiating leverage More transaction-oriented supplier relation

129、shipsScaleProgressiveness21 L.E.K.Consulting22 L.E.K.ConsultingSPECIAL REPORTEndnotes1Best Upon Request website,March 16,2022 2Nursing Solutions Inc,National Healthcare Retention&RN Staffing Report,20193American Hospital Association(AHA),“Hospital Workforce Shortage Crisis Demands Immediate Action,”

130、Jan.27,20224AHA,Financial Effects of COVID-19:Hospital Outlook for the Remainder of 2021,September 20215CMS,Calendar Year(CY)2022 Medicare Physician Fee Schedule Final Rule,Nov.2,20216Center for Connected Medicine,Improving Health Care Interoperability:Are We Making Progress?SPECIAL REPORT23 L.E.K.C

131、onsultingAbout the AuthorsIlya TrakhtenbergMANAGING DIRECTOR,CHICAGOIlya Trakhtenberg is a Managing Director in L.E.K.Consultings Chicago office.Ilya has more than 13 years of experience as a management consultant and leads the Healthcare Supply Chain practice at L.E.K.He has led consulting engageme

132、nts for dozens of clients,focusing on growth strategy,M&A support and commercial excellence in medtech,and healthcare more broadly.Sheila Shah MANAGING DIRECTOR,CHICAGOSheila Shah is a Managing Director in L.E.K.Consultings Chicago office.Shelias experience covers a range of projects,with a particul

133、ar focus on healthcare technology,commercial strategy,growth opportunity assessment and organizational design.Monish RajpalMANAGING DIRECTOR,NEW YORKMonish Rajpal is a Managing Director in L.E.K.Consultings New York office.Monish joined the firm in 2008 and leads its Medtech practice.His client work

134、 focuses on biopharmaceuticals,life sciences,medtech/medical devices,healthcare services,and the emerging overlap and convergence among these various sectors.Jonas FunkMANAGING DIRECTOR,CHICAGOJonas Funk is a Managing Director in L.E.K.Consultings Chicago office and is global co-head of the firms He

135、althcare sector.Jonas has more than two decades of experience at L.E.K.and has directed hundreds of consulting engagements,primarily focused on growth strategy and support for mergers and acquisitions within medtech and life sciences.He co-founded the L.E.K.Tokyo office and has assisted dozens of cl

136、ients in developing their Asian market strategies.SPECIAL REPORT24 L.E.K.ConsultingAbout the Authors(cont.)Joyce SunCONSULTANT,CHICAGOJoyce Sun is a Consultant in L.E.K.Consultings Chicago office and is focused on client work within the medtech practice,where she has developed strategies for ambulatory surgery centers,commercial transformation,growth assessments,M&A screens and due diligence.Authors Note:The authors would like to thank Jenny Mackey,Chris Sparacino and the L.E.K.Healthcare Insights Center for their important contribution to this report.