The Healthcare Platform Blog

See the following -

Platform Terminology Explains Why Today's Patient Portals CAN NOT Work (Part 1)

Patient portals have tremendous potential — but that potential has not been realized and CAN NOT be realized as portals are currently configured. An understanding of platform business models and strategy explains why today’s patient portals are inherently suboptimal. This essay is the first in an occasional series that will look at patient portals through the lenses of platform business models and strategy. Today’s post will introduce and explain platform terminology of multihoming and single homing. Future posts will look more deeply into “why” current patient portals can’t work and will propose options for portals that could work for patients.

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The New Rules of Healthcare Platforms (Part 1): Value Creation Shifts from Pipes to Platforms

Value for customers is created differently on platforms than by traditional product/service business models. Today we’ll present and discuss the metaphor of how traditional businesses can be thought of as “pipelines” and how these pipes differ from digital platforms. This post is the first in a new series: “The New Rules of Healthcare Platforms.” We’ll be writing about platform thinking, new mental models, and the new economics of platform business models and strategy. We’ll have at least seven posts to explain these new rules. You’ll have some unlearning to do. We’ll illustrate how platform business models are fundamentally different than traditional product/service business models. To understand platforms, we need to change more than just our thinking—we need to learn new rules about how the digital world works and how platforms fit in.

The New Rules of Healthcare Platforms (Part 2): Pipe Scale vs. Platform Scale

Platform businesses scale differently than traditional businesses. Platforms scale through network effects. In the previous post, we introduced and described a widely used metaphor: pipes vs. platforms. Traditional businesses are pipes. Their value chains are linear. Value is added at sequential stages before a final product or service is delivered to consumers at the end of the pipeline. Platforms do not produce goods or services themselves—they make connections among stakeholders and facilitate value exchange among those stakeholders. Value is created outside the platform. Both pipeline businesses and platform businesses strive to achieve scale—but the type of scale they strive for is vastly different. In this post, we’ll explain how pipeline businesses strive for economies of scale (on the supply side) and how platform businesses scale through network effects (on the demand side).