Value-based transformation

Context

A leading home healthcare provider, caring for patients with diabetes who use connected devices, wanted to transform its model around the value created for the patient, beyond activity volumes or regulatory indicators alone.

The aim was not to overhaul the information systems or to launch a large-scale theoretical programme, but to better understand what genuinely creates value in the patient’s experience, and to gradually structure the organisation so that this value could be measured, managed and improved.

The context presented several major constraints:

• heterogeneous and imperfect existing data
• strong operational pressure in the field
• an organisation historically focused on processes and compliance
• a desire to start with one targeted medical condition: diabetes

Objectives of the engagement

1. Clarify what “value” means in the diabetes pathway, from the point of view of the patient, the field teams and the organisation
2. Identify the points of breakdown and variability in the pathway, particularly in the use of devices, follow-up and support at home
3. Lay the foundations for management focused on patient outcomes, without making existing processes more complex
4. Build a realistic 12-month transformation pathway, with a very concrete start over the first 90 days

Approach

The approach deliberately avoided a purely theoretical or top-down framing.

1. Fieldwork and multidisciplinary workshops

Workshops were held with the field teams (technicians, nurses), support and coordination functions, and operational management. They made it possible to:

• map the real journey of patients with diabetes at home
• identify the key moments in the patient experience
• bring to light the gaps between the “prescribed” journey and the “lived” journey

2. A critical reading of existing data

Rather than seeking to create new indicators, the work consisted of:

• analysing the data already available (devices, adherence, feedback from the field)
• assessing its reliability and real usefulness
• identifying the data missing from the point of view of the patient experience

The roll-out relied on:

• the gradual onboarding of hospital and field teams
• clarifying responsibilities between the hospital and the provider
• setting up weekly management rituals
• careful management of resources and of the ramp-up

A key point was structuring a single model for importing and using device data, in order to guarantee a common basis that could be used and compared over time.

3. Focusing on the patient experience

One guiding principle steered the entire approach:

Every action must help to concretely improve the patient’s experience of managing their disease; processes and data serve this outcome.

This made it possible to reposition data as a feedback tool, processes as levers for improvement, and field teams as central actors in the value created.

Key deliverables

• A shared understanding of the diabetes pathway, incorporating the patient’s real experience at home
• A clarification of roles and responsibilities throughout the pathway
• A target model of useful data, focused on what makes it possible to judge whether care is genuinely improving
• A 12-month operational transformation plan, structured in clear blocks (governance, pathway, data)
• A 90-day launch phase, with concrete actions the teams could implement immediately

Results achieved

• The organisation had a clear, shared vision of patient value in the diabetes pathway
• Field teams were re-engaged around the meaning of their work, beyond administrative obligations
• Management gained a credible, manageable trajectory, without a heavy overhaul or operational disruption
• Data began to be seen as a decision-support tool, rather than as an additional constraint

Conclusion

This engagement laid the foundations for a pragmatic and sustainable value-based transformation for a home healthcare provider. It shows that a structured approach, centred on the patient and rooted in the field, can reconcile operational requirements, team engagement and the creation of measurable value, without unnecessary complexity.