The Driving Results Blog is a space for MedSpeed’s CEO, Jake Crampton, to share insights about a variety of healthcare topics. Occasionally, other members of the MedSpeed leadership team will use this space to discuss matters of particular importance to them.
I am excited to announce that MedSpeed’s Chicago-area operations and central support team recently moved to a new location to better accommodate our growing teams. After years of working in nearby, but separate locations, we are now together in a 40,000 square foot, stand-alone building.
This new location is designed to foster collaboration and camaraderie and I couldn’t be more enthusiastic about that. I am also extremely appreciative of our incredible team of MedSpeeders and the trust and confidence of our customers who’ve fostered our growth that made this move necessary.
Thanks to everyone who has made MedSpeed what it is today!
You’ve read it here, and you’ve heard me say it repeatedly: supply chain (and healthcare transportation) should not be viewed through a transactional lens because done right, it is a strategic asset.
It was very gratifying, therefore, to read the same sentiment from John Kupice, CEO of H-Source, in Healthcare Finance’s 7 supply chain predictions for healthcare in 2019: “Supply chain is viewed today as a transactional model. That view needs to shift to one of strategy.”
I couldn’t agree more.
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Patient experience is at the top of the “to do” list for healthcare organizations, and of course, with good reason. Not only because it’s part of the Triple Aim, but also because as patients see themselves more and more as consumers, when they make healthcare choices, they are going to choose people and places that prioritize them.
Recently, I read “Why Improving the Patient Experience Is Vital for the Health Care Industry” in Harvard Business Review. According to the article, estimates show that in the U.S., active patient choices can impact more than 60 percent of health care spending. And with U.S. healthcare spending in the trillions of dollars, that’s a lot of money riding on patient choice.
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I have read and have often written quite a bit about healthcare mergers and acquisitions from the industry perspective. I, for one, happen to believe that done correctly, they are good for the industry as scale can enable more efficiency and productivity.
A new national survey, albeit from the Large Urology Group Practice Association (LUGPA) with a potential vested interest, provides the patient perspective, which is not as optimistic.
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We’re a dynamic company and we’re experiencing tremendous growth and expansion. That growth means that opportunities for our team of MedSpeeders are growing too.
We value the hard work of our team and try to provide ample opportunities for job growth within our company. If there are MedSpeeders who want to relocate, they can take their experience from one of our current markets and help grow new markets.
It’s just good business. When we do a good job of supporting our team members, great things can happen.
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From an outside viewpoint, it might be easy to see MedSpeed as the cog that gets items delivered within a healthcare organizations. But what we do goes far beyond than that.
As a healthcare intra-company logistics company, we’re not merely delivering objects. What we deliver affects patients and their health. We understand the enormity of what we do, and the trust placed in us.
What we deliver is health, by connecting patients, providers & their communities.
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Earning the respect of the Healthcare C-Suite
A recent article in Modern Healthcare got me thinking. At first blush “Health systems ramp up consumer research to improve care experience,” doesn’t seem to have much to do with healthcare intra-company logistics, but actually the benefits (and struggles) healthcare organizations have experienced related to consumer research are very similar to what we’ve seen with our own customers.
The article says, “A growing number of health systems are amping up their consumer research investment to enhance patient satisfaction and establish brand loyalty as consumerism takes hold in the industry.”
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Our Logistics Service Representatives, or LSRs, are the MedSpeeders who literally and figuratively drive our business. Our LSRs are much more than drivers because they provide a much higher level of professionalism than driving from Point A to Point B. Simply put: Our LSRs are a vital part of delivering care.
As one of our LSRs so aptly says, “We’re not just driving. A patient’s wellbeing is in our hands.”
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We at MedSpeed are continually working on how to best create high functioning business relationships, the kind that can be considered true partnerships (a word, in my opinion, that is among the most overused and misused in business).
The key to doing this is uncovering the areas and methods that can create value for both parties in the relationship. This idea led us to take interest in the Vested Business Model, a framework developed by Kate Vitasek, a professor at the University of Tennessee and someone whose work I admire and have cited before.
In one of Vitasek’s most recent articles, “The art of getting to ‘we’ in negotiations,” she discusses the importance of moving from the old-school “what’s in it for me” (WIIFME) approach to the partnership mode of “what’s-in-it-for we” (WIIFWE). WIIFWE changes the focus of a partnership from a deal to a relationship.
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At MedSpeed, we know that what we do for patients on a daily basis is very important. However, on one particular day, the way our team worked together to go that extra mile was truly inspiring and made a significant impact on that patient’s life. This short video tells that story.
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