Telehealth and increasing technology in health would seem like the best idea. But why isn’t more of it being supported by UK Health Professionals?
Many doctors are publicly extremely sceptical of a technology service that helps any patient get access to any clinician. Or perhaps negates the need to see a clinician.
Many technology and telehealth firms are frustrated at how little leverage they are getting in the NHS
In other industries, start-up technology businesses have discovered that their primary role in building a start-up that came out of a real problem, is to translate the appearance of their motives to the incumbents of the industry, who publicly believe that the technology is literally out to destroy their livelihood.
Any start-up that is truly disruptive depends on the sceptical incumbents that created the industry to at some point develop into collaborators.
“And this is true disruption. It is not blowing apart an industry. It’s is the wilful and focused efforts by a very small contingent to make a massive industry better.”
At the present moment, health technology promotes some confusion and anger, and maybe a healthy dose of clinical scepticism about the impact a product will make. Health technology firms should do 2 things:
- Focus intently on product, and work slowly on your story as you build, build, and build.
- Engage with your critics to turn scepticism into a helpful collaboration.
When The Industry Sceptics are Up In Arms, Engage
Nobody is going to like what you do when you disrupt old markets, or entrenched positions, but most people in the health industry will benefit from the result of your work, and especially if you do the second thing in the list: Engage. You will find that when you engage and really ask questions about what makes them so upset, they become – in some cases – your secret allies.
Why it’s hard for an incumbent.
Incumbents know that any proof of success they see in others using the new technology is also proof that something is erasing the gains they hold, which leads to a tension, and often paralysis.
Incumbents then feel threatened by their own lack of progress, which they will continue to blame outwardly on the market disruptors. This means, you have to serve a rather unexpected need. More than anything, you have to help those incumbents move on from the paralysis.
We are currently striving to get incumbent firms who are against us, to then understand what we are doing and move them to support and defend us back.
MBI is a start-up practice and we want to innovate in the consulting health market.
An old colleague told me that a lot of people cannot understand how a small team can make such an impact or how we can have ‘credibility.’ Yet they LOVE what we are doing and HATE it, at the same time. We have numerous connections, but we don’t have a 15 floor office block.
We just want to make the health consulting industry better, and we hope they do too.