“The Journey Together”: How Vendors Can Leverage Sweat Equity to Become Partners

Healthcare leaders have made one thing very clear: they’re looking for partners — not vendors. The challenges are too great, and the budgets are too tight to invest in anything other than a partnership that will help organizations deliver on their missions.

More than ever, vendors need to be willing to roll up their sleeves and get down to business, stated Michelle Stansbury, VP of Innovation and IT Applications at Houston Methodist, during a track session at ViVE23 entitled, Bringing Together a Frictionless Care Community.

“We push really hard,” she said. “We have very high expectations, because we’re putting in the same amount of effort.” If a vendor isn’t going to reciprocate — and a solution isn’t going to be reached — she’d rather know sooner than later. “We don’t want to look six months or a year down the road.”

She’s not alone in that thinking.

At Providence, B.J. Moore is looking for “solutions that are force multipliers,” said system’s CIO, who also served on the panel, along with Karen Murphy, Chief Innovation and Digital Officer, Geisinger. “It’s not just automating a task; it’s moving something significantly and improving the experience for our caregivers. I’m willing to take that journey together.”

For leaders, the pressure to deliver a return on investments is higher than ever, particularly as organizations recover financial losses stemming from Covid-19. “We have limited resources,” said Murphy. “And so, we want to be sure that we’re partnering with the right people, because we’re going to be held accountable.”

The right partner, she added, is one that holds similar values and is “dedicated to making a difference in patient outcomes and patient experience.”

And while that’s certainly important, it’s only part of the equation. During the session, the panelists shared insights on what they’re looking for in a partner, what they expect from the relationship, and what they consider to be non-negotiables.

Becoming a partner

• Don’t just pitch a solution. A common mistake vendors make, according to Stansbury, is approaching meetings without doing in-depth research about that particular organization and its needs. “Understand what these organizations are trying to accomplish so that when you do talk with them, it isn’t just about pitching a solution, but about the problems you can help solve,” she said. “That’s going to be key.”
• Innovation takes time. As with any organization, innovation is a key pillar for Providence. But without the other two — simplify and modernize — it can’t happen, especially considering the fact that the organization has more than 3,000 applications. “We can’t have that and have a great consumer and caregiver experience. And so, the very first thing we need to do is simplify the ecosystem,” noted Moore. “Any partner that can help us on that journey can get a foot in the door.” On the other hand, if they’re presenting an additive solution or app, “I can’t do business with you.”
• Focus on the pain. Murphy agreed that innovation can’t always be the objective. “Where we have to be transformative is in finding the biggest pain points that are inhibiting our ability to meet patients’ needs,” she said. “That’s the space for innovation.”
• Avoid overpromising. At Providence, partners should come in ready to co-develop, noted Moore. “I don’t expect your product to be a perfect fit. But if you’ve sold it as the perfect fit, and that becomes clear at the first meeting, it’s really hard to recover from that. I’d rather you undersell.”
• Don’t be afraid to fail. In an industry as complex as healthcare, it’s inevitable that some initiatives will fall short of the goal line. “I personally have more losses than wins,” said Murphy. The key is not making the same mistake twice — and more important, not to lose momentum. “If you’re not making mistakes in this space, you’re not pushing the envelope.” The other critical part is accountability, she said, urging colleagues to “be willing to admit your role.”

What can be challenging, according to Moore, is learning how to fail fast, which doesn’t mean waiting until six months to pull the plug. A better strategy would be to work on a project in one-month increments, so that it’s easier to identify potential deal-breakers.

For leaders, it can be a tricky balance. “In some areas, we should be risk-averse, but in some areas, we can take on more risk,” he said. “Because if you’re succeeding every time on every monthly sprint, then you’re not pushing enough. You’re not innovating by definition.”

To enable true innovation, leaders must create a culture where team members are empowered to take risks — and allowed to fail. “What did we learn from it? How can we make the next one better? That’s where we need to be,” noted Moore.

And vendors need to be right alongside them, taking note of what’s working, what’s not working, and why, said Stansbury. “We’re putting our sweat equity into helping you further develop your product. That knowledge and experience is a gold mine.”