Healthcare Process Optimisation Through Improved Participation
Pharmaceutical firms, biotech companies, and suppliers strive to ensure that their solutions are used as effectively as possible.
They can achieve this by optimising the healthcare processes around the medical solution. For example, through support services (patient services, value-added services, patient support programs) throughout the entire care process:
Accelerating correct diagnosis through training in diagnostic indicators, e.g. for rare conditions, low awareness among general practitioners (Abdo, 2023); low application of relevant criteria (Nagueh et al. 2016), and varying interpretations of a clinical picture among specialists.
Increasing accessibility to a particular treatment by optimising referral processes and logistics, e.g. the centralisation of specialist care in complex treatment pathways involving many stakeholders, and for patients with limited mobility.
Augmenting treatment compliance (“medication adherence”) by providing better information and tools (“companions”) tailored to clinical practice, e.g. how to avoid or treat side effects (Etty-Leal, 2017).
Familiarising care teams with new treatments more quickly through guided learning programs, e.g. for new apps, innovative treatment processes, and automation.
The Result: Healthcare Gains for Healthcare Providers, Patients, and Suppliers Alike.
Through active participation in this pursuit, pharmaceutical, biotech companies, and suppliers contribute more as partners (Henne 2014; Wenzel et al. 2014).
For patients (and patient organisations)
Who demand high-quality experience and follow-up. In the pursuit of better and more personalised care, governments want to empower patients as “the directors of their own care pathways” and owners of their own care data (Flemish and Federal healthcare policy, Voka Health Community papers). The reasoning: the more care is tailored to an individual’s experience, the more effective it is.
For healthcare institutions.
They must deliver this optimal quality of care and patient experience. At the same time, they must seek to optimise healthcare processes and technological innovations to compensate for ageing, dejuvenation, and fatigue in their teams (Jassen et al. 2020, iVOX 2025, ggzingeest.nl). This applies both within the healthcare institution itself, and “transmurally” across the continuum of care.
Case Study on Pulmonary Hypertension: Healthcare Optimisation Through Improved Diagnosis
We led a follow-up study into clinical practices surrounding Pulmonary Hypertension (HP) — Pulmonary Hypertension 2024: care optimisation through improved diagnosis. Our results helped our client be more actively involved in the daily practices of HCPs, to deliver more patient-centred care, and to improve the patient experience. A series of valuable follow-up actions showed how the healthcare process could be further optimised.
