By: Brian Brokowski
The COVID-19 pandemic has caused tremendous transformation and turmoil in the healthcare industry.
In 2020, hospitals, clinical care facilities, community-based organizations and the private sector have all shown remarkable efforts to rise to the challenge. The advancements of treatments, the acceleration of digital and telehealth technologies, public and private sector collaborations, and most of all the heroic efforts of those on the front lines have been at the foundation of the industry’s response to this unprecedented crisis.
This all happened concurrently with a major industry expansion and shifting demographics, which drive increased needs for care. Sixty years ago, healthcare was just 5% of the total economy. Today it represents nearly 20% (Brookings).
As the population ages, this growth will only continue. Since 2011, nearly 10,000 people a day have been enrolled in Medicare. This rate is expected to continue through 2030, when more than 80 million total enrollees are forecasted – a 20% increase over today’s total (MedPac). And according to the National Council on Aging, about 80% of older adults have at least one chronic disease and 68% have at least two.
Advancements in telehealth and other areas during the COVID-19 response will forever positively change many aspects of healthcare. This will leave us better prepared not only for the next pandemic, but for the major public health issues that existed before COVID-19 and will persist long into the future.
Yet, the sector faces a highly complex web of impacts and challenges that stretch well beyond the pandemic and current headlines. Today’s news cycles have followed a predictable pattern. First, the effort response to flattening the curve and meeting demand for critical PPE and respiratory devices dominated coverage. Now, the race for the vaccine captures the narrative.
But beyond the headlines, the reality is the pandemic has also further strained many weaknesses already evident in our healthcare system and gave rise to new challenges. A number of very real, systemic challenges in healthcare create an undercurrent of turmoil that will impact the healthcare industry for years to come.
These issues include:
For healthcare organizations communicating in today’s environment, building and preserving brand reputation and relationships with patients, customers and the public will increasingly be contingent on marrying words with actions and the ability to link the organization’s efforts with real solutions to these existing and emerging challenges.
The world seeks leadership in healthcare – not just those who conduct business as usual, or those who merely talk about meeting these challenges. The opportunity exists for healthcare organizations of all types to step up and take a leadership role and effectively build brand affinity, credibility and respect among their key audiences. This will truly make a difference in helping move healthcare forward into a new era of access, efficiency and quality of care.
Among the strategies we see as helping healthcare organizations stand out:
There are opportunities abound for leadership in healthcare. But for organizations that want to stand out, action must support words. Building a strong brand and affinity with key audiences will come from driving real changes and showing how those changes improve access and quality of care, driving beyond the headlines to create lasting improvements that endure long beyond the COVID-19 pandemic.
Brian is the General Manager of Allison+Partners San Diego office. Brian has more than 25 years of experience building and protecting brands across a range of industries, with an emphasis on health care. Since the start of the COVID-19 pandemic he has counseled clients in the health care industry regarding their proactive and reactive communications in light of the rapidly evolving media, public policy and regulatory landscape.