This paper examines the forces reshaping modern healthcare delivery, including an aging baby boomer population, the systemic inequities exposed by COVID-19, and ongoing inefficiencies in hospital admission and transfer processes. Against this backdrop, the paper proposes telemedicine as a strategic solution capable of streamlining operations, reducing costs, and improving quality of care. It evaluates the feasibility of telemedicine implementation — including upfront capital requirements, staff training, and technology infrastructure — and outlines the multifaceted leadership competencies required to guide such a project successfully across cross-functional teams.
Healthcare is currently undergoing fundamental change. Baby boomers continue to utilize services at an alarming rate, the overall population is aging, and the healthcare infrastructure will need to adapt to accommodate these shifting dynamics. An older baby boomer generation is living much longer and utilizing more services than previously expected. Currently, 18% of the United States Gross Domestic Product is consumed by healthcare expenditures, meaning roughly one out of every five dollars spent in America is related to healthcare — and baby boomers are a large reason for it.
In addition to these demographic pressures, COVID-19 has exposed many of the inequities in the system as they relate to treatment and quality of care. A large-scale pandemic essentially overwhelmed the healthcare system, causing unnecessary deaths and instances of maltreatment. This created the need for unprecedented stimulus on the part of many developed nations with respect to healthcare treatment (Abney, 2004).
As a result of these two influences, changes will need to be made in the future regarding healthcare delivery and quality of service. First, infrastructure must be in place to absorb excess patient capacity when a pandemic occurs. Second, healthcare institutions need to be ready to mobilize quickly in order to expedite vaccine development and other approval processes needed to mitigate the impacts of future public health crises. Additionally, the quality of care must emphasize preventative measures that keep the public informed about circumstances related to pandemics. Focusing on health, obesity, and other individual risk factors is an important means of reducing the impact of disease on society overall (Aoki, 2003).
From an economic perspective, standardization of the transfer and admission process is imperative as healthcare organizations continue to look for ways to grow volumes and revenues across all service lines. Inefficient practices not only compromise quality of care but also reduce the profitability of the enterprise — with significant ramifications for many stakeholders. Lower profitability diminishes the organization's ability to attract and retain high-quality employees and reduces its capacity to invest in innovative new technologies that could further improve care or expedite treatment procedures.
The current transfer and admission processes within many healthcare organizations are fragmented, with different locations following different algorithms. As a result, organizations are often unable to accurately track patients being transferred to other facilities, whether internal or external. In order to grow volumes and develop the right service lines, it is imperative to establish a consistent, well-defined admission and transfer process. To accomplish this, organizations will need to innovate more effectively — leveraging technologies that increase efficiency while minimizing costs. Telemedicine and its ability to streamline the admission process is one such method (American Telemedicine Association, 2006).
Telemedicine allows healthcare professionals to evaluate, diagnose, and treat patients at a distance using telecommunications technology. It involves the use of electronic communications and software to provide clinical services without an in-person visit. Telemedicine technology is frequently used for follow-up visits, management of chronic conditions, medication management, specialist consultation, and a host of other clinical services that can be delivered remotely via secure video and audio connections.
This innovation can significantly reduce healthcare costs without sacrificing quality. As demonstrated during COVID-19, telemedicine is often needed by both young and older patients who seek to leverage technology for their benefit. When COVID-19 heavily restricted individuals' ability to see a healthcare professional in person, telemedicine provided an alternative that helped supplement the industry during an unprecedented period. Not only does it reduce exposure to potentially contagious pathogens for both patients and providers, but it also increases efficiencies for all parties involved. Barriers such as travel, wait times, and check-in procedures are substantially reduced with telemedicine. Patients also experience reduced time away from work and greater privacy during examination and diagnosis (Bashshur, 2016).
From a business perspective, healthcare practitioners can recognize increased revenues and improved office efficiencies through telemedicine adoption. Missed revenue from cancelled or missed appointments is also alleviated. As a result, the implementation of telemedicine helps to increase overall profitability for healthcare operations while minimizing business operating expenses. Telemedicine additionally reduces geographic concerns related to separate operations in varying jurisdictions or countries, ultimately allowing healthcare organizations to streamline operations while simultaneously improving quality of care and profitability (Bashshur, 2016).
As it relates to feasibility, telemedicine can be very difficult to implement because it requires a substantial upfront investment. As with any technology investment, organizations must hire appropriate personnel while also creating the processes and systems needed to deliver the innovation. Existing personnel must be trained on how to operate the new system, and client concerns related to service disruptions during implementation must be proactively addressed. There are, therefore, many interdependent moving parts to manage simultaneously. The feasibility analysis must also account for inevitable delays arising from obsolete existing technology and insufficient internal infrastructure to fully realize the benefits of the new platform (Baron, 2017).
"High upfront costs and infrastructure gaps pose barriers"
"Leaders need project management and cross-team communication skills"
The implementation of telemedicine represents both a significant operational challenge and a strategic opportunity for healthcare organizations. Addressing fragmented admission and transfer processes while investing in the appropriate technology infrastructure will be essential for sustainable growth. As the healthcare sector continues to grapple with an aging population, pandemic-related disruptions, and economic pressures, telemedicine offers a proven path toward improved quality of care, greater operational efficiency, and enhanced profitability — provided that organizations commit the necessary resources and field the right leadership to see the initiative through.
You’re 68% through this paper. Sign up to read the remaining 2 sections.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.