The IDN Partnership Manifesto

Posted by Yuta Ito on June 21, 2018

Jonathan Freaney co-wrote this blog post with Yuta Ito. 

“Nothing happens until the pain of staying the same outweighs the pain of change.” 

The CEO of Atrium Health, Eugene Woods, opened the 2018 Healthcare Transformation Summit, held June 7-8 in Austin, Texas, with this quote along with examples of the transformation initiatives that Atrium was undertaking. While change is happening at a different pace across the U.S. and taking form in many ways, there was an air of consensus that partnership and collaboration with suppliers outside of their traditional “swim lanes” will hold the key to a successful and agile transformation. At the conference, we learned how these partnerships are taking shape and making a remarkable impact on the health systems and the patients they serve.


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To Sell to IDNs, Try Containment

Posted by Yuta Ito on March 16, 2017


Recently, I was having a conversation with the vice president of sales at a medical diagnostics company—let’s call him Joe—on pain points and challenges that his organization is facing. He brought up integrated delivery networks’ consolidation and its impact on his sales strategy. The topic is by no means a new thing. In fact, hospital systems have been on a shopping spree for the last few years, and ZS has predicted that by 2020, the top 50 IDNs will manage 50% of all hospital admissions. What Joe was bringing to light were the implications of these integrations and how they directly impact his deployment considerations.  


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Turning the Sales Model on its Head

Posted by Yuta Ito on October 4, 2016


In a recent meeting with a group of marketing executives at a hospital equipment company, my colleagues and I learned of the executives’ plan to launch a series of clinical education programs as an add-on service to help drive product utilization and, ultimately, boost repeat orders. Like many other medtech companies, they were looking to go “beyond the device,” offering related value-adds in an attempt to differentiate themselves to IDNs’ that are most sensitive to the Centers for Medicare and Medicaid Services’ payment reforms, rather than simply trying to compete on price.


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