Now – Near – Far is a strategic framework that some executives of legacy healthcare systems are using now.
The framework was developed by James Hackett, CEO of Ford to assemble and align the resources needed to deal with disruptive market forces.
1. Now – Assembling and aligning resources for the Far.
2. Near – Executing on the strategic plan in a way that continuously meets the expectations and needs of patients.
3. Far – Imagining who your patients are, what they will need, what they will expect and how you can serve them.
The problem for some executives is that they are not thinking about the Far and may in fact be brushing it off as something they have seen before. However, the consolidation and emerging technology will eventually result in disruption to the status quo.
The threat for the legacy healthcare systems is the vertical consolidation of outpatient providers and insurers. The resources of the combined entity and the lucrative services provided will make them hard to beat.
Uber didn’t start with Pool. Uber started with a resource some people already used and made it easier to use. Then they offered cheaper options to capture more marketshare.
If something sounds too crazy to work. Don’t brush it off. Think about the possibility.