Build tomorrow’s model as you manage today’s.

It’s tempting to put off planning for tomorrow when today’s model is generating healthy returns, but doing so can leave an organization unable to deliver on its mission or even survive. With new regulation, increasing pricing pressure, intensifying competition, and demands for transparency and value, today’s model is not sustainable, and the stakes are higher than ever.

Times of significant change demand that organizations challenge fundamental assumptions about their business models, the nature of the products and services they offer, how they go to market, and requirements for success. For healthcare insurance executives, the questions are numerous: What do our stakeholders really need, and how can we create value for them? What will it take to move to new payment and delivery models? What are the implications of an increased consumer role in healthcare decisions and purchases? What business are we really in, and what business should we be in? The implications for capital investments, human resource requirements, and other high profile, high-stakes decisions are huge.

Numerof believes that strategy must be informed by solid data on market realities, an understanding of anticipated shifts, and a willingness to confront challenging issues. Since implementation success depends on having the right processes, capabilities, and cultural elements in place, we build a shared understanding of the road ahead, identify metrics for success, and operationalize strategies for achieving them. We leverage our experience with organizations not only in healthcare, but also across other industries in transition — organizations that have navigated troubled waters and succeeded in the face of similar risks and challenges.