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• Article | Harvard Business Review Digital Articles | November 24, 2020

  4 Strategies to Make Telehealth Work for Elderly Patients

  Umar Ikram, Susanna Gallani, Jose F. Figueroa and Thomas W. Feeley

  As providers have ramped up their use of telehealth during the COVID-19 pandemic, one group—the elderly—has experienced particular challenges in adopting the technologies. This article describes the strategies four innovative provider organizations have used to engage with their older patients via telehealth.

  Citation:

  Ikram, Umar, Susanna Gallani, Jose F. Figueroa, and Thomas W. Feeley. "4 Strategies to Make Telehealth Work for Elderly Patients." Harvard Business Review Digital Articles (November 24, 2020).  View Details

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• Case | HBS Case Collection | August 2020

  PayPal: The Next Chapter

  Michael Porter, Mark Kramer and Annelena Lobb

  Can a social purpose and stakeholder capitalism confer a powerful competitive advantage in the age of COVID-19? For PayPal, the answer is yes. After spinning off from eBay in a 2015 IPO, the company declared its purpose as "democratizing financial services" by ensuring that low-income consumers and small businesses can efficiently and inexpensively manage their money. The company fully lives into this purpose, sending employees out into communities to experience firsthand the indignities and high fees imposed on the unbanked, dramatically lowering the cost of international remittances, enabling small businesses to access working capital without credit checks, and facilitating cross-border purchases for small merchants. The company takes the welfare of each stakeholder group seriously: achieving racial and gender pay equity, raising hourly worker pay and benefits to ensure a living wage, and building a diverse and inclusive culture; working closely with regulators and law enforcement to unearth signs of sex trafficking and terrorism; aggressively removing hate-group transactions; providing $4 billion in credit to hundreds of thousands of small businesses that would never have qualified for bank loans, especially those owned by women and people of color. Together these actions have built a high degree of trust that creates a competitive moat in the otherwise commodity business of online payments. During the pandemic, the company was able to get stimulus funds to individuals and small businesses far faster and less expensively than banks or the SBA, and committed $500 million to investments in black-owned businesses. In the 5 years since its IPO, despite intense competition from major banks and credit card companies, Google, Apple, and countless VC-backed fintech players, the company has more than doubled its users, increased profits and boosted the stock price 500%.

  Keywords: Mission and Purpose; Finance; Business and Stakeholder Relations; Social Entrepreneurship; Competitive Advantage; Financial Services Industry;

  Citation:

  Porter, Michael, Mark Kramer, and Annelena Lobb. "PayPal: The Next Chapter." Harvard Business School Case 721-378, August 2020.  View Details

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• Article | Academic Medicine | May 2020

  Value-Based Health Care in Undergraduate Medical Education

  Jessica N. Holtzman, Bhushan R. Deshpande, Jessica C. Stuart, Thomas W. Feeley, Mary Witkowski, Edward M. Hundert and Jennifer Kasper

  Problem: Value-based health care (VBHC) is an innovative framework for redesigning care delivery to achieve better outcomes for patients and reduce cost; however, providing students with the skills to understand and engage with these topics is a challenge to medical educators. Approach: Here the authors present a novel, VBHC curriculum integrated into a required course for post-core clerkship students—launched in 2018 at Harvard Medical School and taught in conjunction with Harvard Business School faculty—that highlights key principles of VBHC most relevant to undergraduate medical education. The course integrates VBHC with related health disciplines, including health policy, ethics, epidemiology, and social medicine, using a case-based method. Students practice active decision-making while learning key concepts to address value in clinical practice. Outcomes: Since the course’s inception in March 2018, 95 students (87%) completed the standardized course evaluation; the majority said VBHC content and pedagogical style (i.e., case-based learning) enhanced their learning. Students’ critiques focused on too little integration with other disciplines (e.g., social medicine, ethics), the physical space, and inadequate time for debates about potential tensions between VBHC and other course disciplines. Next Steps: The authors believe that by exposing medical students to the principles of VBHC, students will fulfill the expectations of graduating physicians by excelling as critical thinkers, collaborative team members, and judicious care providers throughout their residency, clinical practice, and beyond. Future VBHC curricula expansions may include elective coursework, intensive seminar series, and formal dual degrees.

  Keywords: value-based health care; Health Care and Treatment; Higher Education; Curriculum and Courses;

  Citation:

  Holtzman, Jessica N., Bhushan R. Deshpande, Jessica C. Stuart, Thomas W. Feeley, Mary Witkowski, Edward M. Hundert, and Jennifer Kasper. "Value-Based Health Care in Undergraduate Medical Education." Academic Medicine 95, no. 5 (May 2020): 740–743.  View Details

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