Enterprise-wide
Consumerism Vision
A leading health system needed a shared consumer-centered vision and strategic framework to align leadership decision-making with long-term growth priorities.
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See the impact.
Explore how consumer insight informs enterprise strategy, service line growth, clinical activation, and patient access.
Enterprise and Service Line Strategy
Creating the Future of Healthcare Through Consumer-Centered Strategy
Persensus helps healthcare organizations transform consumer and marketplace insight into enterprise strategy, service line growth plans, and sustainable competitive advantage.
Our work integrates consumer understanding, competitive intelligence, market trends, organizational capabilities, and strategic choice development into a unified process that helps healthcare leaders determine where to compete, how to differentiate, and how to drive growth.
Enterprise-wide
Landscape Assessment
A leading health system sought a unified fact base connecting consumer needs, competition, industry trends, and organizational capabilities to inform strategic choices.
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Service Line Cascade
Women’s Health Strategy
Following enterprise strategy work, a leading health system needed a tailored Women’s Health growth plan that reinforced enterprise priorities while addressing service-line-specific opportunities.
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Service Line Cascade
Ambulatory Strategy
A leading health system is developing a consumer-led ambulatory strategy as both a site-level plan and a scalable model for future deployment across multiple locations.
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Service Line Cascade
Cardiovascular Strategy
A leading health system is developing a consumer-informed cardiovascular strategy to strengthen competitive positioning and align service-line priorities with its enterprise framework.
Read the Case StudyClinical Activation & Patient Access
The month after discharge, medication, screening, and access.
30-day readmissions
The month after discharge
A health system is fined when a discharged patient is readmitted within 30 days. Congestive heart failure readmissions were higher than the local competition. The response was a 30-day communication protocol after discharge.
- −41%Readmission cut to 11.9%
- 617Patients avoid readmission
Medication adherence
Getting an off-track patient to act
Patients were not scheduling care, refilling prescriptions, or completing screenings. Telephonic outreach was inconsistent, and it was burning out staff. A digital program focused first on medication adherence and preventive screenings.
- 50%Activated 50% of off-track medication adherence patients
- $4.9MOperational savings equivalent to 324,000 FTE hours of telephonic outreach, realized in the pilot alone
Care gap / screening
Mammograms
A health system needed a scalable way to close breast cancer screening gaps. A digital program asked patients to come in before the screening was overdue.
- 52%Of patients scheduled mammograms within 2 weeks of the last nudge
- $2.2MDirect revenue from scheduled mammograms, assuming $150 reimbursement
Access
No-shows and cancellations
The health system wanted a better way to handle visits. An omnichannel program let a patient confirm, cancel, or reschedule.
- 40%Of cancelled visits shifted to immediately rescheduled
- $2.3MRealized in additional kept visits through embedded rescheduling per year