In today’s world, it seems like people are continuously engaging in a lifestyle which is characterized by lots of work, activities, responsibilities, and very little spare time. One striking example of rather inefficient time management is the attendance of a doctor’s appointment. Long waiting times at doctors’ offices are one of the main reasons for patients’ complaints. Patients increasingly perceive excessive waiting times as an indication of poor practice management, which many of them are not willing to accept. Rather, they demand a well-functioning, patient-oriented time management
Self-evidently, the dissatisfaction and fluctuation of patients are displaying major problems for doctors. Moreover, long waiting times in practices are also a prevalent issue on the side of the practice personnel, as trouble with
time management and appointment scheduling resulting in crowded waiting rooms and dissatisfied patients causes doctors having to rush through a large number of patients in a limited time frame.
Clearly, the described problem of inefficient time management in doctors’ offices negatively affects both patients and physicians. Furthermore, both sides seem to have matching needs, as time is at the essence. While patients
are seeking to spend less time in the waiting room, doctors are aiming to effectively manage their appointment scheduling and practice procedures.
Thus, this manifested problem requires a solution which addresses the needs and unifies the benefits for both patients and doctors. SmartWait approaches this problem through an innovative, digital solution, which optimizes time
management in practices. The underlying concept of the idea and the business model architecture of SmartWait shall be discussed in depth in the following paper.
Table of Contents
1 REASON WHY
2 IDEA & BUSINESS MODEL
3 INNOVATION MANAGEMENT
4 TECHNOLOGY MANAGEMENT
5 VISION, ROLLOUT & PLANNING
Objectives and Core Themes
This assignment outlines the development of "SmartWait," a digital innovation concept designed to optimize appointment management in medical practices. By addressing the prevalent issue of long, unpredictable waiting times, the paper explores how digital solutions can enhance efficiency for both private physicians and patients, ultimately improving practice reputation and patient satisfaction through a systematic business and technology strategy.
- Analysis of patient waiting times and practice management inefficiencies.
- Development of a digital business model leveraging subscription-based revenue streams.
- Implementation of an innovative organizational structure based on Holacracy.
- Strategic technology management using the VRIN framework for competitive advantage.
Excerpt from the Book
1 Reason Why
In today’s world, it seems like people are continuously engaging in a lifestyle which is characterized by lots of work, activities, responsibilities, and very little spare time. In fact, researchers claim that this busyness lifestyle has become a new status symbol (Bellezza, Paharia & Keinan, 2017). Nowadays, being busy seems to be linked to being successful, and time is regarded as the most scarce and precious resource (Bellezza, Paharia & Keinan, 2017), making it unaffordable to waste it. Yet, there are many occasions in daily life in which people are incapable of managing their time efficiently. One striking example of rather inefficient time management is the attendance of a doctor’s appointment. According to nine interviews with a total of 13 participants, which were conducted with five students in their mid- to late-twenties, six employed people in their mid-twenties to mid-thirties and two elderly people in their sixties to seventies, there are various issues linked to attending a doctor’s appointment, many of which are related to time (see Appendix 1). Interestingly, the most significant problem which was highlighted by 77% of the interviewees, was the fact that waiting times at doctors’ offices are often not foreseeable and extremely long. This outstanding result correlates with statistics of a representative population survey of insured people by the Kassenärztliche Bundesvereinigung (KBV) conducted in 2018. As visible in Figure 1, the findings show that long waiting times are a common issue in German doctors’ offices, for both panel patients and private patients.
Chapter Summaries
1 REASON WHY: This chapter establishes the problem of inefficient time management in medical practices, supported by interview data and statistical evidence highlighting long, unpredictable waiting times.
2 IDEA & BUSINESS MODEL: This section defines the SmartWait concept using the "magic triangle" framework, detailing the target groups, the digital solution's value proposition, and the subscription-based revenue model.
3 INNOVATION MANAGEMENT: This chapter outlines the company’s internal measures to foster innovation, including the adoption of Holacracy, quarterly design thinking workshops, and an open-innovation approach.
4 TECHNOLOGY MANAGEMENT: This section details the technology strategy, evaluating the performance, timing, sourcing, and selection of the software using the VRIN-method to assess competitive advantages.
5 VISION, ROLLOUT & PLANNING: The final chapter discusses the potential for market scaling, risks regarding imitation by competitors, and the overall strategic outlook for the success of the SmartWait project.
Keywords
SmartWait, Innovation Management, Technology Strategy, Digital Solution, Time Management, Patient Satisfaction, Business Model, Holacracy, VRIN-method, Private Practice, Practice Management, Digital Transformation, Customer Orientation, First-mover Advantage, Healthcare Industry
Frequently Asked Questions
What is the core purpose of this written assignment?
The assignment introduces the "SmartWait" project, a digital management tool aimed at solving the problem of excessive waiting times in doctors' offices through an innovative software solution.
What are the primary themes discussed in the paper?
The key themes include business model design, innovation management processes, technology strategy, organizational structure (Holacracy), and market rollout planning.
What is the primary goal of the SmartWait solution?
The goal is to connect the doctors' need for efficient practice management with the patients' desire for reduced waiting times, creating a synchronized and flexible scheduling system.
Which scientific methodology is applied in this paper?
The author uses business model frameworks (Gassmann’s magic triangle), the internal value chain model (Porter), the innovation organization framework (Tidd & Bessant), and the VRIN-method for technology assessment.
What topics are covered in the main body?
The main body covers the identification of the "waiting time" problem, the construction of the business model, the implementation of internal organizational structures, and an in-depth analysis of the technological implementation and strategic market positioning.
Which keywords best describe this research?
The research is best described by keywords such as Innovation Management, Business Model, Digital Solution, Time Management, Practice Management, and VRIN-method.
How does SmartWait leverage Holacracy?
SmartWait adopts Holacracy to distribute decision-making authorities and create flexible, self-organized teams that can quickly adapt to evolving technological and customer requirements.
What is the significance of the VRIN-method for this project?
The VRIN-method is used to analyze the value, rarity, imitability, and non-substitutability of the SmartWait technology, helping the company understand its temporary competitive advantage and the need for an aggressive marketing strategy.
Why are private practices the primary target group?
Private practices are targeted first because the research shows that waiting times are particularly high in this segment and these physicians are highly motivated to retain patients and maintain a positive reputation.
- Arbeit zitieren
- Franziska Schweigert (Autor:in), 2019, Developing a Business Concept. Project SmartWait, München, GRIN Verlag, https://www.grin.com/document/1040906
