This paper focuses on Group Health, which serves 600,000 members through its health plan. Group Health has developed a high-engagement Medical Home model, where customers may have four to five times more touch points a year than in a traditional care delivery system.
This case unfolds in three parts. The first section details Group Health’s path to becoming a successful, integrated health care system. The second section examines the present-day system, highlighting practices and disruptive innovations in their Medical Home model that have been keys to their long success. The third section presents lessons for other health care systems attempting to move toward a similar model.
Disruptive innovations in health care have the potential to decrease costs while improving both the quality and accessibility of care. This is one in a series of Pioneer-funded case studies by the Innosight Institute that uses disruptive innovation theory to examine integrated delivery systems and aims to identify the critical factors necessary to achieve increased quality, reduced cost, and access improvements.