Intention
Developing a pharmacy function in a new health center to be built, where the low-rated chances of success and the minimal resources required an innovative approach. Based on my experience, relevant knowledge and the network that I have built up in recent years, however, I knew that it had to be possible to realize a thriving pharmacy.
Approach
In close together- and interaction with relevant stakeholders, I developed with commitment and consideration of robotization and far-reaching automation, Big Data and Computing, a new innovative pharmacy model. Technology of which IGZ asks to prove that it is safe and at least as good as the usual working method from the professional guidelines. Many innovations in healthcare get stuck here. What's new, it is difficult to prove. By working out and agreeing many small steps in interaction with IGZ, we came to a new concept. Routine labor was improved and replaced by technology, creating space for closer collaboration around the patient and for a pharmacist who can be in constant 1-on-1 contact with the patient.
Result
This new form of pharmaceutical care was experienced by patients as more pleasant due to the personal approach and also showed better results.
Despite the positive outcomes for patients, wholesalers were unwilling to cooperate. A concept in which the pharmacist becomes independent and independent again, may not have been in their interest. Health insurers also did not cooperate, because something new, does not fit into an existing box and the established fee structure. For that reason, the minimum rate was awarded and no payment was made for new forms of care that arose, such as pharmaceutical coaching, continuous screening together with doctors and care at home.
'Competitors' opposed. She submitted a complaint to the IGZ several times because it deviated from professional guidelines. In the end things went wrong when a new inspector followed up on one of these complaints. The IGZ system indicated five previous visits to this pharmacy and therefore had priority. I was a stranger to him. There was no file. He was not familiar with the specific situation, with the many small steps I took with his predecessor in those five agreements or with the agreements we had made. He could therefore only see the situation as one that deviated significantly from the professional guidelines. There was a line through all appointments. Remote monitoring and care were no longer accepted. Then I was forced to work according to the outdated guidelines. As a result, the business was no longer profitable and I decided to sell the pharmacy. That the inspector later off the record indicated that he had made a major error of judgment, can't change that anymore.
Lessons
Because of the incident and people in my path, Finally it became clear why the impossible became possible. And why it went wrong. Important lessons are:
- Have an eye for the context, Meaning provides insight into whether and why something is possible in a specific situation.
- Have the right one mind set, use the right knowledge and tools.
- Renewal and innovation is about taking small steps, that's the only way you get innovations through.
- Timing is crucial: if you (to) are early, then you must ensure that you cover this risk through cooperation with and/or commitment from the supervisors. When changing the guard, in this case a new inspector, once again securing support and recording agreements.
Insights and lessons on which I can use my current business build. Want: ‘If life gives you lemons, make lemonade.’
Name: Michel van Beek
Organization: Entrepreneurial Care
