Be the change agent you wish to see at your health plan

Be the change agent you wish to see at your health plan

8 essential skills every change agent needs to navigate the future of healthcare

Whether you’re already leading change at your organization or hoping to do so soon, most health plan employees need to be well versed in change management as the industry braces for rapid innovation. Becoming an agent of change at your organization requires the type of holistic thinking that the healthcare industry notoriously struggles with. 

Based on our own experiences helping leading health plans implement change, here’s a look at how stakeholders can cultivate the 8 skills necessary to navigate the changing landscape, identify opportunities for innovation, and lead others into the future of healthcare. 

Change agent: a leader who has the skills to navigate an organization through change management initiatives

8 essential skills necessary to being a change agent:

1. Multigenerational influence

Unquestionably, health organizations successful in adopting change are embracing multigenerational influence in leadership (it’s even considered a competitive advantage). Representing all generations in leadership can help health plans respond to changes driven by upcoming generations, especially millennials

“The most successful companies will be the ones that let go of slow decision making processes and adopt a new talent base that is comfortable with experimentation, testing, learning — and even comfortable with failing,” writes Forbes. This cross-generational agility furthers a broader initiative of change management: culture. And culture is key to enacting true change says Becker’s Hospital Review.

2. Connecting change management to performance management

Healthcare has changed in scope and complexity in recent years, and reports indicate that errors – despite technology improvements – are on the rise. This leaves some to speculate that effective processes haven’t kept pace with rapid growth at health organizations. “The root cause of this organizational disease is not effort, but skill, specifically change management,” says Jim Molpus, Leadership Program Director at HealthLeaders. Molpus explains that in order to move the needle on change, leaders should embrace the facts when evaluating process vs. outcomes. 

3. Crisis management

Health plan leaders understand that reputation is important to consumers, but are we focusing enough on crisis management? In order to become the change agent your health organization needs, it’s vital to embrace the tenets of crisis management: communication, training, and preparedness. 

Leaders can train to proactively manage crisis by preparing for it. Organizations should implement a crisis management plan and incorporate it into change management initiatives. A focus on transparency can support crisis management. In Leading in a Crisis, authors Blair Sadler and Kevin Stewart posit that “leaders who promote and model transparent behaviors and instill a transparent culture in their organizations can use crises as learning and improvement opportunities.”

4. Appropriate technology training

Technology adoption can create stress and fear for employees, which is why it’s a good idea to for leaders to be fully trained in all necessary technology to guide easier changes in their organization. Hands on, ground-level encouragement can ease employees into higher usage rates. Keep in mind that change management requires constantly preparing for change – and technology is always improving. So technology training should be an ongoing, iterative process. Forbes Tech Council writes “it’s become impossible to separate business strategy from technological innovation.”

5. Insight into member satisfaction

To effectively lead change, we must be able to understand what drives member satisfaction. As more payers focus on member satisfaction, leadership should incorporate these initiatives into broader change management strategies. “While health plans generally are adept at managing the operational aspects of their business, a bigger challenge is addressing member expectations based on their experiences in other industries,” says HealthcareFinance

6. Awareness of new business models

Change agents should be aware of new business models – particularly evolving payment models and new technologies – that may affect the industry. According to a recent survey, about a third of health plan executives are bracing for major disruptions to business models. They believe that “new entrants, processes and technologies will upend current business models.” 

Anticipated areas of disruption include innovations in care delivery and refined member experience. Tracking proposed regulations and making other leaders aware of their potential impact is one way to ensure your organization can prepare for and quickly pivot as new business models arise. Payers may feel strained trying to anticipate and address every new business model, but they’re also poised to lead the change. 

“Health plans are in a unique position to drive innovation that will spread to each part of the healthcare ecosystem.”

Put on your cape. Your health plan may just save the healthcare system.

7. Entrepreneurial spirit

The willingness to take a risk and drive change is becoming an unwritten requirement for modern health leaders. This entrepreneurial spirit is marked by the following traits: 

  • Community-minded
  • Focused on advancement
  • Belief in oneself
  • Driven by “gut-feelings”

Being an entrepreneur is about “connecting the dots: those connection points of intelligence, wisdom, desire and ability that are innate to people,” writes Forbes. Though expected to find novel solutions and modernize, it’s difficult for health organizations to do so; the act of providing and delivering healthcare is different than the skills needed to drive growth through innovation. Entrepreneurial attitudes can prove particularly effective for health plans looking to bridge the gap and deliver change. 

8. Thought leadership

Connect with coworkers and establish yourself as an agent of change by embracing thought leadership, or the practice of becoming an informed opinion leader. In the age of social media, change agents can drive effective thought leadership through numerous channels. The practice of researching and informing others on industry-relevant topics can help leaders stay in-the-know on important topics as well as maintain impact and influence, while avoiding complacency

 “If leaders don’t feel comfortable with renewal and reinvention, they will begin to lose their impact and influence quickly.”



Power up with Pareo®

Talk to ClarisHealth about how Pareo advanced payment integrity technology is helping health plans successfully implement their digital-first strategies.

Prepare to Meet the Future with Data

Prepare to Meet the Future with Data

We revisit ONC’s Information Blocking Rule, recap public comments, and look at how health plans can meet data sharing  requirements.

Earlier this year, we wrote about the ONC’s proposed information blocking rule and how it serves as an opportunity for health plans. The proposed rule faced a public comment period (which closed last month) during which major industry concerns were voiced. The consensus by many seems to be that ONC’s rule lacks clarification in key areas while inadvertently increasing complexity (and cost) in others.  

But as they say, “the writing’s on the wall” for health data interoperability and broader access to electronic health information. Where does this leave health plans? A recent study by Deloitte predicts that healthcare organizations are standing at the precipice of innovation. But first, let’s look at the feedback that the proposed information blocking rule received.

Industry Response to the Information Blocking Rule

One thing we can agree on at this point: interoperability is a major objective for our industry. But those who would be affected by the Information Blocking Rule have asked the ONC to revise or even revoke the current rule. This includes the Federal Trade Commission, who despite being consulted on the proposed rule, issued a letter asking the ONC to consider refinements. Notably, eHealth Initiative (eHI) offered the following comments and concerns

Scope of “Electronic Health Information” is too broad, should be defined

Conditions and Maintenance of Certification (APIs)

      • Too complex and costly as proposed
      • Too much risk to providers and patients, specifically the proposed “Click Yes to Continue” model does not adequately portray data security risk to patient

Information Blocking

      • Healthcare actors should be defined in the final rule
      • Complex and costly documentation requirements

Greater Data Sharing is the Goal

The ONC has stated that greater interoperability is the goal of the proposed Information Blocking Rule. Improved data sharing is a worthy objective for health plans because it’s an easy effort to prove value on. Health plans have a competitive edge over their counterparts when they are more integrated with providers and members. In addition to priming plans to be compliant with whatever final rule is based, improving access to data is also key to readying for other initiatives, such as alternative payment models

Of course, we know that total healthcare data interoperability sounds like the answer to all your challenges. But once the hard work begins of solving this problem, it can feel like data sharing at the level required is next to impossible. We’re here to tell you it’s not; interoperability is a realistic goal with the right technology

Let’s frame the objective of the ONC’s Information Blocking Rule in a more approachable way: Healthcare stakeholders need real-time, accurate and contextual data access. And the real challenges? Healthcare organizations still struggle with interoperability, largely due to issues like administrative complexity. Messy (as in, unstructured) or missing data is still a problem as well. 

We know that our industry is on the precipice of innovation. The recent study from Deloitte referenced above and in our prior article posits healthcare is on the precipice of a “20 to 30 year industry transformation. The industry forces and the disruption that’s upon us are true indicators that we’re going to be going through a cycle of innovation.” Innovation made possible by radical data interoperability. 

ONC’s Information Blocking Rule has 7 exceptions. Do you know what they are?

See the official list here.

The Promise of Big Data

Improved access to data is considered a consumer-driven shift, one often compared to the Amazon experience where a consumer can have on-demand access to personal information. But getting personalized, real-time electronic health data at the click of a button is a lot more complicated than it sounds. And it requires a special relationship that has historically been difficult: high-level collaboration between payers and providers. 

Yet this demand is exactly the kind of opportunity health plans can seize upon as they search out competitive ways to utilize big data. Examples can be seen in the use of predictive analytics to mitigate risk, noted in this article as a “massive moneysaver” by one health plan who made a big IT investment. Reams of data are available to health plans — all that’s lacking is the right way to connect and analyze it. 

“Improving relationships with members and providers is already a focus for health plans, and data sharing is another way to accomplish that goal.”

Health plan of the future? It starts with data sharing.

One way of looking at the Information Blocking Rule is that it’s a proposed answer to a problem that health plans can take control of now. Improving data sharing isn’t just a proactive approach to anticipated regulation — it’s becoming an essential business function for health plans. To get started, health plans can focus on these three areas: 

Develop data analytics and predictive modeling know-how

Take advantage of opportunities to break down data silos by fostering relationships with providers, members and vendors

Look for existing technology that can support these goals: bring disparate data together, simplify data modeling, and provide a transparent communications platform

The future of data sharing is now. Pareo® is how.

Talk to ClarisHealth about how Pareo advanced payment integrity technology is helping health plans successfully implement their digital-first strategies. 

Can your tech do this? How to enhance your health plan members’ digital experience.

Can your tech do this? How to enhance your health plan members’ digital experience.

Health plans are shifting focus to ensure member satisfaction. Here’s how technology — even internal solutions — affect the digital experience of your health plan’s members.

Do you ever think about how different banking is now compared to 10, 20, 30 years ago? First came ATMs. Then debit cards. Then online banking. Today, if you step foot inside a bank, unless it’s for a high-trust/high-value conversation where only face-to-face will do, it’s a huge inconvenience. The world is filled with advanced technology and today’s consumers don’t care why healthcare lags behind. If the member experience you provide isn’t the seamless digital interaction they have come to expect, the next time they have a choice, will they choose you?

Health plans should focus now more than ever on the digital experience of their members to ensure satisfaction. Much like finance, the healthcare industry is becoming increasingly digital. Adding to that, many of your members are shouldering more healthcare costs than ever, which has them seeking clarity at the most granular levels. In a culture of choices, your health plan members are discerning clientele. 

Patients are Consumers

“Patients are increasingly becoming consumers because they have an increasing responsibility for the cost of their care,” writes Jonah Comstock. Statistically, you likely already know that member satisfaction is important because most of you are focusing on it. But what we can tell you is that regardless of a focus on digital experience, the big pillars of member satisfaction have not changed: service and value. 

Without nailing these basics, all the digital strategy in the world won’t help. Health plans are facing major shifts based on the consumer-focused mindset of the times. In short, your health plan member has choices now (and even those in group plans are being given more options by employers). 

Research shows that 42% of seniors prefer to shop for healthcare coverage online.


Basic customer service capabilities are part of the member-first focus shift at health plans. With the right focus on the tenets of member service, digital capabilities can augment them. When health plan members look for a good digital experience, that often means convenience, transparency and personalized communication. With the right technology, you can more easily satisfy these health plan member needs. 

Digital Experience Correlates to Member Satisfaction

While health plans have been citing an increased focus on the member experience, remember that doesn’t only mean the digital front door (e.g., health plan-to-member customer service-focused apps and portals). In a recent survey, 80% of Americans asked said they utilize online health information. 64% say they reference online provider reviews, and a quarter say they now use mobile tracking tools. 

The study’s author concludes, “Patient engagement in decision-making [is] associated with increased patient satisfaction and improved health outcomes.” For health plans, focusing on the digital experience of members is directly correlated with satisfaction. Create an experience that is highly engaging, and your member NPS is likely to be high (read more on measuring net promoter score [NPS] here).

While the correlation between an engaging digital experience and member satisfaction is clear, a new Forrester analysis says that only about half of health plan enrollees feel that their interactions with insurers are helpful. The analysis concludes, “Health insurers should take this into consideration when evaluating and adopting new digital customer service technologies like chatbots or real-time conversational guidance and analytics tools.”

What’s next? 

Any of your health plan’s internal processes and relationships with other stakeholders like providers and third-party service providers that could impact members are ripe for innovation. That level of comprehensive communication — with third-party suppliers, providers, and members — is exactly what ClarisHealth’s technology platform Pareo®is designed to offer. 

Talk to ClarisHealth about how Pareo advanced payment integrity technology is helping health plans successfully implement their digital-first strategies. 

What makes value-based care programs work? 3 keys to success

What makes value-based care programs work? 3 keys to success

Following up on our previous article, we look more closely at what successful value-based care initiatives have in common.

It’s not all that surprising that one of our recent blog posts, Medicare for All: Should it be feared by health plans? has quickly become one of our most popular. Value-based care programs, like what the federal government has switched to, are at the forefront of discussions regarding the future of healthcare. And a recent survey indicates that providers are actually willing to take on more risk under alternative payment models, which signals well for value-based care adoption. 

But it takes awhile to implement value-based care programs and that may leave many health plans wondering what they can do to be proactive. Here are 3 strategic initiatives your health plan can pursue today to ensure value-based care programs will be successful on down the road. 

1. Communication

We’ve talked a lot lately on the blog about communication and collaboration and with good reason: the future of healthcare demands it. As care models shift, the need to work effectively with other vested parties is paramount. 

Take for example a recent panel in which industry experts (18 in all) were asked to define the term “value-based care.” While the term “value-based payment” was broadly agreed on, experts could not come to a consensus on the meaning of value-based care reports FierceHealthcare. “In addition to these specific gaps in communication, the study highlighted just how valuable it can be for industry leaders to convene with others who may not share the same perspective,” says Meredith Williams, M.D.

Health plans can prepare for  value-based care by fostering better communication with internal and external stakeholders. As Williams points out above, sitting down with other experts in the industry to get on the same page is a powerful — and unprecedented — move. 

2. Transparency

Alongside value-based care runs another initiative: transparency. Real-time access to crucial medical details, patient access to data, and upfront pricing are goals associated with successful value-based care programs. 

True transparency is only possible when health organizations have a firm grasp on data. Yet interoperability remains a struggle: 74% of respondents in this survey list the “ability to aggregate and share information as an extremely important need over the next three years.” By 2020, 59% of healthcare payments will be from value-based care models, and that means health plans need to work now on integrative data strategies. 

A shift towards transparent practices can directly affect your health plan’s relationship with providers. The ability to collaborate with elements of the healthcare trifecta (patient, provider and payer) will grow increasingly important for health plans seeking to thrive in a value-based care environment. “If value-based care is about aligning what works best for the patient to a hospital’s financial incentives, then insurers and providers must work together to create the best outcomes,” writes Healthcare Finance

3. Technology

With communication and transparency as actionable goals for health plans seeking to prepare for value-based care, technology is a third and crucial piece of the puzzle. With the right technology solution, health plans can improve communication and engagement with key stakeholders while promoting more transparent data practices. “Data is much easier to connect with when you are able to see it in real-time,” notes Jason Medlin, ClarisHealth VP of Marketing & Business Development. 

Investing in IT and technology to foster innovation was a featured conclusion of the Deloitte report “The Health Plan of Tomorrow.” Switching from volume to value in healthcare models will require a sophisticated technology strategy. The goals of value-based care programs — largely focused on access to patient care data — are not currently achievable at many health plans. 

The fastest way to transform? Technology, says Healthcare Finance. A comprehensive payment integrity solution should also provide a way of interpreting big data to transfer into actionable insights. “Once an organization has its data and is able to analyze it, it can then pinpoint opportunities for changing the practice to improve efficiencies without compromising quality outcomes — and for improving patient care overall.”

The Healthcare Trifecta Matters More Than Ever

Payers, providers and patients make up what we refer to as the “healthcare trifecta,” and the effectiveness of this relationship directly correlates with the success of value-based care models. Even as payers and providers work towards improved collaboration and communication, health plan members also  seek more ready access to information. Health plans who focus on supporting and improving their relationships with providers and patients are poised to adopt value-based care more successfully.

Talk to ClarisHealth about how Pareo®advanced payment integrity technology is helping health plans successfully implement their digital-first strategies. 

Communication Makes Digital Transformation Work

Communication Makes Digital Transformation Work

What happens after you choose a payment integrity solution? Learn how communication factors into successful digital transformation.

Chances are, your health plan is undergoing some type of digital transformation this year, and you’re not alone. A recent survey of business leaders cites digital transformation as their #1 concern in 2019. And it’s highly probable your health organization is concerned about technology adoption. Especially since, so often, a technology solution promises to be the “one thing” that “saves” you. 

But the truth is, once a health plan has selected a payment integrity solution, the real work begins. Experts agree, the technology you choose can only be as good as the business plan behind it. One key element to successful business plans and digital transformation strategies? Communication. 

While your technology vendor’s implementation team can be a big support in this transformative process, successful user adoption is dependent on how well your organization communicates. We know digital transformation is no easy task, especially for businesses born before the digital era.

“Large companies that have long histories and extensive operations could find it particularly difficult to adapt quickly to competition posed by younger companies that digitize products and services or use technology to operate more efficiently.” 

Mark Beasley, professor at N.C. State’s Poole College of Management and director of the Enterprise Risk Management Initiative

Like Turning a Large Ship Into the Sea

The risk associated with being unable to transform to digital operations is high, yet the ability to successfully do so has little to do with technology, say some. Authors of this Harvard Business Review article suggest that the strategies for successful digital transformation involve good, standard business practices like consistent communication and thorough change management skills. 

“Fundamentally, it’s because most digital technologies provide possibilities for efficiency gains and customer intimacy. But if people lack the right mindset to change and the current organizational practices are flawed, DT (digital transformation) will simply magnify those flaws,” say the article’s authors, each a business leader with experience at various organizations. 

Dr. Mark Beasly told the Wall Street Journal in a recent article that digital transformation is like “turning a major ship into the sea. It’s not a small business, it’s much harder and more complex for companies.” And when the industry isn’t innately modernized, the push for digital transformation feels vital to a company’s success. With all these factors at play, a health plan has to be able to ensure they can adopt technology successfully in order to survive. 

Ready for Digital Transformation

What should a health plan have in place prior to technology implementation? Here are three things a health plan can do to prepare for adopting new technology and set themselves up for success:

1. Solicit broad feedback.

When making your technology decision, did you ask — at all levels of the organization — what employees thought? Did you learn what problems a technology solution needed to solve? This is useful prior to selecting a technology but can still be done at the onset of implementation.

2. Select a tech solution that aligns with business strategies.

Already engaged a technology solution? Hopefully it aligns with your organization’s strategies. Implementation is the time to ensure that you have clear business strategies and that they are communicated as goals to your health tech vendor.

3. Continue Communication

Adopt the model at businesses that successfully “disrupt” the norm. Support continued communication with all stakeholders, which includes all leaders and end users. Acknowledge that some end users may fear being replaced by technology and offer assurances as to how the tech solution will help them. 

The most important realization a client can have during implementation (if not before) is that adopting a new technology is a business strategy that involves every member of their organization. Because of this, communication remains an ever-present and highly important factor in digital transformation at healthcare organizations.

Communication Shouldn’t Stop After Implementation

Post-implementation offers opportunities to keep up the communication gains that make digital transformation successful. 

Keep in mind that it isn’t unusual for enthusiasm to wane after implementation; users are still adjusting to new technology and digital transformation is not easy. Be sure to keep communicating milestones and celebrating victories long after go-live. 

Furthermore, organizations can leverage usage statistics to identify potential adoption hiccups. Communication is key to discovering barriers that could prevent full usage of a new technology. Perhaps additional training, process improvements, or improved functionality are in order. 

Keep Up the Communication

Here we are: it’s time to roll-out your new technology product. Do your end-users know what to expect? Or perhaps, implementation already has begun. In that case, does your tech vendor understand the problems they are solving? Do you? A communication plan for digital transformation is one way a health organization can ensure success. 

If communication is a struggle for you, the good news is that a transparent payment integrity platform like Pareo® makes it much easier! But you’ll get more out of your technology investment if you spend time committing to a communication style and schedule that works for you. Some popular communication styles at businesses include: 

Top-Down: Decisions are made by leadership and trickle-down to employees

Bottom-Up: Employees are engaged at the  initial stages of decision making

Early and often, regardless: An organization deploys consistent and constant communication through multiple channels

Communication is successful when it’s a strategic, ongoing process that Pareo or another technology solution can plug into. You can support digital transformation at your organization by communicating agreed-upon technology milestones (perhaps tied to financial improvements or other goals) and celebrate wins to maintain momentum. A healthy, supportive culture of communication transparency will always win the day.

Talk to ClarisHealth about how Pareo®advanced payment integrity technology is helping health plans successfully implement their digital-first strategies. 

Should You Build Your Own Supplier Management Solution?

Should You Build Your Own Supplier Management Solution?

Take our quiz to help you decide if build or buy is right for your health plan. 

By now, you likely realize that your health plan needs a way to manage the many third-party vendors that allow you to maximize recoveries and optimize costs. The question is, should you build a solution internally or buy one?

We routinely run across health plan stakeholders in the midst of customizing their claims editor and other resource-intensive but relatively manageable IT projects. Most recently, we encountered a health plan considering building their own vendor management solution. That they need a solution is understandable. That they plan to build it themselves begs the question, “Are you a health insurance provider or a technology company?”

You know building your own software is going to cost more than you budgeted for, your IT resources are already constrained, and your expertise may be limited. But if your needs are truly unique, why look for a flexible, robust technology solution created with the support of industry-wide insight when you could devote millions of dollars to a solution of your very own?

In all seriousness, building a software solution with the ability to plug into dozens of independently-operated platforms (as in the case of third-party vendors) requires some heavy lifting. Are you ready? Let’s find out!

Should You Build or Buy a Vendor Management Solution? The Quiz

To take this quiz, view the following slideshow and record your answers. 




Perhaps you’ve already tried to build your own IT solution, and it didn’t go anywhere. Or maybe you’re on the fence about building something that’s already on the market. However, you aren’t sure if what’s out there is really what you need. Not all vendor management solutions are the same, and we’ve learned that our clients appreciate the customization opportunities that Pareo® offers. In fact, we offer the ability for health insurance providers to completely outsource vendor management to us.

Because you’ve likely tried to build a software solution before, you may face internal pressure to just “make it work.” Here’s a helpful guide that discusses what it takes to successfully develop software (hint: It’s not simple). Borrow a page from tech company playbooks and take a realistic approach to any internal software development efforts.

You may – or may not – be able to successfully build your own vendor management solution. But it’s important to ask if IT development is really your true calling. Most health insurance providers we speak with develop internal software solutions as a means to an end. They quickly realize that the upkeep and maintenance associated with these insular solutions is not manageable. That’s because building an internal IT solution isn’t the same as buying one from a company whose sole focus is solving the types of challenges your health insurance company faces.

“Technology alone delivers no value. It’s the combination of a clear strategy, the right technology, high-quality data, appropriate skills, and lean processes that adds up to create value. Any weak link in this chain will lead to poor value delivery from IT,” writes McKinsey. As you evaluate whether or not to build or buy your own vendor management solution, consider all the elements at play. Technology alone isn’t enough; to be successful, you’ll need a force behind your internal IT development.

You are the healthcare insurance unicorn – an IT-heavy, resource-laden organization that really can build your own internal software. We would ask you though, why reinvent the wheel? If a great vendor management solution does exist, and can be customized, why not tackle a software development project for which there isn’t already an answer?

“Building custom software can unlock a host of benefits, but companies should only pursue that strategy if a) better software can provide a competitive advantage relative to your competitors, and b) you are building a large business that can spread the cost of a proprietary system over a large number of clients,” writes one Forbes contributor with experience on the matter.

Taking on a software development project like this may derail your small IT resources, who would be better focused on their core competencies. We suggest exploring solutions that are already built and extremely customizable, like Pareo®. Not only do we offer the technology you need to manage multiple third-party vendors, but we also walk small health insurance plans through the steps of payment integrity program creation. Still sound like a little more than you’re ready for? Consider completely outsourcing vendor management.

By outsourcing vendor management, you can quickly implement a successful payment integrity program that your IT department can plug into. Consider what qualifies as “good” when it comes to vendor management: “Good vendor management allows your organization to build a successful and stronger relationship with your suppliers or service providers.” Can you really do that if your time, attention and money are caught up in developing software to manage vendors?

Final Thoughts

In an age where customer-centric technology projects are increasingly consuming the insurance industry, building a supplier management solution yourself may just be a waste of time. We developed Pareo® to specifically address the concerns of this industry: Function, Flexibility, ROI.

In fact, it’s not uncommon for Pareo® clients to see a 10x return on their investment. Read our latest case study to learn more.

More from our blog:

What makes value-based care programs work? 3 keys to success

What makes value-based care programs work? 3 keys to success

Following up on our previous article, we look more closely at what successful value-based care initiatives have in common. It’s not all that surprising that one of our recent blog posts, Medicare for All: Should it be feared by health plans? has quickly become one of...

Communication Makes Digital Transformation Work

Communication Makes Digital Transformation Work

What happens after you choose a payment integrity solution? Learn how communication factors into successful digital transformation. Chances are, your health plan is undergoing some type of digital transformation this year, and you’re not alone. A recent survey of...