I recently met with C-level executives at a Fortune 100 company. I shared with them what I’ve learned from experience – that most employers are not as in touch with the healthcare needs of their employee populations as they could be.
I made a bold prediction: “You probably have someone at the executive level who has a chronic disease – or cares for someone with a chronic disease – that is not covered by your insurance. They’re probably living in a small apartment, or otherwise struggling to get by – even with an executive salary.”
They respectfully disagreed with my prediction. But there was a third person at the table and that person scribbled a note to the executive and the executive said: “Looks like I’m wrong.” There was a VP who was living out of his car because he was paying for his mother’s cancer treatments and a grandparent’s diabetes
My point is that this is more prevalent than people know. And the stakes are higher than simply wanting to maximize the ROI of a benefit plan. The stakes are people’s lives.
This is the fourth article in a series on individuality and inclusion in healthcare, pulling largely from interviews I conducted and sessions I attended at the HLTH: The Future of Healthcareconference in Las Vegas in May.
The first article dealt with how organizations can turn individuality into better outcomes by ope-rationalizing inclusion. The second article examined how we can embrace individuality without making people feel or be vulnerable. The third article explored some innovations in individuality across the continuum of care.
Throughout this series, I’ve been sharing some of the indicators I use to help companies assess their own readiness to ope rationalize individuality and inclusion within and throughout their enterprises. As I’ve mentioned before, I do that because I know from experience that without strategy, change is merely substitution, not evolution.