To compete effectively with new, nontraditional market entrants, healthcare organizations need to shift their planning focus, asking “how is the customer doing” and finding solutions for consumer needs, rather than “how are we doing” relative to symmetrical competitors and benchmarked satisfaction scores.

Disrupting healthcare starts with understanding the basic building blocks of change and how others have responded to competitive disruption with new business, operating, and service experience models of their own. Among the building blocks are three major technology forces.