A few weeks ago, Kym White, Global Sector Chair of Health, published a sobering perspective about the widening gap in trust among the general and informed public. In the U.S., people trust healthcare less than nearly all other industries — with healthcare leading only over financial services in levels of public trust.
Despite a decrease in trust in pharmaceuticals and biotech, this year’s survey saw an increase in public trust among hospitals/clinics and insurers, perhaps pointing to the impact that increased access to healthcare and the Affordable Care Act has had on U.S. consumers.
On May 11, Edelman Chicago and MATTER—a healthcare and technology startup incubator based in Chicago—hosted the 2016 Edelman Healthcare Trust Barometer breakfast, which brought nearly 100 attendees from across the industry into a lively discussion about the significance of these findings, and a clear need for increased collaboration among stakeholders across the industry.
“To solve problems, we can’t point fingers. We have to collaborate with partners to communicate and address the issues, and that is where we will see progress at improving trust among patients,” said Jim Robinson, president, Astellas Americas, and panelist for the morning’s event.
Following a presentation of key survey findings, Jim Robinson, president, Astellas Americas*, Paul Gerrard, vice president of strategic communications, The Blue Cross Blue Shield Association* and Steven Collens, chief executive officer, MATTER discussed their take on the results, and what needs to be done to address public trust.
What is it about healthcare that makes Americans distrust this sector?
Jim Robinson: There is an interesting dichotomy for pharma compared to healthcare as a whole. When I choose an over-the-counter product, I trust myself to make the right decision. When you are getting a pharmaceutical product, there are all these intermediaries, including the physicians, pharmacists and insurance companies who you have to trust will make the right diagnosis, prescribe the right treatment, fill it correctly and reimburse for it. A lack of engagement in the decision-making process—in diagnosis, treatment and cost can contribute to an overall lack of trust or anxiety.
Given challenges in securing trust in this industry, how can we inspire new companies and entrepreneurs to take the plunge and innovate in the space?
Steven Collens: In the early 2000s, biotechs were emerging as a dream—something really cool that could help solve problems in the world for patients. Started by entrepreneurs and scientists, the public’s perception of biotechs was that they were much purer than these giant pharma companies who were making pills to make money.
We try to facilitate in the healthcare startup space that same spirit and vision—entrepreneurs want to change the world, and they are passionate about using new technologies to improve healthcare in one way or another. Most entrepreneurs here at MATTER have specific reasons for choosing healthcare—which is why we call it “MATTER.” These people are so passionate about building businesses and changing the world to do something that matters.
With increasing attention on rising costs for healthcare coverage, are you concerned with the increased trust factor in insurance companies going down in the coming year?
Paul Gerrard: We think about this all of the time. When critical issues are raised which impact the delivery of quality and affordable care, we conduct consumer research to get to the heart of the issue and frankly discuss what is driving costs and other problems in our delivery system. We are also very careful that we don’t point fingers. While we consciously know the Blue Cross Blue Shield brands represent security and stability for millions of Americans, we recognize that we can’t always resolve issues on our own. Our job is to recognize the problem, roll up our sleeves and work with the government, industry partners and others to address these issues on behalf of all Americans.
How can leaders play an active role at helping their employees be advocates for their company?
Jim Robinson: Everything starts at home. At Astellas, we say, “everyone should be singing from the same hymnal.” Every employee should be able to speak to the values of the company—what do we stand for, what do we care about, and what is our view about how we impact local and international communities?
Paul Gerrard: We spend a lot of time working with colleagues across the Blue Cross Blue Shield system on how to consistently communicate what we are doing to make it easier for consumers to access quality and affordable care. We talk to both our employees and the public at large as much as we can about what we are doing to make communities across the nation happier and healthier.
Steven Collens: The MATTER brand is a function of our entrepreneurs, so our role is to empower them in lots of different ways to have their stories told. These stories are compelling, and not dissimilar from the spirit and innovation of scientists who are discovering new treatments at pharmaceutical companies. At the core of what we do is to ask ourselves, “How do we use our brand to help our entrepreneurs and our partners stay committed to the development of new technologies?”
Will Collie is general manager of the healthcare practice in Chicago.
* Edelman client