BPD unveils new healthcare enterprise growth system

Hospitals and health systems are under mounting pressure to grow, but those efforts remain fragmented across marketing, physician relations, workforce and philanthropy, with no unified strategy or shared data to connect them.

BPD Healthcare is launching the Healthcare Enterprise Growth System to help change that. The new platform integrates six core growth functions into a single operating model, powered by real-time market intelligence and a proprietary AI platform built on more than 240 million consumer records.

The goal: give health system leaders a direct, measurable line from investment to market share impact. BPD’s new system utilizes a proprietary AI-driven intelligence platform and the extensive network of MJH Life Sciences® and its dozens of medical media platforms. MJH Life Sciences acquired BPD last fall, and Chief Healthcare Executive® is part of MJH Life Sciences.

Jason Brown, CEO and co-founder of BPD, says the new enterprise growth system can help health systems overcome the fragmentation of different departments and use better data to drive meaningful change. Brown recently spoke with Chief Healthcare Executive Lead Editor Ron Southwick about the new system. The following transcript was edited for length and clarity.

Q: Let's talk about the Healthcare Enterprise Growth System. Do you see this as something that could potentially be a real game changer for hospitals and health systems?

A: “Well, we're certainly hoping so. BPD was the founder of our industry. Back in 2002, we were the first company to focus exclusively on hospitals and health systems. We've had the benefit of growing with the industry, becoming the leader as, candidly, hundreds of other companies sort of entered the space.

“But even as a pioneer in the industry, we were also always known as the innovator in the space. And it's really simple to innovate. I consider the calculus something like, listen to your clients. Continue to be two steps ahead of what they need. And we've been listening for the better part of 25 years, and the thing that we really heard from our clients is we need to move faster. We need to have something that is much more bankable for our C-suite. We need to work in a less fragmented, siloed manner. We need to drive more results, better results, bigger impact, with the same or fewer resources. And we need partners, or a partner, that can put all that together for us in a way that is really empathetic to what our reality is.

“We feel very blessed every day. We walk the halls with our clients. We're in the corridors of hospitals and health systems across the country. So we've had an insider perspective, and we believe that the growth system is really something that, while BPD created it and will be transformative for the industry and all ways and forms, it's really something that we believe that our clients in the marketplace really created.”

Q: What makes this new enterprise growth system so different?

A: “I think that historically and by no fault of their own, marketing, communications, reputation management teams are not able to, and don't work, in a very integrated manner across their organizations. Some do, but they're the exception. Usually, marketing is doing one thing, and then physician relations is doing something, sort of parallel pathing. And then you have workforce and HR and then philanthropy, community impact and donors.

“This system puts it all together into one operating system, if you will, with institutional trust at its core, that is directly and measurably related to market share growth. Hospitals, health systems …. their people don't suffer from lack of hard work. They all work very, very hard, but they don't all work very, very connected. This system puts it all together.”

Q: Just to put a bow on it. What are the key things you want healthcare leaders to understand about this new growth system and its capabilities?

A: “For the first time ever, you're going to be able to pull one lever, give one mandate. I want to have an enterprise growth initiative for, let's call it oncology, and you're going to be able to actually move market share. That is a game changer.

“That is not hey, maybe we should do an oncology campaign, or a subsurface of an oncology campaign, and maybe we should do some PR about that, and maybe we should, you know, recruit some physicians. There is one coordinated effort to actually move market share. That is a game changer. It's measurable. It'll be impactful, and it'll be a new way of working completely, to stop thinking about marketing and communications as a place where they do stuff. They have deliverables. They show you KPIs that might not scratch the itch of the C-suite.”

“The time is now to start repositioning marketing communications as the chief go-to-market officers and their teams, and have them be responsible for movements in market share, in a really meaningful way, a very accountable and a very measurable way. That's what we're really talking about, and that's very different than the disconnected system of working in silos with fragmented, oftentimes good results, in silos. But it's very hard to move the organization quickly towards a growth of not just survival, but of thriving, in this current mechanism. This is a different operating system completely.”