John, though using rapid diagnostic tests may be less efficient for you the way your organization is currently structured, can you invision a way to structure your organization so that you, the lab, and the patients can actually save time by using rapid diagnostics tests? Often when new technology becomes available, an organization must change somewhat for everyone to benefit from the technology.
I'm invested in three companies that make rapid diagnostics. My premise is that such tests are more efficient than lab tests and that their benefits will eventually be recognized by the medical mainstream.
I understand that the independent doctor is the most likely early adopter of this technology, but that the real sales will be to the HMOs. I also understand that most HMOs have their own labs and, like yourself, most MDs simply fill out a lab request for the patient and point them at the lab.
But when you look at the entire cost of the MD diagnosing the patient, the lab time, handling the lab results, and the patient revisiting the MD for an explanation of the results and any treatment, you can see how rapid diagnostics might be used to shorten this cycle and make the whole organization more efficient.
That's my reasoning, anyway. What do you think? |
