Table XI Blog

Product Innovation

Remote therapeutic monitoring (RTM): why a human-centered approach builds healthy patients outcomes

The promise of remote therapeutic monitoring (RTM) solutions is a big one: make care more accessible, more cost-effective, and more impactful, and deliver it in a way that generates data that can inform future treatment recommendations.

Many leaders in digital health recognize this potential and have an incredible vision for how their solutions will transform people’s lives.

The only problem, in many cases, is where to start. And it’s not a small problem. In fact, it can be paralyzing. It can also spur leaders to choose a starting point at random, which can lead to months of work that doesn’t translate to better outcomes for your users and doesn’t bring your vision any closer to reality.

So what's the alternative? A human-centered approach. Here’s what that looks like in the context of RTM solutions.

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4 Lessons learned and key advantages to building RTM and RPM solutions

Remote therapeutic monitoring (RTM) and remote patient monitoring (RPM) are poised to transform the field of digital health in the coming years, thanks to new CPT codes that let clinicians get reimbursed for prescribing these solutions, among other market forces.

The power of these solutions lies in their ability to both motivate patients to adhere to treatment protocol and track that adherence to generate a rich source of valuable health data – two features that, together, create a closed feedback loop.

As we’ve mentioned elsewhere, the data that RTM and RPM solutions generate will have a transformative impact on the healthcare industry, giving clinicians the ability to track the success rate of various treatment plans for people with various physiological characteristics and ultimately prescribe treatments with much greater confidence in their likely outcomes.

In this piece, I’ll dive into why that’s true, examining key lessons from our past work developing RTM and RPM solutions and the advantages of those solutions that work uncovered.

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Remote patient monitoring and product innovation: building digital products with empathy

Remote patient monitoring (RPM) has enormous potential to improve health outcomes. By tracking physiological indicators on an ongoing basis, RPM solutions make it possible for clinicians to get a longitudinal view of their patients’ wellbeing, which significantly increases their ability to recommend therapeutics and treatment plans to improve health.

That vision can only be realized, though, when patients regularly engage with RPM solutions, meaning that they use them as directed so the solutions can gather enough data to accurately represent a patient’s condition.

A key challenge for those developing RPM solutions, then, is finding ways to inspire patient adherence. To do that, innovators must start with empathy. Here’s what that looks like in product innovation for the RPM space.

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A tipping point: 4 market forces driving digital health’s RTM & RPM

It’s an exciting time in the world of digital health. After more than a decade of incremental progress toward streamlined, outcome-based care, we’re starting to see a much faster acceleration of technological advances, behavioral changes, and policy shifts.

One immediate impact is that remote therapeutic monitoring (RTM – in which patients use digital tech to track their adherence to treatment protocols) and remote patient monitoring (RPM – in which patients use digital tech to track physiological conditions) are poised to go mainstream, with the potential to unlock a new era of data-first healthcare.

But RTM and RPM are just the beginning; as these solutions evolve and scale, their use will generate a layer of raw data from which providers can derive insights that make it possible to deliver personalized medicine at scale. To understand how we got here and how we leap forward, let’s take a look at four key market trends enabling and shaping the RTM and RPM space.

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How to drive product innovation in digital health, RTM and RPM

In my last piece, I explained how market forces are aligning such that RTM (remote therapeutic monitoring) and RPM (remote patient monitoring) solutions are poised to take off, laying the groundwork for a future of healthcare where it’s possible to deliver personalized health solutions at scale.

To get there, though, we first need lots of people to use RTM and RPM solutions so we can generate enough data to drive the kinds of insights that let us personalize healthcare. And to drive near-universal adoption rates, we have to create the kinds of experiences that people actually want to use.

TXI helps health and health tech companies create and launch solutions that provide a higher level of care. Read on for a sense of how to invest in RTM and RPM innovation in a way that consistently drives user adoption and improves patient outcomes.

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Work toward speed to value, not speed to market

Most companies are created to deliver a product or service, and then they’re built up to manage their operations at scale. This approach isn’t as pragmatic as you might think, as it misses opportunities to create new value for customers and for the company.

To help companies realize their products' ultimate potential, we developed an approach that's focused on building value as much as it is building custom software.

Rather than pushing to ship minimum viable products (MVPs) out as fast as possible, we aim to deliver products that continuously improve over time and help create new value––social, economic, or both––for our clients and their end-users.

To help you understand how you can do this at your own organization, let’s dive into the idea of “speed to value” and why adopting an approach informed by design thinking yields more value than traditional Agile development strategies.

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How to shape and develop ideas to create value

Clients come to us not just to build software but also to help them understand what software to build––and whether they need to build software in the first place. In cases where we determine that a client does need new software, our first job is to determine what they (and therefore their users) need.

Our goal is to create something new that becomes widely adopted by our client’s end users and creates significant value––both social and economic. In this piece, I’ll explain how we do that by breaking that goal into three parts: creating something new, ensuring wide adoption and creating significant value.

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Q&A on with Antonio García on design thinking at TXI

In this post, we hear from Antonio García, TXI’s Head of Design, about how design thinking drives the work TXI does and what an organization can expect when they partner with TXI.

Q: Design thinking isn’t a new concept, but its application to software development is relatively rare. What’s going on there?

Not only isn’t design thinking a new concept, it’s one that’s received a lot of attention, to the point of being trendy, almost. There’s been a lot written about its application in consumer packaged goods, consumer electronics, physical products and service models, things like that.

But there isn’t as much discussion of design thinking applied to software and custom software. There are probably many reasons why, but one is likely that the dominant paradigm in software development in the last few decades has been agile, and agile systems aim to produce working code. Agile is very output-focused.

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How any business leader can consistently drive innovation

For business executives, innovation can feel like a white whale. You know you need it to keep up with an ever-changing world, but it’s often frustratingly elusive. Do you need more creative people? An office space that inspires innovation? Different collaboration software?

While those things can help, they’re far from the most important.

In my experience, organizations can consistently drive innovation when their teams adopt the right mindset and show up with the right behaviors. Here’s a look at how to bring these behaviors and mindset to your organization to become the leader whose teams consistently add new value.

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Bad ideas are part of the plan: Working differently to build custom software

The chemist Linus Pauling is credited as saying, “If you want to have good ideas, you have to have many ideas. Most of them will be wrong, and what you have to learn is which ones to throw away.” 

That last part sounds almost glib, but knowing which ideas to throw away is no small thing, especially in the world of custom software development. Our clients invest significant time, energy, and money into building products to make their users’ lives better. We have to ensure the ideas they invest in are the right ones.

And we do—in each and every engagement. We’re able to repeat our success because we’ve adopted a way of working that lets us consistently create new value for our clients and their users. Here, I’ll explain that way of working.

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