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The Future of Healthcare Trends Report

An industry strategic foresight trends report.

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  • Healthcare organizations are overwhelmed by the unprecedented challenges and disruptions caused by three years of responding to the COVID-19 pandemic.
  • Health IT leaders must learn about new trends and technologies to help providers provide excellent patient care.
  • Transforming existing clinical workflows requires alignment between healthcare administrators and health IT leaders.

Our Advice

Critical Insight

Healthcare organizations must strengthen existing capabilities to advance digital transformation, prioritizing automation, connectivity, and flexibility to advance positive patient outcomes.

Impact and Result

This trends report will:

  • Guide healthcare organizations through options to digitally transform service delivery.
  • Help identify and prioritize viable trends that can transform patient care and improve healthcare services delivery.
  • Highlight the potential impact of health IT trends for healthcare business leaders.
  • Provide a scan of feasible IT trends that will be important to continue to transform patient care.

The Future of Healthcare Trends Report Research & Tools

The Future of Healthcare Trends Report – This report highlights three transformational healthcare industry trends to guide business and IT leaders through digital transformation into the more automated, connected, and flexible future of healthcare.

This trends report will provide insights on the technology opportunities and challenges that will support the business imperatives emerging in the healthcare market. This report builds the enabling capabilities required for transformational change that reflects the signals and drivers for the future of healthcare.

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The Future of Healthcare Trends Report


The image contains a picture of Jenifer Jones.

Jenifer Jones

Research Director


Info-Tech Research Group

Analyst Perspective

Healthcare organizations are facing tremendous strain as they provide care for an aging demographic and respond to the pandemic. Patients are expecting more technology-enabled care options. New entrants into the healthcare marketplace such as Oracle, Microsoft, Amazon, and Apple are poised to transform healthcare delivery. Health IT leaders must know which innovations and trends will influence providers and administrators. This trends report is focused on how healthcare service can be improved with broader technology adoption to transform and become more automated, connected, and flexible.

Info-Tech’s approach focuses on an analyst’s investigation of strategic foresight, a methodology that helps the IT department and the business process what is happening in the organization’s external environment in a way that guides ideation and opportunity identification. As a methodology, strategic foresight flows from the identification of signals to clustering the signals together to form trends and uncover what is driving the trends to determine which strategic initiatives are most likely to lead to success at the industry level.

Executive Summary

Your Challenge

Common Obstacles

Info-Tech’s Approach

  • Healthcare organizations are overwhelmed after three years of responding to the unprecedented challenges and disruptions caused by the COVID-19 pandemic.
  • Health IT leaders must learn about new trends and technologies to help providers provide excellent patient care.
  • Transforming existing clinical workflows requires alignment between healthcare administrators and health IT leaders.
  • Healthcare administrators often make the mistake of dismissing the role of IT when pursuing transformational changes.
  • Health IT leaders must respond to unprecedented demands with reliable and secure service delivery.
  • Identifying and considering viable technology trends is often a de-prioritized task for Health IT leaders, but it must remain a priority so they can continue to innovate.
  • Guide healthcare organizations through options for digitally transforming service delivery.
  • Help healthcare organizations identify and prioritize viable trends that can transform patient care and improve healthcare service delivery.
  • Highlight the potential impact of health IT trends for healthcare business leaders.
  • Provide a scan of feasible IT trends that will be important to continue to transform patient care.

Info-Tech Insight

Healthcare organizations must strengthen existing capabilities to advance digital transformation by prioritizing automation, connectivity, and flexibility to advance positive patient outcomes.

Healthcare is positioned to transform in the post- pandemic world

Leverage learnings from the response to the pandemic to continue to reshape the digital delivery of healthcare services.

Triple Aims


Progressive models of patient care are focused on prevention, a transition from standardized clinical models to personalized medicine.

Changing payment models. The focus is shifting focus from fee-for-service to value-based care that is centered on patient outcomes rather than transactional visits.


Patients want a responsive culture. Many healthcare organizations are struggling to provide patients with a reliable digital experience that meets the expectations of the digital age.

Patients want to own their data. Healthcare organizations are struggling to provide patients with accurate information about their treatment, care, and costs.


Exploit technology gains obtained during the pandemic to redefine care provision.

Analyze capacity and demand to match needs. During the pandemic clinical and non-clinical staff developed and refined virtual care delivery. Refine expectations related to the use of AI to improve real-time care.

The future of healthcare is virtual

Healthcare organizations are under extreme pressure to deliver more with less. Digitally transforming healthcare presents an opportunity to provide care in a more sustainable way. Healthcare organizations that were slow to adopt virtual care pre-pandemic will have to ramp up and seize new opportunities to provide care in more accessible, tech-enabled ways to take advantage of gains created in virtual care during the pandemic.

Old School ways [Pre-pandemic]

Explosion of Virtual Care [2020-2023]

Healthcare of the future

Current state – slow rate of progress and pace of change: Mid-step – new heights of virtual for non-acute care: Ideal state – fully integrated digital healthcare ecosystem enabling care excellence:
  • In-person care provided at an acute care hospital, skilled nursing facility, or primary care office.
  • Inflexible and a mix of digital and paper-based referral processes.
  • Expensive and complex flow of data/interfaces through EHR, EMR, and digital charting systems.
  • Interoperability is limited in scope within regional health authorities, hospital networks, and primary care offices.
  • Limited expansion of virtual care offerings.
  • Active awareness of virtual care options and impactful initiatives such as contactless visits with providers and personalized care.
  • Intense stress on healthcare workforce: 55% of frontline healthcare workers report burnout, with the highest rate of 69% among the youngest staff.
  • Healthcare organizations are fighting to support their employees and retain clinical talent (“Future of Health,” Deloitte, 2022).
  • A proactive approach for high-value implementations that support revenue diversification.
  • Patient care that is omnichannel and hyper-personalized.
  • Technology-enabled healthcare that is focused on the patient rather than the system.
  • Technology solutions that are configurable and adaptable based on previous patient care encounters, convenience, and patient experience preferences.

The Virtual Care Perspective: What trends open the door to the ideal state for healthcare?

The future of healthcare is…




  • Attracting and retaining staff is a pervasive challenge for healthcare organizations. Identifying and using the right amount of automation can help them provide better patient care while retaining qualified staff.
  • Leverage automation and virtual care to create effective care environments and differentiate the patient experience from that of competing healthcare organizations.
  • Focus automation on the patient experience, creating value and building positive outcomes for patients.
  • Expand connected care by integrating valuable information from EHRs onto mobile devices such as tablets, watches, and cellphones.
  • Patients want more freedom to decide where to receive care. Patients who are supported by virtual care can be served using different modes of care such as telehealth, teleconsultation, telemedicine, etc.
  • Experiment with new forms of virtual care that can help patients connect with providers without having to go to an acute care center. Develop workflows that support high-quality home care.
  • Providers are seeking adaptable patient care options enabled by reliable medical devices.
  • Care plans are enabled by personal devices that are secure and intuitive and support hyper-personalized care plans.
  • Integrate consumer apps that remind patients to take medication, support lifestyle modification, and provide a connection to patient communities.

The Future of Healthcare: Foundational IT Elements

The business requires LEADERSHIP from it for digital transformation to succeed


The development of an advanced data analytics platform to support data-driven patient care is the foundational step necessary to support core transformation initiatives.


A robust cybersecurity program supporting internet of medical things (IoMT) implementations is critical to ensure organizational information and assets are protected against the onslaught
of various forms of attack.


Deployment of mobile devices and applications to assist providers with near-real-time data to support their daily operational tasks is essential to realize the benefits of the digital transformation of patient care.


A hybrid integration framework to support various integration patterns such as on-premises to on-premises, on-premises to cloud, and cloud to cloud is key to enabling health IT capabilities.


Manage technical debt through developing practices that support a resilient technology infrastructure. Implement an infrastructure that will enable your organization to adopt new technologies.


Supporting a significant digital transformation requires an adaptive, committed, and skilled team. IT leaders must have the confidence that their team will support major technology implementations.

Healthcare: Three Enabling Trends


Patient engagement increased by IoMT devices

The integration of mobile into patient care toward an omnichannel approach opens the door for an integrated and holistic patient experience. Expansion of core networks to 5G and 6G connectivity will support healthcare organizations in deploying more IoMT.


Continued health system consolidation

Larger healthcare organizations that have managed to diversify patient offerings and have thrived during the pandemic are now expanding and looking to acquire smaller healthcare providers and expand service delivery.


Personalized medicine appealing to demographic changes

Expanding virtual care into the realm of greater home care enabled by technology is estimated to reduce care costs by 30%. Clinical outcomes are improved and facilitate shorter average stays in acute care settings.

Next Step

Leveraging the Trends Report as a Key Input




IT Strategy

Digital Strategy

Leverage this trends report for priorities that drive measurable top-line organizational outcomes and the unlocking of direct value.

The future will bring more trends and technologies, making it pivotal that your healthcare organization continue to establish itself as the disrupter and not the disrupted. You must establish a structured approach to innovation management that considers external trends as well as internal processes. Info-Tech’s Define Your Digital Business Strategy and Build a Business-Aligned IT Strategy blueprints give you the tools you need to effectively process signals in your environment, build an understanding of relevant trends, and turn this understanding into action.

Trend 01

Internet of Medical Things

Investigate opportunities to integrate devices that will support convenient patient care.

An expansion of connected devices is driving innovative healthcare

IoMT represents a combination of inter-networked medical devices and applications used in medical and healthcare settings

  • An expansion of IoMT encourages preventative care models. The estimated market work of the IoMT in 2022 is $158.1 billion (“Medtech and the IoMT,” Deloitte, 2021).
  • In expanding their monitoring of chronic conditions, 60% of healthcare organizations surveyed in 2021 indicated they have integrated some form of IoMT in their patient care (Complex & Intelligent Systems, 2022).
  • Healthcare organizations can create new ways of triaging and referrals between remote and in-patient care. Growth in IoMT, bolstered by consistent investment, is also driven by an aging population that is demanding more technology-supported healthcare options.

Venture funding in digital health companies ballooned from $14.9 billion in 2020 to $291 billion in 2021 – a 1,853% year-over-year growth rate.

Source: McKinsey & Company, 2022

Categories of IoMT used to deliver patient care

Wearable Devices

  • Movement detectors and sensors
  • Pulse oximeters
  • Drug pumps

Implantable Devices

  • Swallowable camera capsules
  • Embedded cardiac devices
  • Implantable electrical devices
  • Implantable nerve electrodes

Ambient Devices

  • Motion sensors
  • Room temperature sensors
  • Pressure sensors
  • Daylight sensors
  • Door sensors

Stationary Devices

  • Imaging equipment
  • Computer tomography
  • Magnetic resonance imaging
  • X-ray
  • Ultrasound
Sources: Birlasoft, 2021; Complex & Intelligent Systems, 2022


What we are seeing

A drive to create an innovative and connected healthcare system

How important is digital transformation to healthcare organizations?

90% of hospital and health system leaders indicated that responding to the pandemic expedited their digital transformation goals and has caused them to reconfigure their IT service delivery model.


Why you should care

$42.5B by 2027 will be driven by investments in software that supports IoMT, including data analytics, network security, application security, remote device management, and bandwidth management (Complex & Intelligent Systems, 2022).

23% of US adults met the federal physical activity guidelines for exercise in the past 30 days. Patients are seeking fitness and wellness apps to control negative lifestyle behaviors (CDC, 2020).

$14B in venture capital dollars flowed to US digital health companies. There were 440 deals announced in 2021 alone (HIMSS, 2021).

The image contains a screenshot of a graph to demonstrate how IT services are adopting drive digital transformation.
Source: HIMSS, 2021

Benefits and Challenges


  • Better patient outcomes
  • System collaboration
  • Convenient care
  • Improved communication pathways between patients, providers, and payers using IoMT devices for specific use cases such as chronic disease management, drug management, and lifestyle monitoring serve to bolster the aims of prevention and value-based care.
  • Expanded integrations and the virtualization of more care pathways will require a high degree of collaboration between providers and digital health innovators. Collaboration across key stakeholders in a healthcare system improves health research and enables the delivery of innovative care.
  • Empowered decision making draws on expanded analytics to improve convenient care. More data is being generated by connected devices and integrated into systems, and this data can be mined, managed, and analyzed to empower improved decision making.


  • Cybersecurity
  • Data storage and retention
  • Trust
  • Interoperability
  • Implementing more IoMT comes with significant cybersecurity risks as it increases the attack surface for potential hacks and breaches.
  • Data storage and retention of essential data points will require a flexible data strategy that is integrated and responsive to the maintenance needs of expanding data sets, presenting a challenge for healthcare leaders.
  • High levels of privacy assurance for the data collected by IoMT devices is critical. Preserving trust in the data that is being used will require collaboration between providers and IT.
  • Interoperability between patients, providers, and payers must be a priority and can be facilitated by open platforms that conform to commonly accepted data exchange standards.

What the expansion of IoMT trend means to Info-Tech members

Healthcare business leaders

Health IT professionals

  • Identify the right mix of IoMT for your healthcare organization to enable experimentation and innovation.
  • Expand the IoMT footprint with the objective to reduce prices related to providing direct patient care.
  • Continually evaluate emerging technologies that will help your organization pursue a more connected, adaptable, and efficient healthcare service.
  • Develop a patient data protection plan when expanding IoMT. There is a pervasive need to adopt due diligence related to patient privacy and security when exploring workflows and patient care.
  • IoMT is rife with cybersecurity concerns related to the viability, feasibility, and longevity of applications.
  • A future adoption of advanced communication technologies will require improvements in network connections to maintain synchronization and processing. Edge cloud and 6G networking solutions must be investigated and implemented in a way that facilitates a greater adoption of IoMT.
  • Big data processing combined with cloud hosting represent an opportunity and a challenge. Healthcare IT leaders must be prudent when evaluating the terms and conditions they are signing on to with vendors to ensure there is adequate protection of patient data and that extraction of data from a cloud platform is not prohibitive to providing excellent patient care.


  • As healthcare organizations continue to learn from responding to the pandemic there are opportunities to continue to innovate and build further resilience by engaging with digital technologies aimed at making patient care more convenient and enabled by technology.
  • Identify next steps needed for your organization to change and adapt existing workflows and procedures to pursue automation, flexibility, and connectivity.
  • Evaluate how IoMT can improve processes that are outdated, ineffective, and costly. Investigate how big-tech entrants into the marketplace such as Apple can transform the way that doctors and nurses work with their patients.

“Accelerating digital/care model convergence comes down to demand, access, and cost efficiency. If you’re a patient in a small town or rural area you may not have access to the specialist or facilities you need. And, in many parts of the world, healthcare funding is limited, as a result, health systems need to maximize limited resources. The best care is integrated care, with the right resource being applied at the right time by a care giver who is practicing at the top of license with technology as an enabler to that care. Digital transformation creates an interoperable superhighway to providing care everywhere.”

– Marc Perlman, Global Health Care Digital Transformation Leader, in “2022 Global Health Care Outlook,” Deloitte, 2021

Info-Tech Resources

Trend 02

Mergers and Acquisitions

Mitigate risks, create a strong culture, and keep lines of communication open.

A persistent move to consolidation

Consolidation will drive innovation in healthcare technology

  • Oracle acquired Cerner with the intention that the EHR platform will be the company’s anchor asset to expand its cloud business in the hospital and health system market. The Oracle-Cerner deal is valued at US$28.3 billion (Fierce Healthcare, 2022).
  • M&A activity in healthcare is directed to acquiring home healthcare companies. UnitedHealthcare acquired Louisiana-based home health group LHC Group for US$5.4 billion (PwC, 2022).
  • Microsoft intends to integrate Teladoc Health’s Solo platform into the Microsoft Teams application to create a unified practice solution that will support expanded virtual care workflows (Teladoc Health, 2021).
  • Consolidating physician groups are also driving M&A. There were 482 deals announced in 2022, with a value of US$5.7 billion supported by private equity groups that are growing their regional and national platforms (PwC, 2022).
The image contains a screenshot of a graph that demonstrates Private Equity Healthcare Deal Volume.
Source: KPMG, 2022

450 deals In 2021: Healthcare IT and software companies are driving M&A activity in 2022.
Source: Fierce, 2021

Hospital consolidation is a pervasive trend that has been supported by investment from private equity throughout the early 2020s.


What we are seeing

Mergers and acquisitions are challenging, but IT can be a proactive partner by consistently aligning IT goals with organizational strategic goals.

During the first half of 2022, the largest M&A deals were focused on digital capabilities such as digital care and expanding cloud-based platforms (KPMG, 2022).

63% of companies report that the success of their M&A activity is moderately or highly dependent on a successful digital transformation. Therefore, a priority to the business during a merger, acquisition, or divestiture process involves contributions from IT. Due to the collaborative nature of digital transformation, IT must have a seat at the decision-making table for digital transformation to be successful (“2022 M&A Trends,” Deloitte, 2022).


Why you should care

US$19.7 billion

Microsoft has purchased Nuance Communications, a leader in AI-based technologies, specifically voice recognition and natural language processing in healthcare settings. Nuance reports its tech is used by 77% of hospitals in the US.

US$12.9 billion

Spectrum Health and Beaumont Health joined in a “megamerger” that will create a health system of 22 hospitals, 305 outpatient facilities, and an insurance company.

US$13 Billion

UnitedHealth Group’s acquisition of Change Healthcare has been cited by the American Hospital Association, which alleges that there could be an unfair consolidation of healthcare data.

Source: Fierce Healthcare, 2021

The image contains a screenshot of a graph to demonstrate the M&A Healthcare Deals Announced in Q1 of 2022.

Source: KPMG, 2022

Benefits and Challenges


  • Communication
  • Financial preparedness
  • Common Architecture
  • Support deal planning and delivery by providing proactive and consistent communication throughout the M&A process. On the acquire side of a deal it is important that IT identify areas of overlap in roles in responsibilities and limit redundancies.
  • Plan and budget for costs related to pre- and post-deal. Strict scrutiny of finances is a key component of M&A, and it is essential that IT leaders can clearly articulate the major expenses within IT. Be prepared to speak to budget questions and assist in the due diligence phase of a deal.
  • Develop and sustain an in-house architecture practice that can accurately articulate the current technology environment. Sustaining an architecture practice will bring much-needed expertise to support a smooth transition between vendors and will support overall system transition.


  • Talent
  • Security
  • Influence
  • Maintain talent and ensure that your team has adequate resources. Depending on which side of the deal your team is on it is important to maintain in-house expertise to support the transition work. It is especially important to retain employees that have architecture expertise.
  • Compliance and diligence related to data security is a crucial role in the deal closing activities. The Department of Health and Human Services reported that healthcare providers and payers reported 619 data breaches in 2021, a 36% increase from pre-pandemic levels (PwC, 2022).
  • Often IT isn’t brought into an M&A deal early enough to plan for the size and complexity of the change. This problem is especially acute for geographically dispersed business units for whom collaboration and communication can be difficult.

What the mergers and acquisitions trend means to Info-Tech members

Healthcare business leaders

Health IT professionals

  • Develop a comprehensive strong strategic vision that is well communicated throughout the organization pre- and post-deal close.
  • Ensure that clinical and functional leadership is aligned with the strategic direction of the merged organization.
  • Identify and mitigate cultural differences between the two organizations and actively work to create a shared culture.
  • Clearly communicate the rationale for decisions about the structure of the organization especially related to executive and mid-level leadership.
  • Set explicit financial and non-financial goals to measure the success of the merged organizations.
  • Implement best practices beginning with the project management office and maintain clear milestones and targets to track the progress from transaction close.
  • The first 90 to 120 days are the most important to measure success of the deal. IT will be tasked with ensuring all significant technology capabilities, platforms, and applications are integrated.
  • Critically review all software contracts and applications with an aim to engage in an application rationalization process to streamline critical vendor contracts.
  • Develop progressive relationships and maintain open lines of communication with key stakeholders in the business.


  • Healthcare companies that take the time to carefully evaluate and identify where they can integrate technology-differentiated capabilities will be more successful and generate value.
  • Preserving positive relationships with key stakeholders and protecting core patient care delivery capabilities will be a key to success as the M&A process moves forward.
  • CIOs must be involved in the M&A deal conversation before the deal has closed to mitigate risks and provide accurate cost estimates.
  • Gathering and analyzing information about the organization will be repeated throughout the due diligence phase. It is acceptable to update assumptions, risks, and budget as new information is uncovered.
  • Consistent communication with the M&A team is required throughout the transaction, including the pre-deal and post-deal phases, to ensure that technology integration does not happen in isolation.

M&A strategy is a top priority.

“Companies, however, should not lose sight of the importance of pre-close planning and post-close integration. Deals are complex, thousands of decisions need to be made and executed, there are opportunities for deal leakage, and there is an imperative to deliver on the performance promises of the deal.”

– Mark Sirower, Principal M&A and Restructuring Services, in “The Future of M&A,” Deloitte, 2022

Info-Tech resources

Trend 03

High-Quality Home Care

Technology-enabled patient care at home presents an opportunity to revolutionize healthcare service delivery.

Home healthcare is transforming

A Revolution in Home care inspired by the expansion of virtual care

  • The pandemic demonstrated the value of home health services, and there is a persistent interest in expanding alternative care models that are more accessible to patients. In 2021 there were 142 home health and hospice M&A deals (PwC, 2022).
  • Significant investments are being made in Health and Human Services. For example, HHS is investing $55 million to increase virtual healthcare access and quality through community health centers across the United States (, 2022).
  • Home healthcare services are expanding. Post-acute, long-term care, infusions, hospice care, and dialysis are examples of care that could be safely delivered at home. US$265 billion in healthcare services that are currently delivered in clinics, facilities, and physicians’ offices could shift to home-based service delivery by 2025 (McKinsey & Company, 2022).

The image contains a screenshot of a diagram that demonstrates transforming patient workflows with virtual care.

40% More than 28 million Medicare beneficiaries used telehealth services in the first year of the pandemic.

Source: Office of the Inspector General, 2022

Funding for mental health solutions increased to $1.4 billion in 2020, and 70% of behavioral health providers indicate that they will continue to offer virtual health services into the future.

Source: HIMSS, 2021


What we are seeing

Reinventing home care is centered on improving patient quality, comfort, and convivence.

Adults in the United States over the age of 65 indicated they were more willing to receive home health services.

Between 15% and 40% of Medicare Fee for Services and Medicare Advantage spending is for services related to primary care, outpatient-specialist consults, emergency department and urgent care, hospice, and outpatient mental and behavioral health visits (McKinsey & Company, 2022). Many of these services are in demand since the beginning of the COVID-19 pandemic.

The image contains a screenshot of a graph that demonstrates Medicare service delivery type.


Why you should care

60% of patients expect to be able to change or schedule a healthcare appointment, check medical records and tests, and refill medications online (“Next frontier,” McKinsey & Company, 2022).

$265 billion or more of Medicare spending is expected to be directed toward home care by 2025 (“Next frontier,” McKinsey & Company, 2022).

$96 billion growth over the last five years. The home health care industry has grown at an annualized rate of 2.2% (IBISWorld, 2022).

50% of providers indicated that wearable technologies helped in monitoring their patients (HIMSS, 2022).

Benefits and Challenges


  • Convenience
  • Opportunities
  • Scalability
  • Home care that is convenient for patients and providers must be supported by technology that is intuitive and accessible. Supporting patients within the comfort of their home instead of in an acute care center will reduce overall healthcare costs.
  • An explosion of virtual care during the pandemic proved that there is a demand to move away from traditional forms of in-clinic healthcare. Opportunities exist to expand virtual care to preventative care models and leverage new patient monitoring technologies to patients with chronic conditions to enable informed treatment decisions. Furthermore, there is an opportunity to automate testing, tracking, and diagnostic tools.
  • Technology-enabled workflows that were used extensively during the pandemic must be tested and scaled without compromising quality. Home care must be provided in an innovative way that supports positive experiences for patients.


  • Capabilities
  • Talent
  • Access
  • Current care-at-home technological capabilities vary and range in sophistication. Patients and caregivers must be offered easy-to-use technologies, and there is an expectation that home care will be offered at a lower cost and higher quality.
  • It is essential that home care is supported by providers that are committed to offering high-quality, convenient home care. Home Health Care News reported that the current turnover rate is 64%, which represents a huge challenge for home healthcare service providers.
  • Healthcare systems are under a tremendous strain due to an aging demographic and responding to a pandemic. Access to high-quality healthcare in the home requires a highly technologically enabled workflow connecting an entire patient care team including physicians, nurses, personal support workers, and caregivers .

What the high-quality home care trend means to Info-Tech members

Healthcare business leaders

Health IT professionals

  • Develop new business cases to explore where it makes sense to deploy a care-at-home model. Explore how telehealth, in-home care, and remote monitoring options can be added to the services offered to patients in your practice.
  • Create a value-based home care strategy that involves specific use cases, expands technology-enabled services, and alters existing in-person workflows.
  • Establish contracts with payers to reimburse visits and attract providers who are open to offering new types of technology-supported home care services.
  • Fund and support systems that enable streamlined care coordination and communication between providers, patients, and caregivers.
  • Work with business leaders to expand the case for technology-enabled investment options. Evaluate and present the case for expansion of virtual health and expand, where possible, new workflows.
  • Collaborate with clinicians to deploy with a test group of patients, such as primary and specialty telehealth care, in-home care, or in-home infusion services.
  • Leverage analytics platforms to identify and create use cases of patient populations that would benefit from home care service delivery.
  • Develop a comprehensive reference architecture to identify and evaluate capabilities that can be used to support the expansion of high-quality homecare.


  • Evaluate the services that could be transitioned to home care. In November 2020 CMS said it believes “more than 60 different acute conditions, such as asthma, congestive heart failure, pneumonia and chronic obstructive pulmonary disease (COPD) care, can be treated appropriately and safely in home settings with proper monitoring and treatment protocols.”
  • Work with health insurers to establish a combination of reimbursable remote monitoring, telehealth, social supports, and home modification that will support more patients to opt in to a variety of healthcare-at-home services.
  • Expand integrated apps that offer an all-in-one experience for patients and caregivers that includes digital intake, scheduling, and telehealth. Models that use remote patient monitoring devices enable patients to progress remotely and receive alerts.
  • Develop supply chains of medical supplies and equipment that are sustainable and can support persistent healthcare-at-home service delivery especially related to mobile labs, radiology, and medication delivery.

“[Home healthcare is] about meeting patients where they are; using digital technologies to construct, staff, and equip a ‘hospital without walls’ that blends inpatient care with alternative models including community and home-based care. In the future, patients and their families are going to assume responsibility for more of their care; they are going to need to advance digital tools that empower them to do that. What will be necessary and possible in the future is radically different than what is available today.”

– Neal Batra, Principal Deloitte Consulting LLP, in “2022 Global Health Care Outlook,” Deloitte, 2022

Info-Tech resources

Contributing Experts

Clayton Gillett

Managing Partner
Global Services
Info-Tech Research Group

Duane Cooney

Executive Counselor
Global Services
Info-Tech Research Group

Tony Tardugno

Executive Counselor
Global Services
Info-Tech Research Group

Five anonymous Sources


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“CMS Announces Comprehensive Strategy to Enhance Hospital Capacity Amid COVID-19 Surge.”, 25 Nov. 2020. Web.

Dobbs, Richard, et al. “The Internet of Things Mapping the Value Beyond the Hype.” McKinsey & Company, June 2015. Web.

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“The Future of M&A: 2022 M&A Trends Survey.” Deloitte, Jan. 2022. Accessed 15 July 2022.

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“HHS Awards Nearly $55 Million to Increase Virtual Health Care Access and Quality Through Community Health Centers.”, 14 Feb. 2022. Web.

Holly, Robert. “Home Care Agencies in 2021 Saw Client Turnover Spike, Caregiver Church Stay Flat.” Home Health Care News, 15 Feb. 2022. Web.

“Home Care Providers Industry in the US – Market Research Report.” IBISWorld, 23 June 2022. Accessed 15 July 2022.

“Hospital at Home.” Johns Hopkins HealthCare Solutions, n.d. Accessed 15 July 2022.

Khattar, Mrinalini. “Home Healthcare Services: Benefits & Challenges.” Locus Blog, 9 Nov. 2021. Web.

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Shakeel, Tanzeela, et al. ”A survey on COVID-19 impact in the healthcare domain: worldwide market implementation, applications, security and privacy issues, challenges and future prospects.” Complex & Intelligent Systems, 2022. Web.

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“Teladoc Health and Microsoft Collaborate to Create a Unified Practice Experience for Clinicians.” Teladoc Health, 14 July 2021. Accessed 15 July 2022.

“Top Healthcare Trends Infographic.” HIMSS, 3 June 2021. Web.

U.S. Department of Health and Human Services. “Telehealth Was Critical for Providing Services to Medicare Beneficiaries During the First Year of the COVID-19 Pandemic.” Office of the Inspector General, 15 March 2022. Accessed 15 July 2022.

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Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Our analyst calls are focused on helping our members use the research we produce, and our experts will guide you to successful project completion.

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Each call will focus on explaining the material and helping you to plan your project, interpret and analyze the results of each project step, and set the direction for your next project step.

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