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touch point podcast

touch point podcast

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touch point is a podcast dedicated to discussions on digital marketing and online patient engagement strategies for hospitals, health systems, and physicians' practices. In each episode, hosts Reed Smith and Chris Boyer dive deep into a variety of topics on the digital tools, solutions, strategies, and processes that are impacting the healthcare industry today.touch point media © 2023. All rights reserved. Economía Higiene y Vida Saludable Marketing Marketing y Ventas Política y Gobierno
Episodios
  • TP481: Data Accuracy Is a Brand Decision

    TP481: Data Accuracy Is a Brand Decision
    Apr 1 2026
    Health systems have spent decades building brand equity. Almost none of that investment touched the data layer that determines how AI represents them to patients who never reach the website. When an AI agent tells a patient that an urgent care is closed and it isn't, the brand absorbs the damage. The data that caused the failure lived in a system marketing didn't own, maintained by a team that didn't know data accuracy was a brand function. That gap isn't a communication problem between marketing and IT. It's a structural one: nobody assigned it. The shift that makes this urgent isn't AI in the abstract. It's the move from owned channels to intermediary channels. Healthcare built its brand infrastructure to control what patients see on the website, in the portal, in the ad. When AI becomes the intermediary, the brand is only as strong as the data AI is reading. Emotional resonance, institutional reputation, patient experience scores: none of that translates to machine-readable signals. The data either says what it needs to say, or it doesn't. Chris Boyer and Reed Smith frame the investment paradox before bringing in their guest: Why healthcare brand strategy has a structural blind spot and where the money actually goes What the lifecycle of a data accuracy failure looks like inside a health system, from the physician directory to the patient complaint Why data accuracy is a brand investment decision, not an IT readiness decision The three accountability layers most health systems haven't assigned: operational, structural and strategic Why the urgency is new even if the underlying problem isn't Martha Van Berkel, CEO and co-founder of Schema App, joins to provide the mechanism. She draws the line between schema markup as a page-level tactic and schema markup as trust infrastructure: the data layer that lets organizations control how AI represents them rather than waiting to see what AI infers. She also distinguishes data readiness from human readiness, two separate organizational problems that healthcare is conflating, and offers a practical starting point for CMOs who are looking at this for the first time. If your brand strategy doesn't include a data accuracy component, you've built something worth protecting on a foundation you haven't checked. Mentions from the Show: Martha Van Berkel on LinkedIn: https://www.linkedin.com/in/martha-van-berkel Schema App: https://www.schemaapp.com Reed Smith on LinkedIn: https://www.linkedin.com/in/reedtsmith/ Chris Boyer on LinkedIn: https://www.linkedin.com/in/chrisboyer/ Chris Boyer website: http://www.christopherboyer.com/ Chris Boyer on BlueSky: https://bsky.app/profile/chrisboyer.bsky.social Reed Smith on BlueSky: https://bsky.app/profile/reedsmith.bsky.social Learn more about your ad choices. Visit megaphone.fm/adchoices
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    1 h y 4 m
  • TP480: The Brief Only Has One User

    TP480: The Brief Only Has One User
    Mar 25 2026
    User-centered design has one quiet flaw: it assumes a single user. Healthcare has spent 15 years learning to center the patient. Journey maps, empathy research, consumer insight — the infrastructure for understanding the person receiving care is real and growing. What healthcare hasn't built is any equivalent accountability for the people expected to deliver that experience. The scheduler fielding calls a campaign generated. The service line director whose workflow just changed. The clinical staff asked to execute a new pathway on top of everything else they're already carrying. They aren't in the brief. They aren't in the journey map. And when the initiative falls apart at rollout, nobody calls it a design failure. They call it a change management problem. They say staff were resistant. They say operations didn't prioritize it. What they don't say: those people were never treated as users. Chris Boyer and Reed Smith examine why the internal user experience of a healthcare initiative is structurally unmeasured, organizationally unowned, and almost always addressed too late: Why patient experience has infrastructure behind it (scores, research budgets, dedicated roles) and the internal user has almost none How speed-to-launch pressure and diffuse rework costs produce a decision that looks rational and produces predictable failure The measurement gap: what gets measured gets designed for, and nobody is measuring whether the service line director's needs were addressed Why the seam between marketing and operations is unmeasured and why unmeasured seams don't get fixed How accumulated distrust compounds over initiatives and why "we've always done it this way" is often less about habit than about what the process has taught people to expect Steve Koch, co-founder of Cast and Hue, brings the frameworks: Jobs to Be Done and the four forces applied not to patients, but to the people who execute the work. His argument is the practical extension of the structural case - empathy interviews before the brief is built, not alignment meetings after the design is done. If your organization has patient experience leadership and no one whose job includes the internal user experience of your initiatives, you already know where things break. The question is whether you're willing to call it a design problem. Mentions from the Show: Prosci Best Practices in Change Management, 12th Edition https://www.prosci.com/blog/the-correlation-between-change-management-and-project-success Prosci / Stakeholder Inclusion Survey. https://www.prosci.com/blog/how-to-use-a-stakeholder-engagement-plan-sep StatPearls / NCBI Bookshelf — Change Management in Health Care https://www.ncbi.nlm.nih.gov/books/NBK459380/ Cast and Hue — https://www.castandhue.com Steve Koch on LinkedIn https://www.linkedin.com/in/stevepkoch/ Reed Smith on LinkedIn https://www.linkedin.com/in/reedtsmith/ Chris Boyer on LinkedIn https://www.linkedin.com/in/chrisboyer/ Chris Boyer on BlueSky https://bsky.app/profile/chrisboyer.bsky.social Reed Smith on BlueSky https://bsky.app/profile/reedsmith.bsky.social Learn more about your ad choices. Visit megaphone.fm/adchoices
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    54 m
  • TP479: Agile in a Waterfall World (or Don’t Go Chasing Waterfalls)

    TP479: Agile in a Waterfall World (or Don’t Go Chasing Waterfalls)
    Mar 18 2026
    Running sprints inside an organization that hasn't changed anything else isn't transformation. It's double the work. Chris Boyer and Reed Smith examine what isolated Agile adoption actually produces in health systems — and what it exposes about the organizational infrastructure no methodology can fix on its own. Mentions from the Show: Only 23% of Agile-experienced executives say their org can shift resources quickly; only 34% say culture naturally enables Agile: Bain & Company, "How Agile Is Powering Healthcare Innovation" — https://www.bain.com/insights/how-agile-is-powering-healthcare-innovation/ Siloed structures as primary barrier to Agile at scale in large enterprises: Agility at Scale research review, 2025 — https://agility-at-scale.com/implementing/transformation-leadership/ 55% of organizations cite poor leadership as top barrier to cross-functional OKR alignment (prerequisite for Agile): Hyperdrive Agile OKR research, 2024 — https://hyperdriveagile.com/articles/breaking-silos-how-advanced-okr-cross-functional-performance-drives-unprecedented-growth-83 CEO "follow me, I'm just behind you" case study — management stuck in old-fashioned way while development teams ran Agile: Bain & Company, "Agile Innovation" — https://www.bain.com/insights/agile-innovation/ Healthcare structural and cultural barriers to Agile implementation: Rahman et al., SSRN, August 2024 — https://papers.ssrn.com/sol3/papers.cfm?abstract_id=5041524 Real Agile blockers: decisions, load, trust, habits — finance and HR structural changes required: Bee'z Consulting / Scrum Alliance, 2025 — https://www.beez-consulting.com/blog/adopting-an-agile-culture-and-practices-in-healthcare-challenges-and-solutions Agile at scale requires finance, HR, and governance to shift — not just team-level training: Scrum Alliance, Coaching for Transformation microcredential framework — https://www.scrumalliance.org/microcredentials/coaching-for-transformation-sustaining-change Reed Smith on LinkedIn: https://www.linkedin.com/in/reedtsmith/ Chris Boyer on LinkedIn: https://www.linkedin.com/in/chrisboyer/ Chris Boyer website: http://www.christopherboyer.com/ Chris Boyer on BlueSky: https://bsky.app/profile/chrisboyer.bsky.social Reed Smith on BlueSky: https://bsky.app/profile/reedsmith.bsky.social Learn more about your ad choices. Visit megaphone.fm/adchoices
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    38 m
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