Four healthcare leaders discuss why communication alone isn’t enough—and what it takes to influence behavior at scale.
Over the past decade, health plans have invested heavily in digital engagement, personalization and omnichannel communication. Members are more connected than ever before. Yet influencing behavior at scale remains one of healthcare’s greatest challenges.
That was the central question explored during a recent Becker’s Healthcare webinar hosted in collaboration with ZS Associates, where leaders from Independence Blue Cross, Select Health, SCAN Health Plan and Blue Cross and Blue Shield of Minnesota discussed why better communication hasn’t consistently translated into better outcomes—and what organizations should focus on next.
Rather than pointing to technology alone, the conversation revealed a broader shift in how healthcare leaders think about engagement, trust and behavior change.
1. Communication isn’t the problem anymore
The panel agreed that healthcare has become significantly better at reaching people through digital channels, personalization and omnichannel outreach. The challenge today isn’t simply delivering more messages—it’s helping people act on them.
Trish Cox, Chief Experience Officer at SCAN Health Plan, observed that healthcare organizations initially focused many engagement investments on efficiency and self-service. Today’s consumers, however, expect experiences designed around their individual needs and preferences.
“It’s about putting yourselves in the member’s shoes and having those highly individualized experiences for what matters to them—not what matters to the organization.”
Koleen Cavanaugh, Senior Vice President and Chief Marketing Officer at Independence Blue Cross, expanded on that idea, suggesting that organizations must better understand the context surrounding each member’s life—not simply the healthcare recommendation itself. The opportunity lies in understanding what prevents someone from taking action despite knowing it’s in their best interest.
Nathan Foco, Chief Marketing Officer at Select Health, noted that trust in healthcare institutions has been challenged in recent years, increasing the importance of using context to deliver truly personalized experiences.
2. The messenger—and the ecosystem—matter
One of the strongest themes throughout the discussion was that communication alone rarely changes behavior.
Bukata Hayes, Chief Community Health Officer at Blue Cross and Blue Shield of Minnesota, argued that health plans are not always the most trusted messenger.
Community organizations, faith-based institutions and primary care physicians often carry greater credibility because of their longstanding relationships within communities.
“When it comes from us, there’s a natural tendency to ask what’s in it for us as institutions instead of what’s in it for those we are trying to communicate with.”
The discussion then broadened beyond messaging itself.
Rather than viewing healthcare as a series of independent interactions, panelists emphasized that trust is built—or eroded—across an interconnected ecosystem of providers, brokers, community organizations and health plans.
Every handoff introduces an opportunity for friction.
As Ms. Cox observed, improving outcomes requires organizations to “sing from the same sheet of music,” reducing unnecessary transitions that leave members confused or unsupported.
3. Complexity—not communication—is often the real barrier
Health literacy surfaced repeatedly throughout the conversation, but the panel quickly expanded the discussion beyond literacy alone.
Panelists described healthcare as an inherently complex system—one filled with unfamiliar terminology, changing benefits, administrative requirements and unexpected costs.
Ms. Cavanaugh highlighted the uncertainty surrounding preventive care, where members may not understand what a procedure involves, whether it’s covered, or what to expect.
Ms. Cox described an industry-wide “jargon problem,” noting that members and caregivers are too often left to decode healthcare terminology on their own.
Mr. Hayes illustrated the issue through a community example in which a seemingly routine well-child visit resulted in an unexpected bill after a parent asked about an unrelated concern—an experience that can quickly undermine confidence in the system.
Across the discussion, a common idea emerged:
Healthcare isn’t difficult because people don’t care.
It’s difficult because the system is difficult to navigate.
4. Trust means something different depending on where you sit
Perhaps the most revealing moment came when each panelist was asked to define trust through the lens of their own role.
Although every executive used different language, none of their definitions conflicted.
Nathan Foco described trust as honoring the relationship members choose to have with their health plan.
Koleen Cavanaugh described trust as something earned—or eroded—across every interaction, beginning with enrollment and continuing throughout the member relationship.
Trish Cox focused on understanding what matters most to members in the moments that matter most.
Bukata Hayes emphasized proximity, presence and persistence—showing up consistently within communities over time.
Rather than revealing disagreement, the discussion suggested that trust is multidimensional.
Marketing, experience, community health and member engagement each contribute different pieces of the same outcome.
5. The future isn’t more technology—it’s better understanding
Asked what capabilities will differentiate organizations over the next five years, none of the panelists began with a technology platform.
Instead, they described capabilities that help organizations better understand people.
For Ms. Cox, AI offers the opportunity to personalize experiences while respecting individual preferences.
Mr. Foco emphasized using AI to understand how members feel throughout their journeys—not simply what they do.
Ms. Cavanaugh focused on identifying barriers such as capacity, cost and access across entire member populations.
Mr. Hayes extended that thinking beyond traditional healthcare settings, describing new community-based access points supported by community health workers, mobile care and other trusted resources.
Technology, in other words, was viewed less as the destination than as an enabler of deeper human understanding.
A common conclusion
Although each panelist approached the conversation from a different perspective—marketing, experience, community health and consumer engagement—the discussion arrived at a remarkably consistent conclusion.
Improving healthcare engagement isn’t simply about creating more touchpoints.
It’s about creating touchpoints that are more meaningful.
The organizations most likely to influence behavior won’t necessarily be those that communicate the most. They’ll be the ones that best understand their members’ context, reduce friction, build trust over time and help people take action when it matters most.
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