By Trevor Van Mierlo
Most of us know the history of the T model – but what is often overlooked is the way it applies to other industries, in particular digital health. Review:
In the early 1900s, cars were tailor -made. You would meet a consultant, design the car, place your order and wait months for delivery. Once your car has been delivered, it was difficult to work. Many owners hired drivers because at the time, cars required technical know-how, constant maintenance and a little strength (the power management would not arrive for decades).
Then came the T model in 1908, which led Ford to develop his mounting chain in 1913. He recognized a problem in the industry and saw an opportunity. He saw the opportunity of scale:
- Standardization: “”All color, as long as it is black“”
- Mass production = Affordability: Prices went from $ 850 in 1908 to $ 300 in a decade
- Accessible property: Anyone could to walk in a Ford dealer and to drive far
On the right side of the image above is a advanced digital health program in August 2000. I know that – because I helped build it. Since then, I have worked on more than 100 digital health interventions. Probably closer to 200. Here is the thing: what is inside has not changed much. The science of behavior does not move so quickly (Although my recent work in AI changes this).
And yes – digital interventions are more beautiful, are easier to navigate, and coding languages have evolved – but practically, digital health always builds personalized cars – not the TS model. This is why tens of millions cannot open a browser and get the help they need.
What blocks the moment of the T model of digital health?
1. Business sales (death by pipeline): Most digital health tools are sold via corporate channels: DPS, supply services, tenders, security exams and legal teams. The average sales cycle is 6 to 18 months. It’s good for a $ 5 million contract, but it is fatal for a $ 50,000 contract. The problem is not the product – this is the process.
2. The champion of the disappearance: I have experienced these dozens of times, and I took deep breaths watching it take place on webinaries: a digital health company demos their solution alongside a customer champion. Priorities change. The champion leaves. The reference project dies. Most contracts are not lost on merit – they are lost turnover.
3. Price of health care ≠ software price: Most patient -oriented tools are at a price like services, not products. It is a symptom of the company’s sales trap. Sellers charge annual fees regardless of use. Customers expect labor for these personalized products. The price must reflect modern SaaS models – freemium, access to several levels, invoicing by user.
4. Static products in a dynamic world: Consumer software is updated every week – sometimes daily. Digital health tools? They launch, then pick up. The feedback loops are low. There is no culture of iteration and no expectations of continuous improvement.
5. Nobody markets the user: The best designed tools fail if no one uses them. Lack of commitment is a systemic problemHowever, many programs are launched without integration plans, campaigns by e-mail or even pre-written content for Tiktok Or Instagram. Users do not know what the tool is, why they had access to it, how they access it or how it fits into their care. It is not a product problem – it is a marketing failure.
We have to build the systems, not just the tool
Henry Ford did not invent the automobile, but he remembers him because he has built a system. He looked beyond the engine, chassis and tires. He focused on standardization,, distributionAnd access.
Digital health needs it. Currently, too many solutions are trapped in a loop – tailor -made for small populations, sold via corporate channels, without realistic path.
The good news? We are close
Cloud infrastructure, AI and intelligent behavioral platforms finally catch up. We can now personalize on a large scale, launch instantly, follow the commitment in real time and quickly. But to get there, we must abandon the tailor -made cart mentality and kiss the assembly line. It is not a quality compromise – it is a commitment to be achieved.
- We don’t need more drivers – we need platforms.
- We don’t need more tailor -made constructions – we need a scale.
Digital health has no technology Problem – he has a delivery problem.
Until we get there, we just make more beautiful cars – while the world is waiting for its T model.
Dr. Trevor Van Mierlo has built mental health and patient support products for more than two decades and is the CEO of Evolution Health
