#hasummit14 session #5: health analytics: driving and being driven by profound change vi shaffer...
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Session #5:Health Analytics: Driving and Being Driven
by Profound Change
Vi ShafferResearch Vice PresidentGartner, Inc.
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Gartner Viewpoint: ACOs and Shifting Services Demand Create Major Stresses
Through 2020, tensions in the healthcare industry will be very high due to the extreme nature of the challenge and the magnitude and pace of change.
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Key Issues
What market and technology forces will most impact healthcare?
What does this mean for analytics?
How can leaders best leverage analytics to drive important change?
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Merge hospitals, acquire physician practices,merge into mega-systems
Stronger negotiating positions with private payers
Seek economies of scale
Evidence-based medicine, standardization, and agility
Does bigness compound or overcome silos, politics, and bureaucracy?
Healthcare of E p i c Proportions !!
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Healthcare of E p i c Proportions !!?? Now What ??
Seeking Systemness, Part 1
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Poster in the Newark, NJ Airport, 2014Note: in mid-1800s US lifespan was 47
The MASSIVE Impact of Public Health and Medical Advancement on Population Demographics
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“Dispatches From the Frontiers of Longevity”
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Poster in the Houston, TX Airport, 2014
Turning Services into Systems, Part 2: Integrated Service Lines
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Market Forces Have Created TheseBusiness Priorities for Health SystemsGrow and Manage Growth: High-growth services/lines, geographies, standard practices, economies of scale; future market relevance and dominance.
Care Transformation to Evidence-based Medicine and Standards of Care: A business priority deeply aligned with a specific technology, the Gen 3 EHR, and related content/decision support.
Business Transformation to a Population Health Management Model: Accountability through value-based contracting; Patient-centric design vs. Physician/Setting-centricity; Team-based delivery/service, continuum of care perspective. Patient is The First Mile, Not The Last.
Control Cost/Improve Operating Margin: Standardization, economies of scale, automation.
Patient and Consumer Engagement, Relationship: Create brand stickiness/loyalty for satisfaction and additional business. Impact the social and personal determinants of health. The “wicked” problem.
Also for some:
Solve problems of rural/remote access to equal care.
Support clinical research in new ways.
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Addressing the Explosion of “Theranostics” Breakthroughs and Rapid Approval
Cognitive genomics Comparative genomics Functional genomics
Metagenomics Personal genomics Epigenomics
Lipidomics Proteomics Immunoproteomics
Nutriproteomics Proteogenomics Structural genomics
Transcriptomics Metabolomics Nutrigenetics Nutrigenomics
Pharmacogenomics Toxicogenomics
Pharmacomicrobiomics Psychogenomics Stem cell
genomics
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Poll Question #1
What are the top priorities for your healthcare organization?
a) Growth, Growth, Growth
b) Control/Cut Cost
c) Evidence-based Medicine and Reduce Variance
d) Effectively Move to a Population Health Management Model
e) Consumer Engagement and the Patient Experience
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2015: How would you characterize the general mood or attitude of the physicians you work with?
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Key Issues
What market and technology forces will most impact healthcare?
What does this mean for analytics?
How can leaders best leverage analytics to drive important change?
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Poll Question #2
How ready do you feel your organization is for succeeding under value-based payment and population health management models?
a) Very ready, we are leading edge
b) Moderately ready; more than just talk
c) We’re in the planning stages
d) We’re on the sidelines right now
e) We’re not going to pursue this model
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Changing Focus for Champions of ChangeWhat three words come to mind when you think of the CMIO's job in 2013?
Source: AMDIS-Gartner CMIO Survey, 2013
CMIO: 2013
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2014: Hijacked!!What three words come to mind when you think of the CMIO's job in 2014
Source: AMDIS-Gartner CMIO Survey, 2014
CMIO: 2014
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2015: Shift to Future-Focused PrioritiesWhat three words come to mind when you think of the CMIO's job in 2015?
Source: AMDIS-Gartner CMIO Survey, June 2015
CMIO: 2015
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How Different Will Healthcare BeWhen:
2015 2030
Technology Trigger
Peak ofInflated Expectations
Trough of Disillusionment Slope of Enlightenment
Plateau of Productivity
time
expectations
PositiveHype
NegativeHype
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The Transformation of Healthcareis Fueled By Advanced Analytics
2030 2015
Technology Trigger
Peak ofInflated Expectations
Trough of Disillusionment Slope of Enlightenment
Plateau of Productivity
time
expectations
PositiveHype
NegativeHype
Evidence-based Medicine: The EHR
PersonalizedPrecision Medicine
The Real-timeHealthcare System
Population Health Management
Telemedicine and Virtual Care
OperationalIntelligence
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The Transformation of Healthcareis Fueled By Advanced Analytics
2030 2015
Technology Trigger
Peak ofInflated Expectations
Trough of Disillusionment Slope of Enlightenment
Plateau of Productivity
time
expectations
PositiveHype
NegativeHype
Evidence-based Medicine: The EHR
PersonalizedPrecision Medicine
The Real-timeHealthcare System
Population Health Management
Telemedicine and Virtual Care
OperationalIntelligence
This is Digital Healthcare
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Future
Past
Analytics Capabilities Are an Increasing Part of Healthcare’s Decision-Making Process
Create Awareness: a Decision
Must be Made
Understand the Scope
and Context of the
Decision
Identify Likely
Outcomes
Identify the Best
Course of Action
Report on the Results
of the Action
ACT
Present
Descriptive
Predictive
Prescriptive
Diagnostic
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Cohesive Population HealthManagement is Really Tough
• The overarching organizing principle of the 2020 integrated health system.
• Enable provider-led organizations to manage populations of patients and achieve specific quality and cost outcomes.
• Build successive breakthrough combinations of analytics, coordinated care management, and patient engagement.
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Real-time Healthcare System: Population Health Management
Requires defined, coordinated, and efficient processes across the continuum of care and life
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Real-time Healthcare System:Operational Intelligence
Business& Clinical
Applications
Processes
Data
Event-Handler Applications
Event-Handler Processes
Clinical and Business Activity Monitoring
Alerts, dashboards
Sensors
The Internet
Filtering, Correlation, Aggregation,
Dissemination
Analytics and business process modeling
Mobile Devices
SituationalAwareness
AdaptiveDecision-Making
De-Siloed
Visibility
Healthcare’s “OODA-Loop”: Observe, Orient, Decide, Act
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The Under-appreciated Importance and Challenges of Predictive Modeling
I can live.
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Key Issues
What market and technology forces will most impact healthcare?
What does this mean for analytics?
How can leaders best leverage analytics to drive important change?
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Healthcare Must Boldly GoWhere No Enterprise Information Architecture
Has Gone Before….
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What Does This Mean For You? Executives Will Struggle with this New Information Age.
• From systemness to organizational agility to organizational liquidity.
• To stay competitive, providers must hone their adaptability and their competence regarding information-driven change.
• Detect domain changes more quickly and take action more adeptly than the competition.
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What Does This Mean For You?Professional Growth and Opportunity.
Wanted: Millions of humans to design, build, install, operate, manage, and maintain the internet of everything
Wanted: Anywhere, anytime access in context to Health Knowledge Clouds
Wanted: People who can bridge the tech-med and ops-pops-IT-speak divide: process and information context
Wanted: Everything agile
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Lessons Learned
1. Information and Data Governance are beyond critical.
2. To even be at par, health systems must leverage information with a business model and outcome focus to guide investment decisions.
3. Information leaders need an EIA that is outside-in and focused on orchestrating across defined ecosystems of known customers and partners to enable progression toward open business.
4. Information leaders need an EIA with an outside-out focus that orchestrates across undefined ecosystems of customers and partners to enable complete open-business transformation.
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Analytic Insights
AQuestions &
Answers
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Choose one thing…
Write down one thing will you do differently after hearing this presentation
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Thank You
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Session Feedback Survey
1. On a scale of 1-5, how satisfied were you overall with this session?
1) Not at all satisfied
2) Somewhat satisfied
3) Moderately satisfied
4) Very satisfied
5) Extremely satisfied
2. What feedback or suggestions do you have?
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Upcoming SessionsBreakout Sessions – Wave 2 (2:30 PM – 3:15 PM)
10) Is Big Data a Big Deal…or Not?Dale Sanders, Senior Vice President, Health CatalystRichard Proctor, General Manager, Global Healthcare & Life Sciences, Hortonworks
11) Partners Healthcare Analytic Strategy for bundled Payments and Risk ManagementSreekanth Chaguturu, MD, Vice President for Population Health Management, Partners HealthCareHelen Chan, Senior Manager, Business Planning, Partners HealthCare
12) Sneak Peek: Improving Patient Engagement and Outcomes with Predictive AnalyticsGregory A. Spencer, MD, CMO & CMIO, Crystal Run HealthcareLouis G. Cervone, Jr., Director of Business Intelligence, Crystal Run Healthcare
13) How a Pioneer ACO is Using Analytics to Change Heart FailureSpencer H. Kubo, MD, CMO of BioControl Medical, United Heart &Vascular Clinic, Allina Integrated Medical Network
14) Entering Shared Risk for Community Hospitals Through Physician EngagementGreg Stock, CEO, Thibodaux Regional Medical CenterMark F. Hebert, MD, FACS, Surgical Specialist, Thibodaux Regional Medical Center
15) Panel – Children’s Hospitals: “Tike-mares”…Are the Monsters Under the Bed For Real?
Location
Grand Salon
Grand Ballroom A
Grand Ballroom D
Savoy
Murano
Venezia