modernizing the mayo clinic - innovation and … spring...• all epic products except lab and...
TRANSCRIPT
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Modernizing the Mayo Clinic - Innovation and Technology to Machine Learning and Artificial Intelligence
Cris Ross, CIO, Mayo Clinic
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Mayo Clinic
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Mayo Clinic
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Mayo Clinic
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Mayo Clinic
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A world class institution needs world class IT
Modern CIO lesson 1: Know your place
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2012 – IT was …• Customer-centric
• Responsive
• Individualized
• Best of breed
• Siloed
• Proprietary
• Diversified
• Imperfect
Themes of our Call to Action
□ Sustainability □ Innovation □ Capability □ Execution
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Guideposts
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Our Five IT Imperatives
1. Maintain service while we change
2. Secure the enterprise
3. Implement shared enterprise systems
4. Build platforms guided by architecture
5. Transform the IT organization
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• All Epic products except Lab and Transplant
• 23 Hospitals, 3,715 beds, 112 clinics, 1.3 M patients/yr., 4,500 MDs, 2,400 residents/fellows, 57,100 Allied Health staff, 4 go-lives
• 10 years of data, 210 interfaces, 179 APIs
• Twelve major subsidiary projects, 24 others
Plummer Project – Epic Implementation
• OnBase (Electronic Content Management)• Cardinal Health Inventory Management
System (Supply+)• ScImage (CV PACS)• M*Modal (Dictation, Transcription, and
Speech Recognition)• OBIX (Electronic Fetal Monitoring System)• Experian (Real-Time Eligibility)
• Sailpoint (Identity Management Program)• Optum 360 eCAC, CAC, Pro, CDI (Computer
Assisted Coding and Clinical Documentation Improvement)
• Optum 360 (Claims)• Visage (OB Ultrasound and Radiology PACS)• Vergence (Single Sign-On)• SoftLab (Lab)
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Stable enterprise core is table stakes
Absence might break us …
…presence won’t make us
Modern CIO lesson 2: table stakes don’t win
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2011 2012 2013 2014 2015 2016 2017 2018 2019
IKM business plan
approved
CMIO role created
New Technology leadership
CISO role created
Advance information and knowledge for practice as a strategic asset
Technology call to action
CIO Assessment
EHR Taskforce
Strategy and Architecture TaskforceIT Transformation launched
Initiate EHR transition
Epic selected, construction begins
Technology strategy defined
EHR selection
Technology strategy approved
Initiate Platform construction
CTO role created
Technology modernization
Data center sale, cloud strategy
Network renewal funded
WI MN RST AZ/FL
UDP in use API in useIdentity in useInnovation Sandbox open
Strategy realignmentAI assessment
IT Transformation 1.0 to 2.0
Architecture transition complete
Accelerate innovation
High level milestones – advancing Mayo Clinic technology
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Core Systems
EHR/RCM (Epic)Clinical and admin (various)
ERP (Infor)
Platforms
UnifiedData
Knowledge Identity
Interface (API)
Innovation and Differentiation
Innovation Sandbox
Connected Care
Clinical Systems
Commercial
Systems
Enables
Connects
New systems
Connects
Purchased and
built
IT Infrastructure: owned, hosted/software-as-a-service, cloud
Fitness for Purpose /Business Alignment/AgilityPerformance, operational continuity, reliability, security
Technology governance and strategic alignmentEnterprise architecture, standards, methods, IT operations
Enterprise Architecture blueprint
Governance and Design
Technology
Qualities of Service
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Putting it all together
+
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IT Transformation ProgramsIT Transformation is a strategic initiative to improve the delivery of services at the same or lower cost; enable the redirection of resources from “run” to “grow and transform” initiatives; and increase the value IT brings to the business.
1. Service Managementimplementation of industry standard ITIL processes and ServiceNow software
2. Application LifeCycle Managementimplementation of standard process for software management in Microsoft TFS
3. Project & Portfolio Managementimplementation of standard processes within Clarity
4. Customer Relationship Managementimplementation of processes, tools, and metrics to optimize customer relationships
5. Strategic Workforce Readinessstrategies to be used to drive workforce and organizational transformation
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Why do this?
“The companies that are most successful at applying technology and unlocking the value of information to innovate their business models, products, and services will dominate their industry in the future.
By reducing technology complexity and realigning talent, among other things, world-class IT organizations deliver services at 22% lower cost with greater effectiveness and require 9% fewer FTEs.
In many cases, the most efficient IT organizations also lead in effectiveness.”
Source: The world-class performance advantage: How leading IT organizations outperform their peersby Erik Dorr and Scott Holland, The Hackett Group, May 2014
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Organizational Redesign
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Who led all this?
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• Our particular recipe for change
– Vision and aspiration
– Burning platforms
– Leadership coalition for change
– Hearts and minds of the team
– Avoid the trap of tradeoffs“Same or better service at lower cost”
Modern CIO lesson 3: change is constant
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Modern CIO lesson 4: anticipate what’s next
• From automation to digitization– Automation is physical, digitization is virtual
• From transactions and record keeping to insight creation– Data liquidity, data/decision science, AI/cognitive
• From products to services– Software submerging, only services will matter– Corporate data centers will disappear
• Workforce of the future– Synthesis, abstraction, narrative
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• Knowledge management• Deep analytics• Machine learning / AI• Digitization broadly
• Unified Data Platform: Hadoop as a transactional engine• API Platform: One ESB, FHIR, Standard web service• Innovation Sandbox
What did our plans anticipate?
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A very incomplete but instructive map of ML terminology
Cluster Analysis
Bayesian Networks
Decision Tree Learning
Deep Learning
Convolutional Neural Networks
Le
ar
nin
g (M
L)
(to
be
ab
le t
o g
ener
ali
ze f
rom
ex
per
ien
ce)
From standard statistical methods
Huge data sets and powerful computing applied to generate algorithms
• Deep Learning: Many learning processes, including natural language processing, speech recognition
• Convolutional Neural Networks: Analyzing visual imagery, inspired by biological processes
Artificial Neural Networks
Machine learning
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Two examples of CNN for radiology
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• Data depth and liquidity• Modern architecture• Services-aligned (SaaS, IaaS, PaaS, Healthcare-as-a-
Service?)
• Skilled and aligned workforce• Innovation culture• Partnership and monetization models• Positioning on the value chain
Winning attributes
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• Cede control to gain influence
• Accelerate change to create permanence
• Standardize to innovate and differentiate
Modern CIO lesson 5: current paradoxes of success
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