CARE for the Digital Dragon€¦ · decision making around care and operations. • Up-to-date information to remove delays in critical workflows and processes. • Visibility into

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Willie Appel VP and Executive Partner

Executive Services Gartner

09 October 2014

CARE for the Digital Dragon When Failure is not an Option

CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

Game Changers of Healthcare Reform Have Become More Certain

Proximity

Incentives Value-based

Activity-based

Physically Present Virtual

The principles by which healthcare providers are paid

The degree to which the delivery of healthcare is

freed from the constraints of physical proximity


Centered Care "Net present value of health …

locally."

The Preferred Model of Care Is Revealed

Continuous Care "The doctor is in …

you."

Herky-Jerky Care "When illness

overcomes inconvenience."

Convenient Care "Your e-doctor will

see you now."

Value-based A

ctivity-based

Physically Present Virtual


Multiple Technology Advances Are "Conspiring" to Create High-Velocity Medicine

Performance transparency and clinical effectiveness research

Patient-direct healthcare/telemed apps

Genomics and collaborative medical discovery infrastructure

Lifestyle, prevention and persuasion research

Advanced sensor technologies location, condition, correlation

BI and enterprise data warehouse platforms

EHRs with real-time clinical decision support and

interoperability


Key Messages CARE for the DIGITAL Dragon

4

onstruct your Vision

rchitect Solution

eassess your current state

xecute your decision



5


rchitect Solution




Change Propels Us Toward a New Model: The Real-Time Health System

A management paradigm that advances effectiveness by using timely information to remove delay in the management/execution of critical processes

• Entirely dependent on top-notch IT of a higher grade than most health systems have today

• Requires timely operational awareness of key events and risks

• Still about leadership and culture change

*Source: U.S. Health System Strategic Plan Presentation, 2011-2015

"This is the strategic

initiative that will most

significantly define and drive our IT vision and enterprise

architecture over the next few years.“*



7


rchitect Solution




The Real-Time Healthcare System (RTHS)

• Uses information and communications to disrupt the classic care delivery model.

• Senses the need for a change in process, operations or strategy.

• Eliminates waste and latency, accelerates business processes, and balances resources and demand.

Operationally intelligent Balances resources and demand Transforms care delivery Enhances the patient experience Optimizes care quality


The RTHS Is Aware

• Situational intelligence improves decision making around care and operations.

• Up-to-date information to remove delays in critical workflows and processes.

• Visibility into important patient-related events.

• Up-to-date patient context to satisfy revenue, cost, quality and patient experience expectations.

Location and condition sensing Awareness platforms Universal medical device bus Alerts and notifications Nurse call integration Positive patient identification Unified communications


The RTHS Is Adaptive

• IT infrastructure that collects real-time patient-event data and closely monitors critical patient-related conditions.

• Situational intelligence to anticipate and predict so responses are proactive, prompt and of higher-quality.

• Is more proactive and less reactive.

Awareness platforms Universal medical device bus Location and condition sensing Alerts and notifications Nurse call integration Positive patient identification Unified communications


The RTHS Is Collaborative

• Secure messaging at a minimum.

• Increased reliance on clinical communication and collaboration systems.

• Physician engagements platforms.

• Patient decision support tools to enable shared decision making.

• Social media outlets to engage the consumer/patient and access the patient portal.

Secure messaging Patient portals Physician engagement platforms Health information exchange Care coordination Enterprise file synchronization and share Clinical communication and collaboration


The RTHS Is Mobile

• Contributes to optimized workflows and timely access to patient information.

• New face of consumer and patient engagement.

• One of the HDO's biggest privacy and security challenges.

• Extends the reach of the EHR.

• Clinicians remain the vanguard of mobility.

Mobile device management Secure texting Clinical communications and collaboration BYOD Unified communications


The RTHS Is Demanding

• Requires superior service levels and end-user/patient experience.

• An increasingly mobile and remote workforce across multiple care venues.

• Focus on high performance and availability.

• New approach to service desk and application support.

• New IT service delivery models.

Service-level management Best practice frameworks End-user experience monitoring Business continuity management Legacy decommissioning Remote hosting Cloud services Service desk/application support



14


rchitect Solution




The RTHS Provides Visibility to Critical Events

Process & Outcomes Analysis

Business Activity

Monitoring

Event-Handling Systems

Alerts &

Notifications

BI/Data Warehouse

Sensors

Business Processes

Point-of-Care Systems

Building Systems

Communications Systems

Administrative Systems

Filtering Correlation Aggregation

Dissemination


The RTHS Will Change the Focus of IT

• Will cause the HDO to focus more on the end-user experience — application performance and high availability.

• The RTHS will consume IT resources at a faster rate, so initiatives like information life cycle management will gain more traction.

• Will drive use of alternative delivery models like remote hosting and infrastructure cloud services.

• Will focus more resources on wireless and mobility, and, in particular, smartphone management.

• Will drive adoption of operational best-practices.


Changing Clinical Arena

• Greater pressure to control costs and improve quality • Increased transparency of value • Risk-sharing payment models distributed across the entire

delivery system and tied to value • Reconfiguration of the delivery system to a patient-centric

model including prevention, wellness and disease management

• Increased meaningful use of technology • Demand for coordinated care across all venues • Greater emphasis on personalized medicine


And Introduce New Challenges Surrounding…

• User support • Security and privacy • Remote access • Data loss prevention • Legacy decommissioning • Medical device integration • Mobile device management • Disaster recovery • Interoperability



19


rchitect Solution





© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.

Using the Nexus of Forces

20


Clinicians/Patients want to connect… • To share

experiences • To find answers • To engage with the

community

Forces: Social


Clinicians/Patients want seamless experience: • To access anything

from anywhere • To use multiple

devices (and apps), sometimes simultaneously

• To blend work and non-work activities

Forces: Cloud


Clinicians/Patients want to be mobile… • Using devices of

their choosing • Staying connected

with co-workers & patients

• Being able to switch easily between work and non-work activities

Forces: Mobile


Clinicians/Patients consume and generate information: • They need access

to their information and applications

• They want context relevant information to augment their activities

• They don't care how it works, only that it does

Forces: Information


Migrating to Digital Health Business — Two Paths, but a Winding Road

Care Delivery (Diagnosis, Treatment, Outcome)

Health Management (Accountability, Finances, Life Cycle, Consumer)

Digital Business

Healthcare

Digital Care Delivery

E-Healthcare

Current State

Knowledge-driven

Longitudinal Incentive-driven


Recommendations

For Executives of health delivery organizations: Adopt the real-time health system paradigm to

manage your foundation technologies. Position the organization for alternative care delivery. For Executives of healthcare payer organizations: Take a leadership role in filling the white space of

healthcare coordination, shopping, engagement, member motivation.

Create a focal point in the organization for capturing emerging digital moments.


Action Plan for Healthcare Executives (Payers and HDOs)

Monday Morning: - Share what you have learned with your enterprise partners in clinical,

operations, patient/consumer-facing functions, etc.

Next 90 Days: - Introduce concept of digital business in to your discussions with

business partners. - Identify the most critical consumer engagement issues to create your

own business moments. - Engage business partners in planning through the use of business

moments to develop your story on the potential of digital business for healthcare.

Next 12 Months: - CIO presents on digital business in an upcoming strategic

planning session. - Pilot initiative to build experience with business moments.



© 2014 Gartner, Inc. and/or its affiliates. All rights reserved. 28

‘If you think you’re too small to make a

difference, try sleeping in a room with a

mosquito’. African proverb.


Recommended Gartner Research

2014 Strategic Road Map for the Real-Time Healthcare System Barry Runyon (G00253192)

Master the Six Essential Elements of a Digital Strategy Stephen Prentice and Ken McGee (G00247641)

Get Ready for Digital Business With the Digital Business Development Path Jorge Lopez, Patrick Meehan and others (G00263766)

Six Key Steps to Build a Successful Digital Business Ken McGee, Diane Morello and Lee Weldon (G00261624)

Healthcare Payer Transformation Key Initiative Overview Robert H. Booz (G00263114)

For more information, stop by Gartner Research Zone.

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CARE for the Digital Dragon€¦ · decision making around care and operations. • Up-to-date information to remove delays in critical workflows and processes. • Visibility into