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IBM Global Business Services
© Copyright IBM Corporation 2006
IBM Institute for Business Value
Healthcare 2015: Win-Win or Lose-Lose?A portrait and a path to successful transformation
Presented by Sal P. Causi, P. Eng. Business Development Executive - HealthcareMarch 12th, 2009
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 2
Growing crisis - - IBM’s prescription
Analysis Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
Prescriptions Transforming Value Transforming Patient Responsibility Transforming Care Delivery
Implications and Recommendations
Outline of Healthcare 2015
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 3
Healthcare systems must address major issues and questions in the search for an affordable, sustainable, value-based system
Many healthcare systems are being pushed to a crisis stage, fueled by unrelenting pressures related to cost, quality, and access
Regardless of the ability to pay, consumers on a worldwide basis are demanding more healthcare services
Healthcare funders/purchasers are demanding value for their money
Value will remain elusive without an accountability framework and aligned incentives across key stakeholders
The status quo is no longer a viable option - without major changes, many countries will “hit the wall” (i.e., reach a crisis stage) in the next decade- Tough choices will have to be made to avoid hitting the wall - Even tougher choices may have to be made if a country allows its healthcare system to hit the wall
Stakeholders – consumers, providers, funders, suppliers, societies, and governments – must prepare to transform healthcare systems and be held
more accountable
Summary
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 4
Canada and most of its provinces are no exception – concern about the ‘healthcare monster’
Health spending has been growing faster than revenue in all provinces and faster than inflation and economic growth
Nova Scotia data predicts that given a 9% growth in health expenditures, and a 4% growth in overall revenues, by 2024, health will more than consume all provincial revenue
Ontario is spending 38% of all its revenue on health. If you project recent trends into future, 6 of 10 provinces will be at over 50% by 2020. Ontario is tracking to hit 50% in 2020. (Fraser Institute, Oct 2006)
In BC, projections have 71% of the provincial budget going to health by 2017
Conference Board study also points to the unsustainability of health care spending in Ontario – 70% of total revenues by 2022 (Conference Board of Canada, November 2005)
Drugs and home care are fastest growing items - - 20% of health spend going to drugs, was $47 per Canadian in 1975, in 2005 it was $770 (in 2005 constant dollars).
Concern that the “monster” be tamed if we are to ensure sustainability of the system
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 5
Drivers, Challenges – “the Perfect Storm” is brewing
Productivity Quality of Care
“Baker Norton & IOM” – Preventable
adverse events, redundant testing,
nosicomal infections
BC Treasury estimates “Health”
will take 71% of public dollars in 10
yrs
Waiting & Access
HealthcareTransformation
Imperative
HealthcareTransformation
ImperativeAn Ageing workforce plagued by paper intensive, ad hoc
processes - Recruitment,
Retention, Retraining
Multiple co-morbidities – +60% of
costs, +70% of ED Visits, 80% of 60+ residents, lifestyle
influenced
Chronic Disease
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 6
11.6
10.7
11.1
7.5
10.3
10.1
10.2
9.8
9.1 10
.2
10.2
9.1
9.1
8.9
9
8.3
8.2
7.7
7.5
7.2 7.5
6.4
6.2
15.3
0
2
4
6
8
10
12
14
16
18
20U
nite
d S
tate
s
Sw
itzer
land
Ger
man
y
Fran
ce
Icel
and
Bel
gium
1
Gre
ece
Por
tuga
l
Can
ada
Nor
way
Aus
tria
Aus
tralia
1
Sw
eden
Den
mar
k
Italy
New
Zea
land
Uni
ted
Kin
gdom
Spa
in
Turk
ey
Finl
and
Cze
ch R
epub
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Irela
nd
Mex
ico
Pol
and
Change in health expenditure as a share of GDP, OECD countries, 1990 and 2005
% GDP
1990 2005
1. 2003.
2. OECD average for 1990 excludes Slovak Republic as expenditure data is not available.
Source: OECD Health Data 2006, June 2006.
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 7
Health care threatens to consume large percentages of the overall provincial revenues – e.g. Nova Scotia
Growth Rate Analysis for Nova Scotia
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2005
/06
2006
/07
2007
/08
2008
/09
2009
/10
Year 5
Year 6
Year 7
Year 8
Year 9
Year 1
0
Year 1
1
Year 1
2
Year 1
3
Year 1
4
Year 1
5
Year 1
6
Year 1
7
Year 1
8
2024
/25
TotalProvincialRevenueHealth
Assumptions:Health Grows at 9% per annumAll other Dept.'s receive proportionate share of remaining revenues in years 1-4In year 4 when Health consumes all revenue growth, all other departments' budgets permanently frozenIn year 4 when Health consumes all revenue growth, initial revenue deficits applied to restructuring fund 1st
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 8
Provincial / Territorial health expenditures have continued to rise from 1975-2007
Provincial /Territorial Health expenditures 1975-2007- current dollars
0.0
500.0
1,000.0
1,500.0
2,000.0
2,500.0
3,000.0
Year
$100
,000
's
N.L.
P.E.I.
N.S.
N.B.
Source: Canadian Institute for Health Information.
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 9
10.7%
13.1%
10.6%
6.9%
10.8% 10.3%
13.6%
9.8%
13.5%13.2%
10.8%
0%
2%
4%
6%
8%
10%
12%
14%
16%
N.L. P.E.I. N.S. N.B. Que. Ont. Man. Sask. Alta. B.C. Canada
Y.K.: 13.3%N.W.T: 7.6%Nun.: 27.5%
Total Health Expenditure as a Proportion of GDP, 2006
Source: Canadian Institute for Health Information.
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 10
Health care sustainability raises real concerns
The viability of our health care system - - repercussions for access, quality and willingness of Canadians to rely on the publicly funded system
Crowding out spending on other provincial responsibility - - education, social support, economic and transportation infrastructure
Economic competitiveness
Chaoulli case – illustrative of sustainability related stresses- The case suggest that confining residents to publicly funded services runs against charter rights if the public system does not offer reasonable access
- It highlights our conflicting values - social solidarity vs. our individual rights to buy what we need – the ‘consumer value’
- It is likely just the first of numerous legal interventions on policy questions
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 11
Five drivers make healthcare fundamentally different from the past
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 12
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 13
Counterbalancing the drivers for change are key inhibitors that threaten to maintain the healthcare status quo
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 14
In 2015, countries will find themselves in one of four scenarios based on how they address the drivers and overcome the inhibitors
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 15
What the lose-lose scenario could look like in Canada
Growing access and quality issues Provincial governments applying blunt cost reduction measuresConsumer push back through the legal system e.g. Chaoulli caseCanadians lose confidence in our publicly funded health care systemThe Canadian middle class increasingly view their health care as second rate and their longstanding support for a universal/public system breaks down
Significant numbers of consumers purchase health services outside the public system
Increasingly publicly funded health care becomes the care of last resort, care users turn to when they cannot afford to pay for it themselves or when any private insurance coverage they might have had is depleted.
Many disillusioned and overburdened health care providers in the publicly funded system will move to privately funded care, thus adding to a self-reinforcing dynamic of the decline of publicly funded health care in this country
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 16
These questions can help a country (or province) assess its capacity to transform
Category Questions Sample Metrics
FundingWill enough be available?Will it be prioritized and spent well?
% Public/private spending
% of GDP
Consumers
What is the overall health status?What are societal expectations and attitudes? What is the willingness to change behaviors?How many “literate health activists” are there?
Healthy life expectancy at birth (HALE)
Disability adjusted life years (DALYs)
Government
Does the government have the leadership, political will, and stability to drive significant change?
Do government policies and regulations enable transformation?
Ability to prioritize and follow through
Emphasis on accountability in funding arrangements
Healthcare Industry
Are key stakeholders willing to change?Is the healthcare infrastructure (e.g. facilities and IT) appropriately robust?
Incentives reward a longer term view
Ability to share data
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 17
Countries that successfully transform their healthcare systems (i.e., “win-win” scenario) will demonstrate three changes
Focus on value - Consumers, providers, and payers will increasingly direct healthcare purchasing, delivery of healthcare services, and reimbursement monies based on value
Develop better consumers- Consumers will make better lifestyle choices and become wiser purchasers of healthcare services, frequently with the help of health infomediaries
Create better options for promoting health and providing care- Consumers will increasingly seek out more convenient, effective, and efficient means, settings and providers
Healthcare in Crisis: Win-Win or Lose-Lose Transformation?
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 18
Transforming Value
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 19
Perspectives on value from the healthcare system differ among stakeholders but must be balanced and reconciled for a win-win
Consumers
Society
Payers
ProviderIncentives
Financial incentivesto treat and to do more, not to prevent
Wellness and preventionHigh quality, cost-effective acute &chronic care
Fix me regardlessof cost or cause
Healthcare isa societal right
Today
Minimize unit costsand shift costs
Future
Help keep me wellProvide appropriate, cost-effective,high quality care when needed
Transparent cost/quality informationAble to accept value-basedreimbursement
Healthcare is a societal right – butavailable funds must be prioritizedwell across the hierarchy of needs
Value Based Transformation
Sup
ply
Dem
and
Transforming Value
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 20
Environmental Health Needs (e.g., clean water, adequate sanitation, and clean air)
Basic Healthcare Needs(e.g., immunizations and preventive screenings)
Medically Necessary Needs(e.g., acute care for sickness or injury)
Optimal Health(e.g., holistic & personalized
health & wellness)
Health Enhancements(e.g., cosmetic and LASIK surgeries)
Healthcare systems must balance and resolve these differences by establishing and addressing the needs of stakeholders
MarketService
SocietalRights
FiniteNeed
s
Transforming Value
Hierarchy of Healthcare Needs Model Funding Gap
Virtually Infinite Needs
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 21
Transforming Patient Responsibility
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 22
In assuming more responsibility for their healthcare, consumers will make wiser health and wellness decisions as patients and purchasers
In developed/developing countries, citizens are increasingly assuming greater responsibility for managing and paying for their healthcare services and for their personal health management
- Keys to this enhanced responsibility include –
Comparison shopping for healthcare based on readily available, reliable cost and quality information
Information access (e.g. through interoperable EHRs and PHRs) will enable providers and consumers to practice personalized medicine and to make better choices during care delivery
Rise of the “health infomediary” for both the well and the chronically ill and for a much broader socioeconomic segment of the population
Better health through better choices will become a reality through the proliferation of healthy living education and social responsibility programs
Transforming Patient Responsibility
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 23
Transforming Care Delivery
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 24
By 2015, individualized care will increasingly be delivered at more convenient locations, by more affordable and effective healthcare teams
In developed and developing countries, healthcare consumers will seek out more convenient, effective, and efficient healthcare means, settings, and providers- Payers – governments, third-party health insurers, etc. – will direct its
citizens and customers, respectively, to these alternative options- Current examples include medical tourism, integrative medicine, and retail
healthcare, on-line healthcare
The shift in consumer attitudes toward venues of healthcare delivery will be accompanied by a corresponding shift in how, where, and who provides preventive, acute, and chronic care services- In general, there will be a shift from episodic and acute care to more
patient-centered, value-based, longitudinal care by healthcare teams- There will be better management of chronic conditions, especially as more
acute diseases evolve into chronic diseases through advancements in detection and treatment
Transforming Care Delivery
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 25
In 2007 in the developed world, healthcare services are typically acute and provided locally by physicians in outpatient and hospital settings
Transforming Care Delivery
Patients Care Delivery
Age Group SettingSocio-
economicStatus
Access Location Provider Service
Infants
Adolescent
Adult Men
Adult Women
Senior Men
Senior Women
Rural
Suburban
Urban
High
Medium
Low
In Person
Telephonic
Electronic
Home
Outpatient Setting
Hospital
Emergency Department
Long Term Care
Internet
Call Center
Risk Assessment
Prevention
Acute - Diagnosis
Acute - Treatment
Chronic - Diagnosis
Chronic - Treatment
Traditional Providers
Public/Private Insurers
Alternate Providers
Midlevel Provider
Health Infomediary
CatchmentArea
Local
Regional
National
International
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 26
Care DeliveryPatients
HealthStatus Setting
Socio-economic
Status
CatchmentArea Access Location ServiceProvider
By 2015, payers, providers, and suppliers will focus more on market segmentation and channel management
Transforming Care Delivery
Healthy
Minor Ailments
At Risk
Acutely Ill
Chronically Ill
Catastrophic-ally Ill
Rural
Suburban
Urban
High
Medium
Low
In Person
Telephonic
Electronic
Home
Outpatient Setting
Hospital
Emergency Department
Long Term Care
Internet
Call Center
Wellness
Risk Assessment
Prevention
Acute Care
Chronic Care
Complement-ary Care
Traditional Providers
Public/Private Insurers
Alternate Providers
Midlevel Provider
Health Infomediary
Local
Regional
National
International
Consumers Will Seek Out More Healthcare Delivery Channels
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 27
New healthcare business models are emerging to fill the cost, quality, convenience and access gap
Wellness Centers
Acute Care Wellness/
PreventionChronic Care
Ambulatory ICUs
Centers of Excellence
Medical Tourism
Telemedicine
Retail Clinics
Concierge Medicine
Ambulatory Surgery Centers
Medical Home
Analysis >> New healthcare requirements, delivery models, capabilities, and reimbursement
Specialty Hospitals
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 28
Medical tourism is beginning to subject healthcare delivery to global competitive pressures
ProcedureUnited States
Mexico Costa Rica India Thailand Singapore
Angioplasty $33,000 $13,125 $14,500 $7,800 $9,200 $12,500Heart bypass $37,000 $14,400 $13,600 $6,650 $11,000 $13,500Hip replacement $45,000 $9,400 $13,000 $6,500 $8,000 $9,000Knee replacement $21,000 $10,500 $9,500 $6,500 $8,500 $10,000Laparoscopic hysterectomy
$19,000 $4,275 $6,500 $2,238 $4,500 $4,500
Laparoscopic prostatectomy
$27,500 $16,800 $11,500 $5,900 $9,500 $16,000Source: PlanetHospitalNote: Prices do not account for travel or accommodations costs. Expenses can also increase if there are complications with the procedure. United States rates reflect Medicare reimbursements for hospital services but not for medications or anesthesia.
Transforming Care Delivery
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 29
Since the late 90’s, we have worked with customers to advance IT to support transformation.
QuebecProvincial EMPI ImplementationDrug Info System: e-scriptsMother-Child Network (20 sites)Laval EHR (11 sites)Blood Management Network (88 sites)
OntarioTrillium Project Office & Help DeskTrillium Provider & Consumer Portal St Michael’s Hospital AllianceKGH & St T. Elgin Wireless Nurse CallMOH EMPI & DI/PACS StrategySSHA Change MgtNational Paediatric Wait Time SystemCAMH Strategic OutsourceThe Ottawa Hospital Clinical PortalLHIN 4 IT StrategyTEN DI PACS InfrastructureChild Health Network (50+ sites)
British ColumbiaChronic Disease ToolkitPan-Cdn Public HealthHealth Data WarehouseFraser DI/PACSFraser Emergency Dept
Process “Gold Standard”
ManitobaWRHA DI PACS InfrastructureHealth Surveillance Network
AlbertaProvincial EHR (Orion) DeploymentDrug Info System: e-scriptsHip & Knee Process Re-designCalgary Clinical ImplementationCalgary Strategic Outsource
New BrunswickDI/PACS StrategyDI/PACS Infrastructure
FederalHealthcare 2015 e-Therapeutic Portal
SaskatchewanSaskatoon Primary Care Governance
Health Security ArchitectureDrug Information System: e-scripts
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 30
Health jurisdictions can employ a set of practical, relevant, broadly-applicable recommendations to address the challenges of this transformation
Vision and Plan
Where do we want to be?
How do we get there?
Case for Change
Why Change?
Lose-Lose Scenario
Principles
SustainabilityAffordabilityPracticalityTransparencyEquity…
Universal Coverage IT-Enabled Innovation & Best Practices
Improve quality and cost Eliminate clinical and
administrative waste Improve productivity Inform and empower consumers Make informed transformation
decisions Trigger insights that can lead to
innovations
Implications and Recommendations
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 31
Successful transformation will require active participation, collaboration and changes by all stakeholders
Value Consumer responsibility Care delivery
Health systems
Develop a vision, principles and metrics that enable and reward a shared perspective on value
Provide universal insurance for core services, including preventive and primary care
Reward good behaviors
Remove barriers to innovation while still protecting consumers and other stakeholders
Care delivery organizations (CDOs)
Focus on high-value services
Develop teams of caregivers
Implement interoperable EHRs to help enable high-value services
Help inform and empower consumers by providing transparency into pricing and quality
Develop channels and care venues that are closer to the patient.
Implement interoperable EHRs to support information exchange across venues
Physicians and other clinicians
Utilize evidence-based, standardized processes and care plans
Help develop meaningful outcomes data
Develop collaborative partnerships with patients
Help consumers take more responsibility for their health
Monitor compliance
Expect interoperable EHRs to support information exchange among caregivers
Focus on the opportunities that come with change
Consumers Expect pricing and quality information
Become a smart shopper Utilize a health
infomediary
Take responsibility for living a healthy lifestyle.
Create and maintain a personal health record (PHR)
Document advanced healthcare directives.
Expect and demand new delivery models and coordination of care across these new models
Implications and Recommendations
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 32
Successful transformation will require active participation, collaboration and changes by all stakeholders. (continued)
Value Consumer responsibility Care delivery
Funders Develop a viable transition plan to value-based reimbursement.
Help consumers navigate the health system
Help provide personalized information and advice to help consumers maintain and improve their health status
Align incentives with preventive and proactive chronic care, and with innovative, cost-effective approaches
Suppliers Collaborate with CDOs to develop offerings that help provide better longer term outcomes or lower prices for equivalent outcomes
Help identify the right patients and providers and then educate them to achieve better results across all steps of the care process
Help enable new models through simplification and miniaturization; mobile devices; and personalized solutions packages
Society Clearly recognize the need for tough decisions, prioritization & tradeoffs
Actively participate in efforts to improve value
Stress prevention and personal accountability
Expect and promote healthy lifestyles
Keep pressure on the healthcare system to change and meet the needs of its customers
Governments Emphasize value, accountability and alignment of incentives
Require results reporting Develop a funding
strategy for the infrastructure and for independent research
Help protect security/privacy of electronic health information
Require insurance coverage for everyone, with subsidies for those who need them
Change and set policies, regulations and legislation in order to remove barriers (e.g. the patchwork of licensure regulations) and to enable and promote the right actions
Implications and Recommendations
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 33
Care delivery organizations (e.g. health regions) must envision the future healthcare environment and transform
Factor From(typical of today’s healthcare)
To(to successfully transform)
Accountability Safety, quality but with few incentives or penalties, focus on removing “bad apples”
Value, evidence-based standardized processes, outcomes, access
Incentives Mostly financial to maximize reimbursement
Outcomes, follow evidence-base standards, patient satisfaction
Information Management
Predominantly paper-based, fragmented
Electronic, interoperable, accessible, secure and private, real time decision support at the point of care
Innovation New medical technologies, research in academic medical centers
Keeping people healthy; improving overall value and quality of care; better coordination of care; more rapid adoption of best practices and methods
Basis for Competition
Geographic coverage, reputation, broad array of services, new technologies
Differentiated value (cost, quality, access); specialized; channels/sites closer to the patient
Focus of System Acute, reactive, episodic Predictive, preventive, chronic; life-long, coordinated management; personalized
Implications and Recommendations
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 34
And care delivery organizations should begin positioning themselves to serve their future customers
Determine how to differentiate from competitors, both traditional and non-traditional alike- Being “all things to all people” will no longer suffice - Be prepared to compete in an environment of price and quality
transparency Evaluate growth plans in light of possible changes in the healthcare
environment- Organizations cannot solely focus on how to maximize revenue - Future revenue streams, types of services or the desired relationships with
patients/consumers must be considered Segment future customers and develop a channel strategy Recognize new buying influencers such as health infomediaries
Implications and Recommendations
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 35
And care delivery organizations should begin positioning themselves to serve their future customers (cont.)
Develop teams of caregivers matching the skill level and location of the caregivers to deliver patient-centric and coordinated care- Staffing shortages, high costs, the need to develop partnerships with
patients, and the need for new services are mounting- While physicians will continue to be important, midlevel providers will provide
more preventive, chronic, and routine acute care Develop and follow evidence-based, standardized processes and care
plans- As value takes on more importance and quality become more transparent,
organizations will see an increasing need to reduce variation in processes and care plans
Implement interoperable electronic health records (EHRs)- Organizations will not be able to implement the standardized processes and
care plans without robust EHR capabilities- Practitioners must have EHRs to access to relevant patient information and
medical content when treating patients
Implications and Recommendations
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 36
Conclusion
The stakes are very high
The consequences of failing to address the challenges to health care sustainability are daunting
But health care jurisdictions that are successful in transforming will reap huge benefits- Harnessing remarkable new technologies and treatments- New levels of personal engagement in their health and health care- The healthiest citizenry in history- Competitive advantage in a global economy
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 37
This Transformation requires substantial change in Process, People and IT.
Background
Productivity
Waiting & Access
Quality & Safety
Chronic Disease
Mgt.
Value Realization
Physician/Clinician Integration
Technology Fusion
Workforce Transformation
Clinical & Business Process
Optimization
Value Realization
Physician/Clinician Integration
Technology Fusion
Workforce Transformation
Clinical & Business Process
Optimization
Common Elements/Underlying Principles
Governance & PMO Infrastructure
Clinical Care Supported by Technology; People,
Process and Product Knowledge
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 38
Finally …………
It is not the strongest of the species that survives, not the most intelligent, but the one most responsive to change.
Charles Darwin
“People don’t change when you tell them there is a better option. They change when they conclude they have no other option.”
Michael Mandelbaum
IBM Global Business Services
© Copyright IBM Corporation 2006Healthcare 2015 | Apr 12, 2023 39
As well as IBM’s focus on Life SciencesAs well as IBM’s focus on Life Sciences