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CONFIDENTIAL AND PROPRIETARY
This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other intended recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
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
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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
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
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
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Key Messages CARE for the DIGITAL Dragon
4
onstruct your Vision
rchitect Solution
eassess your current state
xecute your decision
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Key Messages CARE for the DIGITAL Dragon
5
onstruct your Vision
rchitect Solution
eassess your current state
xecute your decision
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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.“*
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Key Messages CARE for the DIGITAL Dragon
7
onstruct your Vision
rchitect Solution
eassess your current state
xecute your decision
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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
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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
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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
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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
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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
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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
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Key Messages CARE for the DIGITAL Dragon
14
onstruct your Vision
rchitect Solution
eassess your current state
xecute your decision
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
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
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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.
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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
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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
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Key Messages CARE for the DIGITAL Dragon
19
onstruct your Vision
rchitect Solution
eassess your current state
xecute your decision
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
CONFIDENTIAL AND PROPRIETARY
© 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
Using the Nexus of Forces
20
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Clinicians/Patients want to connect… • To share
experiences • To find answers • To engage with the
community
Forces: Social
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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
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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
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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
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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
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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.
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
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.
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
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© 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.
CONFIDENTIAL AND PROPRIETARY © 2014 Gartner, Inc. and/or its affiliates. All rights reserved.
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.