2 – Source: McKinsey & Co, Individual Market Enrollment – An Updated View, 2014.

3 – Source: Private Exchange: U.S. Census, Bureau of Labor and Statistics, Kaiser Employer Health Benefits 2012 Annual Survey. Public Exchange: Congressional Budget Office 2013 Estimate of the Effects of the Affordable Care Act on Health Insurance Coverage, CBO’s February 2013

4 – Source: PwC Strategy & Consumer Survey, 2014.

5 – CSC.com, "How to unlock the future of your business"

1 – Source: PwC Health Research Institute Consumer Survey, December 2013 6 – CSC.com, "Cloud Empowered Enterprise, A Strategic Framework to Enable an Agile Enterprise"

7 – Forbes Insights, "Customers For Life" July, 2014

8 – CSC.com, "CIO Survey: 2014–2015"

10 – Ponemon Institute, "Cost of Data Breach Study: Global Study," 2013

11– CSC.com, "The Evolving Role of Data in Decision Making"

9 – *CSC.com, "CIO Survey: 2014–2015"

www.csc.com/contact_us

Contact CSC to discuss our suite of solutions that can help your

healthcare organization shift to a flexible, future-ready platform at

of enterprises will have adapted their

infrastructure to exploit big data insights to

their potential.11

LESS THAN 20% BY 2015

of CIOs and IT leaders in

healthcare believe big data

insights contribute positively

to productivity and efficiency.11

For personalized healthcare, accessing and

processing big data insights can not only

serve individuals as consumers, but help

save lives, improve outcomes and reduce

costs. This requires setting up the right

systems with the help of experts who

understand not only how to process data

ststreams from disparate sources, but who

can also turn that intelligence into

actionable results. The key is to employ an

advancing maturity model alongside your

new data management platforms:

PRESCRIPTIVE AND PREDICTIVE ANALYTICS FOR PERSONALIZED MEDICINE

Actual dollar loss is approaching

200 per data record for security breaches.

And most databases have millions of records.10

of IT leaders in healthcare see cyberscurity as a top priority this year.981%

With a growing number of engaged and mobile members and the continually escalating frequency

and sophistication of cyber attacks, the need for a well-constructed and governed cybersecurity

strategy is critical. Any breaches impact a company's image (and potentially market share) and can

have massive cost and financial penalty repercussions.

A COMPLETE CYBERSECURITY PROGRAM

of IT leaders in

healthcare view the

development of mobile

applications as a high priority

in the coming year.8

60%An increasingly mobile populace is comfortable

interacting with everything from banking to healthcare

providers from the palm of their hand.

MeaMeanwhile, healthcare providers can use mobile devices

to react quicker to patient needs and with greater

access to information. Mobile apps also generate closer

customer contact, greater point-of-purchase influence

and “customer-for-life” opportunities.7

A MOBILE & AGILE PLATFORM

Moving to a cloud-based

infrastructure can cut

your IT budget by

A cloud-empowered enterprise can see a

40% reduction in TCO for business-critical applications, freeing up resources for

more innovation.6

Cloud-based applications are faster to develop, test, and change and deploy; and the IT operating

model is dynamic and scalable to meet changing business conditions, enabling better and more

responsive support to business needs, at a lower cost.

CLOUD TRANSFORMATION AND I.T. INFRASTRUCTURE

Total cost of ownership (TCO) typically drops by

20%-30%largely from eliminating obsolete apps,

infrastructure and databases.5

80% of your IT budget is typically consumed by

managing legacy

applications.5

Legacy systems hinder adoption while also increasing your cost burden and reducing your

agility/market responsiveness. Further, healthcare organizations are frequently set up to support

employer groups instead of individual markets. The key is modernizing your platform to be

flexible and fast enough to adapt. Consider:

HEALTHCARE SYSTEMS INTEGRATION

Cloud transformation and I.T. infrastructure

A mobile and agile platform A comprehensive

cybersecurity program

Prescriptive and predictive analytics

A fully integrated healthcare system

With those three main goals informing your overall strategy, how you differentiate

yourself depends on how well you execute on these five key areas:

5 PILLARS FOR TRANSFORMATION5 PILLARS FOR TRANSFORMATION

Create a high-level roadmap for

transformation to state-of-the-art

individual market capabilities.

Develop an enterprise architectural

blueprint that supports these strategies,

including application portfolio analysis

and high-level infrastructure

architecture, future state architecture,

and modernization recommendations

for existing applications.

Develop a clear strategy for every

consumer market. It should include

the business and operational

strategies including business goals

and associated operational SLAs.

Diagnosis and Design of Path Forward

These three things should guide your journey to successful consumerization:

DIGITAL CONSUMER STRATEGY AND GOVERNANCE

START WITH SOUND STRATEGYSeeing through a consumer-first lens means knowing first how to deliver a

cohesive strategy and smart governance to deal with legacy problems.

START WITH SOUND STRATEGY

What does it all mean? You need a complete plan that delivers transformative, future-ready solutions to stay

competitive in this consumer-driven healthcare universe.

Even simple things, like selecting your health plan, are changing. Mobile apps and automated

services will streamline the process for consumers while lowering costs for insurance companies:

This doesn't mean there isn't still a place for both public and private exchanges.

Trends indicate a leveling off of overall public exchange growth while

private exchanges continue to climb.

We can only expect this trend to continue into the future. Surveys revealed that the majority of consumers age

18–44 prefer digital channels for insurance acquisition, while those 45 and older prefer brick-and-mortar experiences. As current generations age, they'll be more comfortable in a digital environment than today's

older consumers are.

Public vs Private Exchange Annual Enrollment3Millions of members

Consumer Preferred Forms of Engagement by Age4(Digital VS. Facility)

Need further proof? Consider the shifting approach in purchasing from B2B insurance channels to B2C since

2009 (forecast to 2016). In that time frame:

B2B channels (small and large group and ASO providers)

actually decline in growth by 2% 41%While B2C channels like

individual plans and

Medicare increase by

prefer a website provided by

employer to get prices

EMPLOYER WEBSITE

prefer to use “other” methods to

shop for healthcare

Examples:-Government websites; industry coalitions;

Pharmacy cost information

OTHER

prefer an online healthcare shopping

website with different options at

different prices as opposed to

things like individual insurance

company sites, retail clinic provider

sites, making phone calls

Examples:CaCastlight and Change Healthcare provide

expected cost information for physicians,

services, and prescriptions

SHOPPING WEBSITE

prefer to shop using their health

insurance company’s website

Examples:- my EasyBook by United Healthcare,

OOP cost calculatiors, public and

private exchanges menu of plan options

- 6% prefer a mobile app version

INSURANCE WEBSITE

prefer calling

around to get

prices

CALLING

prefer to use healthcare organization

and company websites

Examples:-Many retail clinics provide a menu of prices for

various treatments

-Many hospitals do not yet provide price

information

COMPANY WEBSITE

Overwhelmingly, consumers prefer to shop for health insurance online where they can evaluate options and plans across multiple carriers.

Technology-driven solutions place themember at the center of the industry

THE NEW APPROACH TO

HEALTHCARE

When it comes to healthcare in the 21st Century, one constant applies across the board: Whether it’s insurance companies,

patient care providers or pharmacies, a member-first philosophy is taking root. Employers are shifting more responsibility

onto employees, empowering members to make their own decisions regarding healthcare. Meanwhile, delivery methods

are shifting to direct channels, like mobile apps.