Analytics Strategy:Enablement, Innovation,

Transformation

Analytics Strategy:Enablement, Innovation,

Transformation

Eric D. Hixson PhD, MBA

Senior Program Administrator

Cleveland ClinicBusiness Intelligence

Cleveland ClinicCleveland Clinic

• 5.5 million patient visits

• 157,000 admissions

• 202,000 surgical cases

• 4,450 inpatient beds

• 75 outpatient locations

• 42,000 employees

• 3,000+ physicians andscientists

Multiple Implicit Directiveswith Uncertain DirectionsMultiple Implicit Directiveswith Uncertain Directions

• Prevention

• Accountability

• Consumerism

• Competition

• Complexity

Rapidly Increasing Data DomainsRapidly Increasing Data Domains

• Geolocation

• Physical environment

• Economic conditions

• Public health

• EHR

• Finance and claims

• Marketing

• Mobile / wearables

• Patient reported outcomes

• Device / Sensors

• Genomics

• Family history

• Social media

• Preferences

• Process / Operations

• Health services continuum

• Trials

• Patient- Activation- Engagement- Diagnosis- Options- Treatment / Intervention- Prevention- Prognosis and Progress- Resources

• Care Delivery- People- Process- Outcomes- Efficiency- Alternatives- Recommendations- Partnerships- Channel Selection

Increasing Decision ComplexityIncreasing Decision Complexity

OutlineOutline

• First Principles

Guiding PrinciplesGuiding Principles

• ‘Global’, enterprise perspective

• Consolidated and distributed services

• Prioritization aligned to strategic priorities

• Align initiatives with the customer

• Develop culture and community aroundinformation sharing and delivery

• Account for staff, architecture, life-cycleprocesses, and governance

Key CharacteristicsKey Characteristics

• Minimize data latency

• Reporting tailored for target audiences

• Harmonized vertical and horizontalmessaging

• Transparency

• Actionable feedback

OutlineOutline

• First Principles

• Structure and strategy are intertwined

Business Analysts

The Information Management FactoryThe Information Management Factory

Data Sources

Data Aggregation & Transformation

InternalDataStore

DataStore

DataStore

Data Mart

Financial

External

Visualization /Reporting

Data Mart

Data Mart

Data MartExternal

Reporting

ExecutiveDashboards

Internal MgtReporting

Clinical

OperationalOperationalDashboards

Population

Analysis

Infrastructure

Analytics

Other

Governance

Clinical

Operations

Other

Payer

QualityAlliance

Other

DataWarehouse

Technical Resources Data Analysts

Other

Data Stewards

OutlineOutline

• First Principles

• Structure and strategy are intertwined

• Data cultures require time andleadership

Performance Management Evolution

1993 2004 2005 20061995 20021998

MonthlyWheels

MonthlyOperationalIndicators

ContinuousImprovementSummits Web Based

Wheels

DailyDashboard

DashboardTools andDataWarehouse

ExecutiveDashboard

InstituteScorecards

2008

EBI PMDSS Dept DBs

ShortCycle

2010-12

PredictiveAnalytics

2013-15

OutlineOutline

• First Principles

• Structure and strategy are intertwined

• Data cultures require time andleadership

• Align metrics with mission

Analytics ExecutionAnalytics Execution

• Avoid ‘shiny paper’ solutions

• Reduced development time and cost

• ‘Model factory’ capability

• Automated model performance monitoring

OutlineOutline

• First Principles

• Structure and strategy are intertwined

• Data cultures require time and leadership

• Align metrics with mission

• Calculation doesn’t equal implementation

A Cautionary TaleA Cautionary Tale

Presenting a solution What the analyst sees What the audience sees

What the audience remembers What the presenter remembers Feedback on the solution

Successful implementation is moredependent on the communication

plan than on technical functionality.

Emphasis on Delivering anOutcome not a Product

Emphasis on Delivering anOutcome not a Product

Focus should be on what it‘does’ rather than what it ‘is’

Clear MessagingClear Messaging

• What information or capability gap isbeing filled?

• What value does this have to me?

• How does this complement otherresources?

• What does this replace?

• What am I accountable to do?

• Wash, rinse, repeat…

Clear Measurement GoalsClear Measurement Goals

NoEstablished

Norms

Establish processes to monitorand means to measure it

EvolvingNorms

Reinforce and refine processes;improve measurement

StandardizedNorms

Assures performance;optimize measurement

Adoption Strategy:Incremental Transition

Adoption Strategy:Incremental Transition

Depend on existing tools and refer to the new

Use both existing and new tools

Use new tools to complete the existing

Replace existing tools with the new

Stakeholder AlignmentStakeholder Alignment

• Executive leadership

• Clinical service lines

• Support services

• Analytics resources

• Improvement specialists

Work in ProgressWork in Progress

• Strengthening internal partnerships toalign priorities and improve governance

• Enhancing infrastructure to expand thecapability envelope

• Optimizing operations for improveddeveloper productivity and user experience