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The future of AI and automation in healthcare
SMART HOSPITALS The digital future of global health World’s largest hospitals
FOREWORD
W
elcome to the spring edition of Healthcare Digital magazine. Technology is driving transformation in the healthcare sector like never before. Whether it’s AI or machine learning, the greater use of data to understand and optimise patient data, smart hospitals or more, every aspect of the value chain is being influenced by digital innovation. In this, the first edition of our new Healthcare Digital publication, we cover this incredible change. Technology drives us forward and underpins the content throughout the edition. For example, we take an in-depth look at the role of the smart hospital, according to Siemens, McKinsey and Accenture. Enabled by technologies such as AI, robotics, precision machining, 3D printing and more, these emerging smart buildings are transforming the way in which healthcare is provided globally. AI is at the forefront of this issue. See, for example, our keynote interview with
Global Head for Artificial Intelligence and Automation at Infosys Consulting, John Gikopoulos. First, to dispel a myth. Gikopoulos tells us that the robots aren’t taking over. They are, however, changing the sector on an unprecedented level through four key areas of disruption: intelligent process automation, standardising data, machine learning, and patient interfacing. The latter, he tells us, has the power to “completely change everything”. Innovation is at the heart of those companies that appear in the publication, too. In this issue we hear the transformation stories of several leaders in the field including Ispahani Islamia Eye Institute and Hospital, Prime Healthcare, St. John Ambulance Canada, Partners Behavioral Health Management and Aster Hospitals UAE. We wish all of our readers safety and good health at this challenging time. Matt High matthew.high@bizclikmedia.com
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10 Ispahani Islamia Eye Institute and Hospital
20 Smart hospitals: the digital future of global health
34 Infosys Consulting: the future of AI and automation in healthcare
44 Transforming patient connectivity and data security in EMRs
54
66
Deloitte: introducing Valuebased procurement in healthcare
World’s largest hospitals
82 Prime Healthcare
112 Tivity Health
100 St. John Ambulance Canada
130 LifeScan
152
166
Partners Behavioral Health Management
Aster Hospitals UAE
180 Leumit Health Services
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Ispahani Islamia Eye Institute and Hospital: expanding and transforming to ensure eyecare is available for everyone
EDITED BY
MATT HIGH PRODUCED BY
STUART IRVING
SPRING 2020
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I S PA H A N I I S L A M I A E Y E I N S T I T U T E A N D H O S P I TA L
Mridul Kumar Sarkar, CEO at Ispahani Islamia Eye Institute and Hospital, discusses the technological, educational and organisational transformations that are enabling it to realise its noble goals of offering eyecare for all regardless of their means
I
n 1960, when there was no concept of any speciality hospital in the country, the Ispahani Islamia Eye Institute and Hospital
(IIEI&H) was incorporated as the first single organ healthcare institution in Bangladesh. Since that 12
time, it has developed to be the lead referral and teaching hospital, with all sub-specialties of Ophthalmology. IIEI&H serves over one million patients annually, many of whom come from remote areas of the country. The institute and hospital is undergoing a noble and holistic transformation, driven by the goal of enabling quality eye healthcare provision regardless of patient means. Having recently secured the Hospital of the Year Award for Bangladesh in the Healthcare Asia Awards 2019, the not-for-profit organisation’s remarkable expansion and transformation has not gone unnoticed. Mridul Kumar Sarkar, CEO at the institution, has driven significant operational and structural changes since he took charge in October 2015. “When I came here, the scenario was completely different,” he says. “Some SPRING 2020
13
systems were almost non-existent, we had to work very hard for a paradigm shift in bringing both those systems and a positive culture. That work was completed within two years, and we then realised the true strength of this organisation.” During Sarkar’s tenure, the organisation has expanded its presence from four hospitals to 21, and boosted its staff headcount from 565 to around 1,150 – 125 of whom are full-time w w w. h e a l t h c a r e digi t a l . c o m
I S PA H A N I I S L A M I A E Y E I N S T I T U T E A N D H O S P I TA L
“ Our commitment is to make services available for all who need them, irrespective of their social position or paying capacity”
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— Mridul Kumar Sarkar, CEO, Ispahani Islamic Eye Institute and Hospital
doctors of various disciplines. “Besides ophthalmologists, we also have cardiologists, anaesthesiologists, clinical pathologists and microbiologists to support the safe and quality clinical services,” says Mr. Sarkar. Besides its direct services to patients through its main and peripheral hospitals, the organisation has been providing nationwide services in eye care by putting a major focus on expanding out ophthalmic team across a range of positions and levels. Sarkar continues: “Since 1992 we have created 259 ophthalmologists which stands for 25% countries total strength and 643 ophthalmologists for Cataract surgical training (50% of total strength). The hospital has led Bangladesh eye care’s transition into sub-speciality era since 2011, which was of dire need at the time; in total, 151 ophthalmologists for in subspecialities were created, of whom 63 were international. “One of the unique things in our fellowship is the number of surgical cases that we offer, along with the one-to-one coaching that our institute provides,” Sarkar adds. The country, and the global ophthalmology community, has historically
SPRING 2020
Ispahani Islamia Eye Institute and Hospital: Farmgate, Dhaka II Review CLICK TO WATCH
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lacked dedicated ophthalmic nurses and mid-level ophthalmic personnel, a challenge that IIEI&H is working to address. The hospital has produced 170 mid-level ophthalmic technical personnel, has increased its mid-level technical skill training to 149 technicians and has provided ophthalmic Nursing training to 463 home nurses. Alongside all these mid-level training programmes – including optometry diplomas – from August 2020, the hospital will offer BSc and MSc optometry courses. “Ophthalmic w w w. h e a l t h c a r e digi t a l . c o m
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nursing is a very demanding discipline,”
a great challenge. Therefore, IIEI&H is
elaborates Sarkar. “Across the global
actively considering the introduction of
eye hospital fraternity – whether in
a School of Nursing in Ophthalmology
London, the United States, Europe or
in 2020. This, it is hoped, will ultimately
other Asian countries – there is truly a
culminate in seamless eyecare opera-
scarcity of trained ophthalmic nurses.”
tions for all.
Sadly, the eye is still a least-priority
Focusing on quality standards for
organ, even for clinical service provid-
such a large not-for-profit hospital
ers. Conventional nursing curricula,
remains a distant dream however,
too, still give barely any emphasis to
even more so when people are not
ophthalmology – nursing graduates
covered with health insurance. In
are eventually ending up being trained
addition, despite the many measures
on the job, for example. However, the
being taken, patient safety remains
retention of such a skilled workforce is
an issue. In this regard, IIEI&H is all
E XE CU T I VE PRO FI LE
Mridul Kumar Sarkar Mridul has considerable experience in spearheading organisations and offers strong leadership and vision. He has worked in various life science, healthcare and medical roles worldwide and is a proven business strategist with strong technical and entrepreneurial acumen. At Ispahani Islamia Eye Institute and Hospital his mission is to accomplish the organisation’s mission, vision and strategic international goals. This includes setting strategic direction to develop and implement growth and development, developing sustainable financial strategies and foster continuous innovation. w w w. h e a l t h c a r e digi t a l . c o m
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I S PA H A N I I S L A M I A E Y E I N S T I T U T E A N D H O S P I TA L
set for International Gold Quality Accreditation by Q4 of 2019. Achieving this will be a landmark achievement for the hospital, showcasing a visible model for other healthcare organisation to follow. Simultaneously, the hospital is currently undergoing the process of going paperless through the introduction of advanced ERP to offer multi-faceted benefits, not only in uplifting the quality of services and accelerating the green environment, but also to reduce its 18
service delivery timeline and ensure the optimal utilisation of resources.
SPRING 2020
“ We want to ensure that eyecare is affordable for everyone” — Mridul Kumar Sarkar, CEO, Ispahani Islamic Eye Institute and Hospital
This will perfectly complement its
irrespective of their social position or
new quality standards, meet interna-
paying capacity. We want to ensure
tional safety and help to meet clinical
that eyecare is affordable for everyone,”
research goals.
reiterates Sarkar, “and we strive to
Such developments are in tune with
make available at global standards. To
the hospital’s ongoing focus on futuris-
realise the vision of excellence in eye-
tic innovations. Another example of this
care across the globe and particularly
can be found in IIEI&H’s engagement in
for the underprivileged, you must blend
leveraging various data analytics and
heads and hearts. That is key to the
artificial intelligence (AI) for research
success of our mission.”
and hospital management purposes. “Our commitment is to make services available for all who need them, w w w. h e a l t h c a r e digi t a l . c o m
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H O S P I TA L S
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Smart hospitals: the digital future of global health
WRITTEN BY
SPRING 2020
HARRY MENE AR
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H O S P I TA L S
We look at the role of the smart hospital, according to global firms Siemens, McKinsey and Accenture
T
he coming decade will be one of unprecedented challenges for the global healthcare industry. In addition to emergent threats like the COVID-19 pandemic, the global population
is not only getting larger, it is also ageing. By 2030,
the world will be home to more than 8.5 billion people. By 2050, the number of people over the age of 60 22
will have doubled in comparison to 2015. “As healthier lifestyles are enhanced by significant improvements in healthcare, we’re living longer. While this is a welcome development, it does bring challenges,” writes the team behind Siemens’ report: The Age of the Smart Hospital. But what are the most daunting challenges facing the global healthcare sector, and how do industry leaders Siemens, McKinsey and Accenture propose that innovation, digital technologies and the rise of the smart hospital can meet them?
SMART HOSPITALS AND HOSPITAL 4.0 “Technological enablement, digitisation, and automation are affecting industries today in profound ways,” writes Bo Chen, Axel Baur, Marek Stepniak and Jin Wang, analysts and authors of McKinsey’s report, SPRING 2020
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Finding the Future of Care Provision: The Role of Smart Hospitals, “Healthcare delivery is no exception.” As the transformative effects of Industry 4.0 bring digital transformation and new, innovative technologies to every sector, the healthcare industry is no exception. One of the most pronounced effects of this global digital transformation is the rise of “smart” infrastructure, says McKinsey, a development that is already affecting tens of thousands of cities, offices and homes around the world. w w w. h e a l t h c a r e digi t a l . c o m
Siemens: Sint-Maarten Hospital, a building built to heal CLICK TO WATCH
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Smart infrastructure makes extensive use of emergent technologies like artificial intelligence (AI), Big Data and the Internet of Things (IoT) in order to create more integrated, efficient spaces that better suit the needs of their users and occupants. This is no different in the healthcare space. Indeed, McKinsey states that smart hospitals are not only being used to improve care delivery within the building, but to also connect to, and contribute towards, the broader healthcare delivery ecosystem.
“ Technological enablement, digitisation, and automation are affecting industries today in profound ways” — McKinsey, Finding the future of care provision: The role of smart hospitals w w w. h e a l t h c a r e digi t a l . c o m
H O S P I TA L S
According to McKinsey, a host of new technologies are being integrated into hospitals and healthcare delivery, including: + Artificial intelligence + Robotics + Precision medicine + 3-D printing + Augmented and virtual reality + Genomics + Telemedicine Implementing these and other 26
digital technologies, says McKinsey, could help to realise cost savings of
RTLS: powering the smart hospital Real-time Location Services: used for everything from asset tracking to patient f low optimisation, RTLS technology is the mainstay of data gathering in a smart hospital. On average, nurses spend more than an hour per shift looking for mobile equipment. The average utilisation rate of
SPRING 2020
equipment is also less than 40%, meaning that hospitals buy or rent too much equipment. RTLS allows the patient’s journey to start at home, by using hospital apps to check in for appointments prior to arrival. This improves workf low and hygiene by reducing waiting room wait times.
over 10% of overall annual national healthcare expenditures for most OECD countries. To further evidence the potential scale of the market, it is noted that venture capital funding for digital health solutions has grown from $1bn in 2011 to over $8bn in 2018. “For many, the term “smart” conjures images of apps, but the smart hospital is much more than that. It’s a healing environment where the increasing digitisation of the building means that the technology is working seamlessly to deliver benefits to the people connecting to it,” writes the Siemens’ report. “In a smart hospital, the focus is on the digital systems and
“ In a smart hospital, the focus is on the digital systems and the potential they offer to the building itself to effectively become a member of the teams” — Siemens, The Age of the Smart Hospital
the potential they offer to the building itself to effectively become a member of the team.” These digital systems can mean anything from climate control to asset tracking and patient flow management. By using powerful new technologies like digital twins and data analytics, hospital administrators can better understand the needs of both patients and staff in order to create a more seamless experience and higher standards of care. w w w. h e a l t h c a r e digi t a l . c o m
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H O S P I TA L S
Honeywell Buildings: What is a Smart Hospital? CLICK TO WATCH
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HOW TO BUILD A SMART HOSPITAL
ultimately hamper patient care. “Too
According to Siemens, a successful
often the focus is on the technology
smart hospital is user facing.
itself rather than what that technology
By identifying and defining the
can do for the people working with it
requirements of the operation,
and being affected by it.”
administrators can then select the
Secondly, bringing data together
technologies that best meet those
through systems integration is at the
needs. “While recognising the role of
heart of the smart hospital. A smart
technology, it’s vital that the people
hospital is a symphony of powerful and
who will be interacting with it are
complex systems working together in
considered first.” Approaching smart
harmony. According to Siemens,
hospital design from a technology-first
integration “begins at the room level
vector, Siemens warns, is a pitfall that
where different systems like lighting,
can lead to inefficient operations that
climate control, and shading are
SPRING 2020
combined in one infrastructure (total
healthcare professionals within the
room automation).” Flexibility and
next decade. Combined with extant
scalability are critical to the successful
staff shortages and the high-pressure
implementation of this step. Hub-and-
environment created by long hours,
spoke models are proving popular
“simply increasing the workload of
among the new generation of smart
medical staff to accommodate the
hospital projects, which typically
increasing demand for healthcare
comprise a central facility and several
services isn’t a sustainable option,”
smaller, specialised satellite operations.
notes Siemens. The ability for smart hospitals to
A CHALLENGING FUTURE
streamline workflows and better
Even as our healthcare facilities grow
manage patient population health will
more capable of monitoring patient
be a critical tool in the effort to meet
health and overseeing patient care on
rising demands on the industry, while
a larger scale, the world is throwing
compensating for staff shortages. A
unprecedented challenges at the feet
new report from Accenture, written by
of the healthcare sector. Based on research by Siemens, McKinsey and Accenture, here are the two greatest challenges currently being faced by the global healthcare community, and how smart hospitals and innovative technology can help to overcome them:
1. THE GLOBAL SKILLS SHORTAGE According to data released by the World Health Organisation (WHO), the global healthcare industry can expect to face a skill shortage in the magnitude of more than 18 million
“ AI will generate new insights, create new efficiencies, and achieve better patient and economic outcomes” — Accenture, The Race to Reinvent Healthcare w w w. h e a l t h c a r e digi t a l . c o m
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H O S P I TA L S
Anthony Romito and Gayle Sirard, notes that cutting-edge technology like AI will be critical to properly equipping smart hospitals to meet this challenge. “AI will generate new insights, create new efficiencies, and achieve better patient and economic outcomes,” the report, The Race to Reinvent Healthcare finds. AI’s ability to improve clinical workflows will reportedly help to “minimise administrative tasks, reduce wait times, and maximise the time a 30
provider has with patients at the point of care.” This will be particularly effective in Europe, where the ratio of general
The global healthcare industry The average country spends more than 10% of its GDP on healthcare Venture capital funding for digital health solutions has increased exponentially, from about US $1bn in 2011 to more than US$8bn in 2018 Smart hospital investment could reduce healthcare spending by an average of 10% each year
practitioners (GPs) to specialist medical personnel is out of balance. According to the WHO, the majority of physicians in Europe are specialists: “the specialist
2. THE THREAT OF THE PANDEMIC
to GP ratio is 1 to 3.2, a relation that has
The world will change as a result of
been constant over the past decade.
the spread of the COVID-19 or
The right skills-mix of health workers is
‘Coronavirus’. In times where
indispensable for effective and efficient
epidemics threaten millions of lives,
health care delivery.”
as well as the livelihoods of hundreds
Using AI-driven clinical workflow
of millions more, the ability for
streamlining technology will free up
hospitals to provide pan-population
valuable GP resources, allowing
health support is crucial.
patients to be directed to specialists more effectively. SPRING 2020
Already in this current crisis, the ability for smart hospitals to use
leading-edge technology to gather
According to a report by CNet,
data effectively and safely is already
“5G-powered temperature measurement
proving a huge boon to healthcare
devices flagged patients displaying
professionals. In Wuhan, the original
fever symptoms. Other robots – some
epicentre of the outbreak, cutting
humanoid and others your basic, boxy
edge robotics have already been
type – worked 24/7 measuring heart
deployed to improve patient care –
rates and blood oxygen levels via smart
as well as to provide relief to
bracelets and rings worn by patients.
exhausted human healthcare workers.
The bots delivered medication,
For several days, the hospital was
patrolled and cleaned infected areas,
entirely staffed by robots from
led patients in exercises and even
Softbank-backed Beijing startup
performed robo-dances to entertain
CloudMinds Technology.
bored quarantined patients.” 31
Hospitals in coronavirus-hit Wuhan use medicine delivery robots CLICK TO WATCH
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H O S P I TA L S
The ability for technology to create distance between potentially infected patients and healthcare professionals is a powerful tool in maintaining the efficacy of hospital staff. The application of technology like IoT to create what Siemens describes as a “healing environment” is also proving vital to global efforts. “Stress has a negative impact on the immune system and on the patient’s healing process, and so finding ways to reduce stress levels and improve patient comfort 32
are therefore essential,” the report finds. “Patients want to stay in contact with family and friends and they want access to entertainment systems. Room control can be provided to the patient’s smartphones/tablets or those provided by the hospital. It’s also possible to offer this control via patient terminals or to integrate it with a voice-controlled system like Alexa.” Global emergencies like the COVID-19 pandemic place intense pressure upon our healthcare community. However, smart hospital innovation is one of the critical support factors that will enable global healthcare industry players to overcome this crisis. SPRING 2020
McKinsey’s five key trends shaping the global healthcare industry 1. Shift from disease treatment to health management 2. The quest for clinical outcomes and quality 3. The movement towards outpatient settings 4. The rise of the ‘informed patient’ 5. A new focus on value and accountability
THE AGE OF THE SMART HOSPITAL The next decade will present new opportunities and technologies that create value and dramatically improve patient care. By integrating smart infrastructure technologies into hospitals, healthcare providers are going to be able to increase efficiencies, maximise patient comfort, and cope with the difficulties of tending to patients in a modern world. “Ambitious goals require new ways of working where staff, patients, and visitors are supported throughout their journey. This requires the recognition of the vital role that the building, especially its digital systems, can play in the process. This new approach – where the building itself continuously learns and adapts to the constantly changing needs of its users – is heralding a new age of the smart hospital.”
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D I G I TA L H E A LT H
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Infosys Consulting: the future of AI and automation in healthcare WRITTEN BY
SPRING 2020
M AT T HIGH
Global Head for Artificial Intelligence and Automation, John Gikopoulos, on how AI and machine learning is disrupting the healthcare ecosystem
“T
he robots aren’t taking over; it’s a misconception
that’s really important to move away from,” says
John Gikopoulos, Global Head for Artificial
Intelligence and Automation at Infosys Consulting.
“Unfortunately - or perhaps fortunately - the future isn’t Pepper the Humanoid Robot, and the greater use of AI, machine learning and robotic process automation (RPA) in healthcare doesn’t mean we’ll end up with some vision of Arnold Schwarzenegger’s Terminator diagnosing us or deciding whether we live or die. “The reality is that around 80%, and in some cases more, of activities that happen in hospitals are process or operations-driven, rather than focused on actual healthcare,” he continues. “And while you’ll see lots of hype around how AI and other new technologies can change the way that patients interact with doctors and the wider healthcare system, the most significant changes have happened at that automation and simplification level - we’ve come to work with, and rely on these innovations on a day-to-day basis without even realising they exist.” wwwww. w.he h e aal ltthhc c aarre e digi gl o bt a ll.. ccom om
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The healthcare industry offers great
while AI and automation applications
potential for adopting new technologies
have likely already improved the overall
such as AI, machine learning and
efficiency of the healthcare ecosystem
automation, particularly with regards to
by between 10% and 15%.
improving operational efficiencies,
“It’s primarily what these technologies
enhancing quality of care and patient
do,” he says. “They simplify, standardise
engagement, as well as reducing cost of
and make processes and operations
care. Some reports have suggested, for
more effective and efficient. Look at
example, the market for AI in healthcare
how we interact with healthcare. The
could grow by as much as 40% by 2021
process 10 years ago was very manual
to be worth $6.6bn. For Gikopoulos, the
– you had to book appointments yourself,
use of machine learning technologies in
make a call, physically visit hospitals,
clinical trials has the potential to
physicians or clinics, but today that’s
improve efficiency by as much as 30%,
changed across the entire payer to w w w. h e a l t h c a r e digi t a l . c o m
D I G I TA L H E A LT H
provider value chain. Our life is changing on a daily basis on a level that is unprecedented and which, more interestingly, we don’t fully experience. Everything, irrespective of whether we’re a consumer or a patient, a user or a healthcare professional has been made easier by these technologies across the entire ecosystem.”
AI IN HEALTHCARE: TECHNOLOGY TRANSFORMATION According to Gikopoulos, there are 38
four key areas of disruption related to AI and automation in the healthcare industry: intelligent process automation, standardisation of the way in which
part of the value chain. At the other
patient data is classified, optimising
extreme are the pharma companies
patient treatment through machine
and so on, which have margin levels
learning, and interfacing with patients.
that most other industries are envious
“Across these four key levers, the
of. Across this value chain is where you
payer and provider sector is
see a different emphasis on those four
differentiated by the margins and the
trends, and the achieving of
relative financial stability of the players
efficiencies and effectiveness that AI
within the respective ecosystem,” he
technology can bring. It also expedites
explains. “At the one end is public
the adoption of technology.
healthcare, public hospitals and
“On the provider side, for example,
primary care, which has to focus on
there have been vast levels of
efficiency and effectiveness and is
efficiencies and greater effectiveness
never going to be the most affluent
achieved through automation and the
SPRING 2020
standardisation of information. Something more evident in the big payer-provider interface is around the way in which individuals, consumers, users and patients interact with the healthcare sector. This is where chatbots, intelligent interactive voice recognition (IVR), telematics, avatars and all of those various remote and or non-remote channels of interaction come in.”
FOUR KEY AI IN HEALTHCARE TRENDS
1 “ Patient interfacing
Intelligent Process Automation “This is the central one,” says Gikopoulos. “Automation, RPA
and IPA should really be running most
can completely change the experience that we all have from communicating with this entire value chain”
of the operational processes in the background. From the payer perspective, it’s about collecting
information, registering people, allowing one-point access to past information and so on; from the provider side, the entire experience in a hospital should be underpinned by automated processes. For pharma companies, for example, automation is used across all functions, from manufacturing and support, through IT, finance and even the running of clinical w w w. h e a l t h c a r e digi t a l . c o m
39
D I G I TA L H E A LT H
“ There is huge potential in how AI and automation can improve the entire supply chain” 40
- or a lack of treatment - has had in the past and so on,” Gikopoulos explains. “It drives every decision, from what active agents go into drugs and when to dispense then, through to clinical trials, how long people should be hospitalised and even what impact they may have on the greater public and the healthcare system. “And yet, it’s a question that just hasn’t been addressed adequately,” he continues. “Information comes from so many sources in healthcare that standardising that information is essential. Further, once you have that
trials and R&D.” The key advantage of RPA and IPA is
standardisation, then you can apply AI to identify the questions behind
the skipping of the human interface,
that information.
according to Gikopoulos. Employing
3
the technologies removes the delays or mistakes that humans make from the equation, thus making the entire value chain more efficient from end to end.
2
Machine learning Machine learning is used at the payer/patient or hospital/
patient interface to analyse data, often provided by patients, and to provide
Standardising data
informed reactions and decisions on
“The biggest problem across the
that data. “When you start looking at
entire healthcare value chain is
the outcomes of treating patients in
being able to call the same thing the same
different ways depending on when they
name at every stage of the process, so
came in - what symptoms they have,
underlying or diagnosed conditions of a
what were their underlying conditions,
patient, the effect of different treatments
demographic or social category, then
SPRING 2020
you define a completely different
machine learning in clinical trial
decision tree compared to the static,
efficiency, adding that it “could be
traditional one that says the customer
grossly understated in certain cases”.
journey or the patient journey is greet
These include, for example, identifying
at the reception, triage, send to doctor,
cause and effect in the use of different
have it diagnosed and then send to be
agents within drugs along the clinical
treated,” notes Gikopoulos.
trial value chain, which can work in a
He also cites the importance of
much faster and more targeted way with machine learning.
E XE CU T I VE PRO FI LE
John Gikopoulos In the summer of 2018, I joined Infosys Consulting as the Global Head of Artificial Intelligence and Automation, as well as a coordinator across the different Infosys service lines that are active in the artificial intelligence and automation area. I was bitten by the technology bug during my previous career at McKinsey, when I was part of the operations practice. Once I got the hand of that, I joined the service operations practice, which is the customer or user interfacing part of the operations practice. I’m not a technology nerd by nature, but I’m extremely excited in and interested by the effect that these technologies have in businesses, in the corporate environment and on our day-to-day lives. When I joined Infosys, which is one of the biggest and most distinctive delivery powerhouses out there when it comes to technology, my drive was to combine the strategic acumen I gained in my McKinsey career with Infosys’ distinctive delivery and thus be able to bring AI MA related use cases to my clients in real life.
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D I G I TA L H E A LT H
4
part of the connected world not just for Patient interfacing
the mundane and potentially also fun
According to Gikopoulos
parts of our experience and existence,
patient interfacing can
but also the more crucial areas like
“completely change the experience
healthcare. Imagine, for example, if all
that we all have from communicating
our machines, computers, phones and
with this entire value chain”. Examples
so on, instead of using their enhanced
he cites include using remote channels
abilities to provide greater gameplay,
to contact patients that need a certain
screens, or sound quality, had actually
treatment after discharge, or the use of
focused on having the type of sensors
telematics to remote diagnose patients.
that allow temperature or blood
“Interfacing isn’t all about chatbots,
pressure to be taken, or a person’s
avatars or cool looking bots that interact
retina to be scanned for specific
with you,” he says. “To a large extent, it’s
diseases. That kind of interface or
more to do with the IoT and making us
interaction could, or might still,
Philips Healthcare: Benefits of Clinical Informatics and Artificial Intelligence (AI) CLICK TO WATCH
SPRING 2020
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1:10
completely change everything.”
getting things done rapidly.”
CATALYST FOR DIGITAL TECHNOLOGY
FUTURE TRENDS
Despite the clear benefits to the
Gikopoulos sees several trends driving
deployment of AI and automation
future evolution for AI. Distance learning
technology, the pace of adoption has
technology and IoT will dominate, he
been slow across several industries
believes, playing a significant role in
including healthcare. Gikopoulos
how people are trained, how they learn,
attributes this to a risk averse mindset
and are on-boarded to organisations.
inherent in all of us, and a strong
“There is also huge potential in how
understanding of the underlying
AI and automation can improve the
technologies and their ability to
entire supply chain,” he adds “due to
improve things in the shorter term.
what I call ‘working type’ scenarios.
“There’s no way of circumnavigating the
This basically means predicting where
technology maturity curve, but you can
a supply chain may fail and proactively
see why sensitive areas like the
taking action to rectify before there are
healthcare sector would be a later
any issues. This is especially relevant
adopter of new innovations.
in the healthcare sector because of the
“Unfortunately, the severity of the
life criticality element that is evident
coronavirus pandemic is the kind of
within the sector. For me, the biggest
catalyst that expedites adoption. If you
difference will come from the use of
look at the past, it’s little surprise that
machine learning to standardise
the biggest changes in the world order
patient data and provide insights into
have occurred during war time or
questions that we never knew existed.
periods of significant disruption. It brings a situation where people are willing to spend what is needed to achieve results, there is greater alignment between stakeholders to work towards a specific goal, and the emphasis is on w w w. h e a l t h c a r e digi t a l . c o m
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TECHNOLOGY
44
TRANSFORMING PATIENT CONNECTIVITY AND DATA SECURITY IN EMRS WRITTEN BY
CATHERINE S TURM AN
SPRING 2020
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TECHNOLOGY
As the healthcare sector continues to grow, technology is helping to redefine the industry. Here’s how...
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T
he healthcare IT market is growing at an unprecedented rate in order to deliver exceptional patient care and aid in the prevention, diagnosis
and treatment of illnesses and disease. Since the mid-
2000s, physicians and hospitals have digitised the way patient records are held through the adoption of an Electronic Medical Record (EMR) or Electronic Health Record (EHR) system, which provides a digital record of a patient’s medical history. Leading consultants, Accenture, has even found that from 2001 - 2014, EMR usage in physician offices grew from 20% to more than 80%. The use of EMRs have provided significant benefits for both patients and healthcare professionals; from advanced patient care coordination, patient engagement and overall clinical management. However, increased volumes of patient data have created various challenges, and are leading healthcare organisations to reassess how developing technologies can work to transform the patient experience and ensure quality patient outcomes. SPRING 2020
“ ACCENTURE, HAS FOUND THAT FROM 2001– 2014, EMR USAGE IN PHYSICIAN OFFICES GREW FROM 20% TO MORE THAN 80%” w w w. h e a l t h c a r e digi t a l . c o m
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Technology disruptors, such as Amazon, Apple, Google and Microsoft have all made significant strides in reshaping traditional models of care through the use of innovative technologies, such as artificial intelligence (AI), cloud and the development of health wearables, which complement the use of traditional EMRs and aim to further patient engagement. Such innovations have also granted patients with greater control and flexibility over their health data, how it is managed and who has access to such information.
FACTS
• From 2001 - 2014, EMR usage in physician offices grew from 20% to more than 80% (Accenture) • Totalling $6.45mn, health providers have gained the highest costs associated with data breaches. (IBM) • Health providers have seen more than 60% of the global average for data breaches for the ninth year in a row (IBM)
The ongoing shift from a traditional doctor-patient led model to one which is increasingly value based and patientcentered is therefore set to bring a
health providers to gain the highest
wealth of opportunities for both patients
costs associated with data breaches.
and health providers. However, with
Totalling $6.4mn, more than 60% of the
increased accessibility, data security
global average seen in all industries for
remains a consistent challenge. IBM’s
the ninth year in a row, the industry has
2019 Cost of a Data Breach has
also seen high levels of attempted
stressed the need for greater focus and
cyber-attacks to existing IT
subsequent investment regarding the
infrastructures. This has even led some
security of patient data. Obtaining data
organisations to pay substantial
which is unchangeable, personal and
ransom costs to regain access to
highly confidential continues to
clinical patient data. Hancock Health in
increase in value and demand, leading
Indiana is one such organisation which w w w. h e a l t h c a r e digi t a l . c o m
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TECHNOLOGY
Accenture: The Future of EMR and Clinical CLICK TO WATCH
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paid up to $50,000 to regain vital patient data, medical records and confidential emails back in 2018. As healthcare providers face ongoing pressures to transform and bolster existing security measures to retain patient trust and guarantee operational resilience, it has been widely reported that many EMRs also continue to house a lack of interoperability, creating significant complexities across the healthcare system. Without the ability to integrate with other EMR systems across the SPRING 2020
sector, health providers are at
of Health and Human Services (HHS)
increased risks of creating delays in the
has recently announced significant
delivery of patient care. Fragmented
changes which will provide patients
data sharing can also create further
with secure access to their health data
difficulties if patients receive care from
and provide ultimate transparency in
several healthcare organisations. Not
how their data is ultimately used. The
only that, organisations that actively
HHS Office of the National Coordinator
promote data blocking has continued
for Health Information Technology
to hinder the transition towards value-
(ONC) and Centers for Medicare &
based care.
Medicaid Services (CMS) in the US
It is no surprise that following
have launched “interoperability and
repeated increased calls for an
patient access provisions of the
established of standards with regards
bipartisan 21st Century Cures Act,
to data sharing, interoperability and
and will support US President, Donald
robust regulations, the US Department
Trump’s MyHealthEData initiative, which
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TECHNOLOGY
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With such threats to existing healthcare platforms, Accenture has revealed that whilst 89% of healthcare consumers “trust their doctor or other provider ‘very much’ or ‘some’ to keep their digital healthcare information”, such as electronic medical records fully secured in 2019, this percentage has fallen to 83% in its 2020 survey. Trust in health-tech companies has also declined, where consumers have been found to trust healthcare providers less when technology is set to play a key role.
will enable patients to gain access to their medical information.” Most importantly, it will also require “both public and private entities to share health information between patients and other parties while keeping patient data private and secure.” “The days of patients being kept in the dark are over,” confirmed CMS SPRING 2020
Administrator Seema Verma. “Unfortunately, data silos continue to fragment care, burden patients and providers, and drive up costs. These rules begin a new chapter by requiring insurance plans to share health data with their patients in a format suitable for their phones or other device of their choice. We are holding payers to a higher standard while protecting patient privacy through secure access to their health information. Patients can expect improved quality and better outcomes at a lower cost.” Driving down costs, improving quality of care and further promoting accessibility in EMRs will no doubt see healthcare providers and technology leaders look towards the use of mobile applications and transform the way
“ THE DAYS OF PATIENTS BEING KEPT IN THE DARK ARE OVER” Seema Verma, CMS Administrator
in which EMR software is accessed. With robust regulations in place, encouraging further interconnections between health professionals and patients will be key for the industry to move towards the delivery of personalised patient care which is cost-effective, increasingly data-led and places the patient at the forefront of all decision making. w w w. h e a l t h c a r e digi t a l . c o m
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PROCUREMENT
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Deloitte: introducing Value-based procurement in healthcare WRITTEN BY
SE AN GA LE A-PACE
SPRING 2020
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PROCUREMENT
What is the future of procurement in the healthcare industry? Let’s find out
P
rocurement will play a major role in the future of the healthcare industry. With the sector in a period of transition as a result of rapid digital
transformation, embracing the latest technologies to
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increase efficiency and drive cost savings is essential. Healthcare Digital explores Deloitte’s report, “How to eat the Value-based Procurement elephant?” and looks at the digital transformation journey healthcare procurement is on. The sector is moving away from ‘traditional’ lowest price procurement strategies and product buying. Instead, there has been a noticeable shift towards quality, services and solutions. One of the biggest challenges that the industry faces is juggling the balance of costs and quality. This is where Valuebased Healthcare (VBH) comes in. VBH is a healthcare delivery model in which providers, such as hospitals and physicians, are paid based on patient health outcomes. Under the valuebased care agreements, providers are financially rewarded if the health of their patients improves and SPRING 2020
About the survey Deloitte’s survey focused specifically on the introduction of VBP in relation to Med-Tech purchases, however, most of the conclusions remain relevant to other medical purchase categories. Deloitte’s survey was carried out in five countries (Germany, Spain, the Netherlands, Belgium and the UK), with 33 interviews carried out with stakeholders in: procurement, hospital management and medical staff.
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Plexxus: Understanding Value-Based Procurement Opportunities CLICK TO WATCH
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they live healthier lives in an evidencebased way. By the same reasoning comes Value-based Procurement (VBP). VBP is regarded as a way to deliver whole-life cost savings and service improvements across product pathways beyond traditional, narrow price-based measures. True VBP remains in its initial stages of practical implementation as the level of understanding differs amongst stakeholders, while healthcare providers continue to struggle with the challenges of practical implementation
“ One of the biggest challenges that the industry faces is juggling the balance of costs and quality� w w w. h e a l t h c a r e digi t a l . c o m
PROCUREMENT
In Deloitte’s survey, there were four main drivers identified: 1. Cost reduction Respondents confirmed that sourcing services and integrated solutions are considered an opportunity to simplify and reduce the supplier base. Sourcing solutions enables devices, consumables and related services to be combined in one contract which will optimise the total cost of ownership inherently. 60 2. Risk reduction Services and solutions allocates risks to the supplier side. Compatibility risks are reduced when the device and the related services are sourced from the same supplier under the same solution. 3. Improved solution offering from the supplier side Price transparency and visibility is important to increase and accelerate the implementation of solutions by healthcare providers. It provides the industry with a clear understanding of the different components included in SPRING 2020
the solution or service. The key benefits of this are: + Allowing trust to be built up in the supplier. This is because solutions are often perceived or effectively used as a strategy for being intransparent and generating pricing markets. + For the healthcare provider, price transparency is considered a necessity for practical implementation and financing a solution. + A discussion to be held with both suppliers and healthcare providers to create tailor-made solutions to the specific needs and financial capabilities of the healthcare provider. 4. Stricter quality and safety requirements from regulators and for accreditation purposes. A range of regulatory requirements and changes encourages hospitals to move towards services and solutions to place ownership and follow-up of compliance with the supplier.
HOW TO MAKE VALUE-BASED PROCUREMENT A SUCCESS Deloitte’s survey found that over half of survey respondents have had little to no experience of using VBP. This w w w. h e a l t h c a r e digi t a l . c o m
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PROCUREMENT
The report found that:
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+ Price is vital in both highthere’s not always a willingness end and low-cost items. Price is a to pay more for extra quality. A greater inf luence when deciding minimal quality standard is on a supplier for low-end, clarified upfront, that healthcare commodity products or services, providers will try and source or in mature markets with many against the lowest price. high quality suppliers. Quality + There remains key is more essential for high-end differences between the and innovative products or typology of healthcare providers. Value-based Procurement services, where an important Public and university hospitals variation in quality is available focus more on quality and on the market. innovation than private + Price and quality aren’t hospitals, where profitability is The current shift from product buying towards service and 2017 & 2 always complimentary becauseto continue. still the key decision criterion. solution buying is expected Participants indicated a shift from sourcing products and devices to sourcing more services and solutions1. % of products, services and solutions as a total of the procurement budget*
BE DE ES NL
29% 40%
2017 56%
Horizon 2022
39%
UK
BE
15% DE
21%
ES
Products
SPRING 2020
Services
Solutions
©Deloitte
NL UK
3
showcases that VBP isn’t fully on their radar… yet. However, this could be because many have a different understanding of exactly what it was, with some interviewees considering qualitative criteria already as a form of VBP. The report highlights two key areas that distinguish VBP: 1. The exclusive focus on patient impact in the evaluation methodology and definition of specifications.
“ Value-based procurement requires a systematic approach and strategy for implementation, which includes the necessary organisational buy-in and clear focus”
2. A financial analysis that goes further than solely cost of ownership 63
of the goods, services or solutions purchased. Value-based procurement requires a systematic approach and strategy for implementation, which includes the necessary organisational buy-in and clear focus. To make it a success,
+ The potential impact or benefits that can be achieved. + The readiness of stakeholders to embrace change. + The complexity and number of stakeholders involved.
Deloitte recommends:
VBP isn’t relevant for all purchases.
IMPLEMENT VALUE-BASED PROCUREMENT STEP-BY-STEP
It’s important to determine the most
Begin with several pilots, learn and
appropriate categories to introduce
introduce the methodology into the
Value-based Procurement as well as
organisation and trial it first. The
make the necessary resources
sharing of best-practice and the value
available for implementation. These
of collaboration can accelerate and
aspects should be taken into account:
enhance the implementation of VBP.
USING A USER-FOCUSED APPROACH
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PROCUREMENT
What is Value-based procurement? Value-based procurement is regarded as a way to deliver whole-life cost savings and service improvements across product pathways beyond traditional, narrow price-based measures. True Value-based procurement remains in its
SPRING 2020
initial stages of practical implementation as the level of understanding differs amongst stakeholders, while healthcare providers continue to struggle with the challenges of practical implementation.
65
OBTAIN CROSS-FUNCTION SUPPORT WITHIN THE ORGANISATION
is moving towards a more value-
A successful VBP rollout requires a
orientated approach. Deloitte’s survey
multidisciplinary approach and a
shows that healthcare providers must
high level of involvement of internal
formulate a clear plan to drive this
stakeholders that are open to change.
strategy forward in a bid to successfully
Active stakeholders must be
embed Value-based procurement into
introduced on both a management
their supply chain ecosystems.
Procurement in the healthcare sector
and operational level. The procurement organisation should have enough maturity to drive change to a Value-based procurement model. w w w. h e a l t h c a r e digi t a l . c o m
T O P 10
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SPRING 2020
World’s largest hospitals Healthcare Digtal takes a closer look at 10 of the largest hospitals worldwide WRITTEN BY
GLEN WHITE
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T O P 10
9,000 STAFF
2,189 BEDS
68
10
Vienna General Austria
The Vienna General Hospital is the general hospital of the city of Vienna, Austria. It is also the city’s university hospital, and the site of the Medical University of Vienna. The origins of the hospital date back to Dr. Johann Franckh, who donated properties in 1686 after the end of the second Siege of Vienna. The building of the new AKH commenced in the summer of 1964; the total construction costs are equivalent, in 2004 values, to approximately 4.5 billion euros against an original budget of 72.67 million euros. Currently, about 9,000 people are employed at the AKH. Of these, approximately 1,600 physicians and 4,500 allied health and nursing workers attend to patients. Annually, nearly 95,000 people are treated as inpatients, and another half a million attend the hospital’s 384 outpatient clinics. Over 11,000 students are registered at the Medical University of Vienna.
SPRING 2020
09
Singapore General Singapore
The Singapore General Hospital is the largest and oldest hospital in Singapore. The Singapore General Hospital was established in 1821, when the first General Hospital was located in the cantonment for British troops near the Singapore River. It later shifted to Pearl Banks apartment and then to the Kandang Kerbau district, before finally settling at Sepoy Lines along Outram Road in 1882. On 31 March 2000, following a major reorganisation of the public sector healthcare services initiated by the Ministry of Health, the Singapore General Hospital came under the management of Singapore Health Services or SingHealth.
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10,000 STAFF
1,785 BEDS
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12,000 STAFF
1,118 BEDS
08
Oxford University
NHS Foundation Trust - England
Oxford University Hospitals is an English teaching hospital and part of the Shelford Group. It is one of the UK’s largest teaching hospitals and one of the largest hospitals in Europe. The Trust was formed in 2011 by a merger with the Nuffield Orthopaedic Centre NHS Trust. It achieved Foundation Trust status in October 2015. Sir Jonathan Michael, then chief executive, announced in November 2014 that he planned to retire in 2015 – by which time it was hoped that the Trust would achieve Foundation Trust status. It provides a wide range of clinical services, specialist services (including cardiac, cancer, musculoskeletal and neurological rehabilitation) medical education, training and research.
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T O P 10
07
Rigshospitalet Denmark
Rigshospitalet (meaning The National, State or Kingdom Hospital) is one of the largest hospitals in Denmark and the most highly specialised in Copenhagen. Its main building is a 16-storey functionalist highrise, one of the tallest structures in the central parts of the city. The hospital originally opened in 1757 and was located in Bredgade, in the building where the Museum of Art and Design is today. In 1910 the hospital was handed over to the state and moved to its current location. It also changed its name to Rigshospitalet as, from this date, the hospital was to be open to all citizens of the Danish Realm. 72
12,000 STAFF
1,118 BEDS
SPRING 2020
12,000 STAFF
3,213 BEDS
06
Charité
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Germany
The Charité, Berlin is one of Europe’s largest university hospitals. With numerous Collaborative Research Centers (CRC) of the Deutsche Forschungsgemeinschaft it is one of Germany’s most research-intensive medical institutions. From 2012 to 2019, it was ranked by Focus as the best of more than 1,000 hospitals in Germany. The hospital was established to the north of the Berlin city walls in 1710 in anticipation of an outbreak of the bubonic plague that had already depopulated East Prussia. After the plague spared the city, it came to be used as a charity hospital for the poor. On 9 January 1727, Frederick William I of Prussia gave it the name Charité, meaning “charity”.
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T O P 10
05
Helsinki University Central Finland
Helsinki University Central Hospital is the largest university hospital in Finland, and one of the largest in Europe. It encompasses 17 hospitals in Helsinki, Espoo and Vantaa, and has all major medical specialties represented. Of the 17 hospitals, Töölö hospital is one of the largest trauma centers in northern Europe, with a catchment area of two million inhabitants. The hospital provides emergency care 24/7, with 20,000 trauma patients treated yearly. In disasters, Töölö hospital is the organising center of specialised medical care for the whole Uusimaa region. Another of the 17 hospitals is Meilahti Tower Hospital, which is situated in Meilahti hospital campus and is part of the Helsinki University Central Hospital. In Finland, all organ transplants in adult patients are exclusively performed here.
13,700 STAFF
3,600 BEDS
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T O P 10
17,000 STAFF
3,600 BEDS
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04
Sahlgrenska University Sweden
The Sahlgrenska University Hospital is a system of hospitals associated with the Sahlgrenska Academy at the University of Gothenburg, in Gothenburg, Sweden. The hospital was originally named after Niclas Sahlgren, a Swedish merchant and director of the Swedish East India Company, after he made a donation in 1772. Today, the university hospital has grown to become one of the largest in Northern Europe. In Sweden, the hospital has been awarded national healthcare assignments in more medical areas than any other hospital in the country. In fact, many treatments that have made a tremendous difference for patients around the world were developed here.
SPRING 2020
03
University of São Paulo
Faculty of Medicine Clinics - Brazil
The Hospital das Clínicas da Faculdade de Medicina da Universidade de São Paulo is a complex of health institutions, located in various regions of the city of São Paulo, Brazil. Founded on 19 April, 1944, it occupies a total area of 600,000 square meters and has 2,500 beds, which are distributed among its eight specialised institutes and two assisting hospitals. The Hospital das Clínicas has eight specialised institutes (Central Institute, Psychiatry Institute, Heart Institute, Radiology Institute, Cancer Institute, Children and Adolescent’s Institute, Orthopedics and Traumatology Institute, Institute of Physical Medicine and Rehabilitation), as well as the Auxiliary Hospital of Suzano and the Future Alcohol and Drugs Institute.
19,000 STAFF
2,500 BEDS
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T O P 10
Klinikk for laboratoriemedisin (KLM) CLICK TO WATCH
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Oslo University Norway
With over 24,000 employees, the Oslo University Hospital is one of the world’s largest hospitals, and the largest in Northern Europe. Oslo University Hospital was formed by the merger of the thenthree university hospitals in Oslo in 2009. It is affiliated with the Faculty of Medicine of the University of Oslo and is one of the largest medical research institutions in Europe. The hospital consists of 14 medical divisions, in addition to a central management unit, the director’s office, and a division that provides non-medical services to the rest of the hospital. Bjørn Erikstein has been managing director since 2011.
SPRING 2020
24,000+ STAFF
1,870 BEDS
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SPRING 2020
01
The Johns Hopkins Norway
The Johns Hopkins Hospital is the teaching hospital and biomedical research facility of the Johns Hopkins School of Medicine, located in Baltimore, Maryland, in the United States. It was founded in 1889 using money from a bequest of over $7mn at the time (worth $134.7mn in 2020) by city merchant, banker/financier, civic chief and philanthropist, Johns Hopkins. The Johns Hopkins Hospital and The John Hopkins School of Medicine are considered to be the founding institutions of modern American medicine and the birthplace of numerous famous medical traditions including rounds, residents and house staff. 81
The Johns Hopkins Hospital: Tour the New Facilities CLICK TO WATCH
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Saving hospitals Saving jobs Saving lives SPRING 2020
Prime Healthcare’s digital transformation WRITTEN BY
AMBER DONOVAN-STEVENS PRODUCED BY
CRAIG DANIELS
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P R I M E H E A LT H C A R E
Will Conaway is the Chief Information Officer and Vice President of Technology at Prime Healthcare. Here, he shares with us how Prime Healthcare saves hospitals through digital disruption
“ 84
I
’ve been fortunate to work with several large organizations and with many remarkable people,” opens Will Conaway,
Prime Healthcare’s Chief Information Officer and Vice President of Technology. “Prime Healthcare’s hospitals have received hundreds of awards for clinical excellence, including more than 200 in the last year alone. Prime’s hospitals have ranked among the “100 Top Hospitals” 47 times, according to IBM Watson Health. This is a reflection of the commitment and dedication that our hospitals and clinicians make to our patients every day.” In addition, Prime Healthcare has more Patient Safety Excellence Award recipients for four consecutive years (2016-2019) than any other health system in the country, according to Healthgrades. Before his move to Prime Healthcare, Conaway worked with several more of the largest healthcare systems in the United States. “A little over a year and a half ago, I decided to join Prime Healthcare SPRING 2020
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P R I M E H E A LT H C A R E
“ To say the sky’s the limit for healthcare technology would be limiting” 86
— Will Conaway, Chief Information Officer and Vice President of Technology
SPRING 2020
because it was a good fit both professionally and culturally,” he says. “I had a plan to become CIO of a large and distinguished healthcare organization, and I’m delighted to be part of Prime Healthcare.” Since Conaway arrived at Prime Healthcare, he has overseen significant growth of the IT department: “There is a renewed positive attitude, an increased vigor, a desire to be a celebrated department. The entire IT leadership team has internalized the goal of becoming a world class IT department.”
Prime Healthcare: We’ll Be By Your Side CLICK TO WATCH
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THE TECHNOLOGY STRATEGY THAT SAVES HOSPITALS Conaway states that Prime Healthcare is adept at saving hospitals, and that expertise is at the center of IT and the organization as a whole. “When you consider that Prime Healthcare has gone from one hospital in 2001 to 45 in 2019, you can clearly see this is part of the organization’s culture and DNA,” he explains. Though Conaway is unsure when the next acquisition will be, he says that IT is integral to this decision-making process. He strongly feels that technology should be w w w. h e a l t h c a r e digi t a l . c o m
Digital transformation calls for bold moves.
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“ We are very fortunate from a corporate level to have CMOs who are very interested and active in technology” — Will Conaway, Chief Information Officer and Vice President of Technology
considered a part of all strategies, as do his fellow C-level executives. “We are very fortunate to have corporate CMOs who are very interested and active in technology, along with divisional Presidents and CEOs who are engaged.” He goes on: “IT strategies only work when IT and other executive leaders communicate well with each other and establish agreedupon goals and objectives lucidly.”
E XE CU T I VE PRO FI LE
89
Will Conaway Will Conaway is the CIO and Vice President at Prime Healthcare. Having held two long-term positions with Providence Health and Services and Dignity Health, he has extensive experience working with executive leaders across the country to identify and tackle current and future industry trends and challenges. Concurrent with his executive roles in healthcare, Conaway is an adjunct professor at Cornell University’s ILR School, working with masters-level students in leadership, psychology, and negotiations. He also serves on the Forbes Technology Council as well as an extensive number of boards across the Industry, and has participated in several Forbes Healthcare Summits.
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Digital Healthcare IT that’s always on call CenturyLink supports Prime Healthcare along with 9 of the 10 largest hospitals in the country to deliver connectivity, cloud, and security solutions that improve data integration and access, secure patient information, and help better connect with patients on-site and online. Transform now. Learn more at centurylink.com/healthcare
Š 2019 CenturyLink, Inc. All Rights Reserved.
EXCEPTIONAL CUSTOMER CARE
many external forces.” He emphasizes
Conaway says that IT has internal
that consumers in the healthcare
and external customers: the patients
industry often become customers out
and their families, and the providers.
of necessity, and can be apprehensive
“Compared to 2001, Prime Healthcare’s
and anxious about interactions.
customers have nearly unlimited access
When it comes to technology and
to information, and they are much more
improving customer satisfaction,
informed about their healthcare needs
Conaway says that the Internet of
and expectations,” he says. “Patients
Things (IoT) has provided a new level
today tend to be more active in their
of personalization and convenience.
healthcare. As with any industry, the
Yet, despite healthcare’s position as a
needs of the customer will drive
hot market for technology, a business
changes, but at times IT in healthcare
needs to wait for trending products
can’t deliver to meet those expectations
to reach a reasonable price before
as quickly as would be desired due to
deciding to adopt. One innovation
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P R I M E H E A LT H C A R E
92
“ Many experts see virtual reality as a US$4bn business by the end of 2020” — Will Conaway, Chief Information Officer and Vice President of Technology
SPRING 2020
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Prime Healthcare: Saving Hospitals, Saving Jobs, Saving Lives CLICK TO WATCH
|
1:00
95
reaching this point is virtual reality (VR)
IN-HOUSE INNOVATION
headsets, which Conaway has been
Prime Healthcare develops its innova-
evaluating for potential use in pediatrics.
tions in-house. “You don’t see this
“There is promising evidence with this
often in a healthcare system setting,”
technology in pain management, and
Conaway says. He is proud to confirm
many experts see VR as a US$4bn
that there are currently 30 proprietary
business by the end of 2020,” he says.
applications being used daily, and
“It’s exhilarating that healthcare IT
several more being rolled out across
allows non-providers to improve
the company’s sites. “These include
outcomes, and empowers providers
applications such as KryptosText
with opportunities to not only help
secure texting, a project management
their patients, but all patients and even
intake tool, a physician rounding tool,
future patients with the insights
and an infection prevention and control
gleaned from IT.”
application.” The organization also w w w. h e a l t h c a r e digi t a l . c o m
Making Life Easy for Healthcare Organizations Beautiful Websites. World-Class Content Management. Game-Changing Technology. 24/7 Support. MAKE YOUR LIFE EASIER
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P R I M E H E A LT H C A R E
has more applications that will improve the patient experience, as well as a budgeting tool. “We have an entire department dedicated to innovation, and we have recently launched our Innovative Design Enhancement Approval (IDEA) Portal that allows cross-team, cross-continent, and cross-level pollination, along with direct access to Senior Leadership approval for new initiatives. We are anticipating great things for
•P rime Healthcare has been awarded the Top 100 Hospitals in the nation 47 times, including in 2019. •P rime Healthcare has gone from one hospital in 2001 to 45 in 2019. •E very two days the world creates as much data as it did from the beginning of time until 2003.
this innovation.” 97
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P R I M E H E A LT H C A R E
2001
Year founded
A PROMISING FUTURE Looking ahead, Prime Healthcare will build upon its strong foundations in
40,000
Approximate number of employees
HQ
Ontario, California 98
SPRING 2020
the US. “To say the sky’s the limit for healthcare technology would be limiting.” Conaway says. He affirms that this is driven by the collective belief of employees across the company and reflected in its mission statement: ‘to save and improve hospitals so that they can deliver compassionate, quality care to patients and better healthcare
for communities.’ It’s a vision that he
Experience has taught me that there
describes as “truly peerless in the
will be problems, and those who turn
healthcare industry,” and one that has
obstacles into opportunities succeed.”
“created a family feel at Prime Health-
With the commitment to empathetic
care that unites all employees.”
customer service, and building upon the
On a personal level, Conaway has big
technical excellence of its IT depart-
plans for his department: “For Prime
ment, Prime Healthcare will continue to
Healthcare’s IT department, I will
revolutionize the healthcare industry.
also focus on volatility, uncertainty, complexity and ambiguity (VUCA). The ability to be prepared and run scenarios will help us stay relevant. 99
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100
DIGITAL TRANSFORMATION FOR VOLUNTEERS AND LEARNERS AT ST. JOHN AMBULANCE CANADA WRITTEN BY
WILLIAM SMITH PRODUCED BY
JAMES BERRY
SPRING 2020
101
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S T. J O H N A M B U L A N C E C A N A D A
JAMES WILLIAMSON, DIRECTOR OF INFORMATION SYSTEMS AND TECHNOLOGY, AND SHAWN MCLAREN, CHIEF LEARNING OFFICER, DETAIL THE DIGITAL TRANSFORMATION OCCURRING AT ST. JOHN AMBULANCE CANADA
A
cross the globe, organizations are employing technology to find new and improved ways of conducting their
operations, with benefits on offer to both the 102
newest startups and the most venerable institutions. St. John Ambulance Canada (SJA) can trace its lineage back over 900 years, with the modern Canadian organization founded in 1883. The charity is dedicated to helping Canadians via health and safety training courses and first aid volunteers. “We have two different aspects to what we do,” says Shawn McLaren, Chief Learning Officer. “One is first aid training. We train over 500,000 people a year in first aid and CPR. There are various advancement courses – anything from a basic one-day course to courses that are 80 hours long teaching advanced first responder skills. The other side of what we do is our volunteering. We train people to become medical first responders. They still hand over to paramedics when necessary, but they receive upwards of 40 to 80 hours of training SPRING 2020
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S T. J O H N A M B U L A N C E C A N A D A
St. John Ambulance Canada: Leaders in First Aid and CPR Training CLICK TO WATCH
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1:01
104
to act as a bridge.” To fund its activities,
program of digital transformation
the charity relies on the first activity to
inside the organization. One of the
fund the latter, as Director of Informa-
challenges of operating a national
tion Systems and Technology James
charity, especially in a country as vast
Williamson explains. “We sell first aid
as Canada, is ensuring the smooth
training, and that is then turned into
communication of its constituent parts.
community service via volunteers and
“We are a federated organization where
first aid representatives at, for instance,
each provincial chapter is its own legal
sports venues, conventions, and other
entity, and our national office serves to
outdoor and indoor events. We also
supply the shared enterprise applica-
give back through therapy dog programs
tions. Right now, they are all hosted at
and similar services across the country.”
a data center run by a third party, but
To further support such activities, Williamson has helped to institute a SPRING 2020
as part of the digital transformation we are moving to cloud-based services.
“ FIRST AID IS A TRICKY THING IN THAT YOU CAN NEVER HAVE A FULLY ONLINE FIRST AID CLASS BECAUSE THE SKILLS HAVE TO BE OBSERVED” — Shawn McLaren, Director of Operations and Learning, St. John Ambulance Canada
That allows us to get away from expensive, cyclical hardware and capital costs and constant upkeep and maintenance.” Williamson is seeking to build a strong base from which the charity’s activities can be supported. “We’re focusing primarily on foundational changes. We are moving to Office 365 and Dynamics 365 as a core platform since we already had experience with Microsoft’s existing legacy applications. Then, we’re building upon that with a new website integration where we’re
E XE CU T I VE PRO FI LE
Shawn McLaren As Chief Learning Officer, Shawn leads the development of all curriculum as well as the educational process for the organization. In addition to this role, he acts as a national liaison for all matters related to first aid training. Shawn holds a Master’s degree in Adult Education with a specialization in Corporate Development and Knowledge Management. He has over 15 years experience in a variety of roles in learning and development environments in both the for-profit and nonprofit sectors. Prior to joining St. John Ambulance, Shawn was the VP of Learning & Development for Citibank, overseeing the Canadian consumer lending division.
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S T. J O H N A M B U L A N C E C A N A D A
building a learning management system. Ultimately, we want to look at volunteer management, fundraising, and automating manual workflows.” To support that work, SJA has also been implementing upgrades to its network. “We’re working with Rogers to increase our bandwidth from a 50 Mbps connection to a gigabit. With everything being based in the Cloud, having a stable, symmetrical fiber connection is important.” From these strong foundations the charity can perform its critical functions. 106
On the teaching side of the equation, opportunities have been found to introduce technology to benefit learners, as McLaren explains. “Our new learning management system that we’re planning to bring in will allow us to provide digital badges and an online presence for people to note their certifications, which will speed up the process. We found a partner in D2L that meets all of our external and internal training needs.” An upgraded website is also aiding learning. “We’re reworking our website to a modern UI/UX, making it easier for people to search for courses, providing higher rankings in our SEO for the website and the ability to see SPRING 2020
the correlations in the courses people take,” says Williamson. It remains important, however, to ensure a balance is struck between the digital and the physical, particularly in the realm of first aid training. “First aid is a tricky thing in that you can never have a fully online first aid class because the skills have to be observed,” says McLaren. “I’m not certain that we’ll ever see a fully automated online course. We can, however, with the inclusion of our state of the art LMS system, enhance the blended learning experience, and make it more appealing for people to take classes. Our typical first aid classes are two days, but a blended approach allows them to do eight hours of online training at their leisure before attending a full day course.” Such blended learning takes a number of forms at SJA, including a move towards using e-books for teaching. Another advancement takes advantage of an upgraded manikin. “We’re slowly moving towards what are called feedback manikins. They measure the depth and speed of your push, and we’ve been piloting ones that will display that information onto a whiteboard for the whole class. w w w. h e a l t h c a r e digi t a l . c o m
107
S T. J O H N A M B U L A N C E C A N A D A
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“ THERE’S SO MUCH OPPORTUNITY TO DO GOOD FOR BOTH THE ORGANIZATION AND PEOPLE OUT THERE” — James Williamson, Director of Information Systems and Technology, St. John Ambulance Canada
Adult learners like the idea of gamification, and having races is one of the functions we can do with it, which really engages people.” The future for SJA sees the charity bring its work to new and exciting areas. “We’re expanding to law enforcement, military and aboriginal first aid programs,” explains Williamson. “The goal is not only to be the biggest, but to be the best and to turn that revenue back into community service. We’re also trying to refocus on engaging youth to become lifelong first 109
E XE CU T I VE PRO FI LE
James Williamson James brings 25 years of experience in government, political and private sector IT: House of Commons/ Federal NDP (12yrs), The Bradford Group (5yrs), Disus Software/Atos Canada (5yrs) and Bell Canada (3yrs). James brings a passion for people and end users and sees IT as a customer service role as the foundation to enable departments to meet their needs and focus on core competencies. James has managed many successful software development projects ranging from a $3mn voter outreach system, a successful cloud transformation project as well as development and integrations for several $30+ million ERP projects for US & Canadian multinationals.
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“ THE GOAL IS NOT ONLY TO BE THE BIGGEST, BUT TO BE THE BEST AND TO TURN THAT REVENUE BACK INTO COMMUNITY SERVICE” — James Williamson, Director of Information Systems and Technology, St. John Ambulance Canada SPRING 2020
aiders.” To coordinate that ever-growing stable of volunteers, future innovations will also focus on volunteer communication, as McLaren explains: “There are tools to allow self-check-in and mass communication to volunteers, top-down and bottom-up, that we’re looking to hopefully leverage in 2020.” Ultimately, the transformation occurring at St. John Ambulance is
111
always in the service of improving the scope and reach of the functions it provides. “There’s so much opportunity to do good for both the organization and people out there, which is what excites me about my position,” says Williamson. “Success is its own reward, and I look forward to seeing what version two, three and four of our transformation will look like.” w w w. h e a l t h c a r e digi t a l . c o m
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Tivity Health: Digitally transforming healthcare solutions WRITTEN BY
GEORGIA WILSON PRODUCED BY
MIKE SADR
SPRING 2020
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T I V I T Y H E A LT H
Paul Edmisten, SVP and CIO at Tivity Health discusses the evolution of the company and its journey towards digital transformation
F
ounded in 1981, Tivity Health is a leading provider of healthcare solutions for fitness, nutrition and social isolation. “Tivity
Health works hand-in-hand with its members, clients, partners and customers to create everyday opportunities for long-lasting health and vitality,” 114
says Paul Edmisten, Senior Vice President and Chief Information Officer. “Tivity Health’s goal is to be the leader in transforming healthy living for adults by empowering and engaging them to live their best lives through nutrition, fitness and social connection,” says Edmisten. Formerly known as Healthways, Tivity Health was “among the boutique darlings of the Nashville healthcare community, focused on disease management in the early years and transitioned to total population health and well-being,” comments Edmisten. “Healthways had been successful growing and transitioning the business over the first three decades, until they experienced performance challenges leading up to 2014.” Throughout 2014 and 2015 the company went through tremendous change from the board, to CEO and throughout the SPRING 2020
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T I V I T Y H E A LT H
“ Tivity Health works hand-in-hand with its members, clients, partners and customers to create everyday opportunities for long-lasting health and vitality” 118
— Paul Edmisten Senior Vice President and Chief Information Officer Tivity Health
organization.” In the summer of 2015, Edmisten became involved with the company following Alvarez and Marsal’s partnership with Healthways to restructure the company and to set a course for the future. “As I partnered with the executive management team, the board and Donato Tramuto, CEO of Healthways – and today CEO of Tivity Health – as the newly appointed CIO, we eliminated tens of millions of dollars in operating expenses, and ultimately landed on three options to move the company forward. They included continuing to work with the existing business units and products, managed through continuous change and transformation (the long-haul approach). The short approach was to shut down underperforming business units of the total population health business, and the third approach was to sell the total population health business.” Small parts of the business were sold leading up to July 2016, when Healthways successfully sold its total population health services business to Sharecare. In January 2017, Healthways rebranded as Tivity Health. “With the launch of Tivity Health and its divesture of the
SPRING 2020
Health is more than a state of being. It’s a commitment to doing. Watch Our Story! CLICK TO WATCH
|
1:23
119 total population health business, our
a robust B2C data and technology
financial profile strengthened and
stack that align with Tivity Health’s
grew,” notes Edmisten. “Witnessing
strategy and objectives. Edmisten
first hand and being personally
highlights that, in order to align the mis-
involved in the series of events and
sion, mindset and operating model of
transactions that occurred during this
Tivity Health, the company had to
span of time was priceless. Something
transform the way they defined, deliv-
many never experience in business
ered and engineered its products to
and will never learn in business
create the desired consumer experi-
school,” notes Edmisten. Tremendous
ence. Donato Tramuto, CEO of Tivity
change occurred impacting all aspects
Health shared that “Paul Edmisten
of the company.
played a key strategic role during our
Since the divestiture, Tivity Health
transformation of Tivity Health. His
has evolved transforming its people,
pragmatic and transformational leader-
processes and technology to enable
ship has helped our company adopt a w w w. h e a l t h c a r e digi t a l . c o m
WHEN EXPERIENCE MATTERS Acxiom is proud to be Tivity Health’s strategic partner as we help the company successfully navigate its technology and digital transformation journey. The customer journey is complex, yet customers still expect brands to know and understand them and provide seamless experiences at every step. Acxiom has been helping the world’s best marketers and advertisers get more out of their data and technology for more than 50 years. We deliver data foundations through data products, identity management, marketing solutions and services, helping clients create the seamless, relevant and meaningful customer experiences marketers and customers dream of.
acxiom.com
product, data-centric and consumerdriven culture within Tivity Health.” “Tivity Health has been leveraging
the customer journey. “A big part of our strategic direction continues to be how we leverage data
Big Data for years,” comments
insights generated from our advanced
Edmisten. “What AI and machine learn-
analytics coupled with OMNI channel
ing permits us to do is learn more about
technology to enable, automate and
our members and consumers.
scale our member experience,” says
Traditional statistical approaches only
Edmisten. With these advanced analyt-
get you so far when dealing with Big
ics, Edmisten combined data
Data.” Tivity Health has already bene-
augmentation and artificial intelligence
fited greatly from AI to unearth
to gain insight into how members
important user personas among its
engage with their products and ser-
members with the aim of extending its
vices. “Those who know SilverSneakers
learnings to enhance applications in
love us, the problem is not enough
E XE CU T I VE PRO FI LE
Paul Edmisten Paul Edmisten SVP and CIO of Tivity Health, is responsible for innovation, delivery and support of the company’s technolog y and data solutions that enable its Healthcare, Fitness, Nutrition and Social Connection products. In 2015, Paul was leading engagements to improve performance and restructure companies at Alvarez and Marsal. Over 18 months, A&M engaged with Healthways to sell two business units to eliminate costs, resulting in the formation of Tivity Health.
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T I V I T Y H E A LT H
122
people know us,� says Edmisten.
engagement, they continue to innovate
Understanding our members needs
and expand capabilities through wear-
and wants will help us target our
ables, IOT and 5G to enhance
engagement through digital/TV mar-
consumer engagement, improve
keting or our channels that include web,
speed, and the desired outcomes for
call center, mobile and social.
our customers. “Extending our plat-
From a product engineering stand-
form and mobility solutions to integrate
point at Tivity Health, simplicity,
wearables and IOT devices enables our
reliability and scalability are the core
members and consumers to be more
focuses for its solutions. While the
connected, and we can learn more
company continues to refine their core
about their activity and nutrition habits
platforms optimizing the consumer
while enabling the desired consumer
SPRING 2020
experience and loyalty. As the industry and consumers adopt 5G, and basic internet access is extended to rural America, Tivity Health will be able to positively impact millions of people who are suffering from social isolation and loneliness.” Social isolation and loneliness are major concerns leading to a number of health issues in America today. Currently, Edmisten is working on leveraging voice assistants, as well
“ A big part of our strategic direction continues to be how we leverage data, in particular through advanced analytics” — Paul Edmisten Senior Vice President and Chief Information Officer Tivity Health
as mobile and wearable technology to w w w. h e a l t h c a r e digi t a l . c o m
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“ In this very aggressive economy, talent and skills are hard to find, having a long-time partner in Stratfield gives Tivity Health the ability to meet this challenging demand” — Paul Edmisten Senior Vice President and Chief Information Officer Tivity Health
and disciplined in the approach that you take. You must align the entire organization around a consumer centric product capability to maximize the impact on customers and the bottomline financial result.” “We buy and integrate best in class technology solutions to enable our products and services. We partner with industry leading partners that bring best practices in the areas of Marketing Automation, ERP, CRM, Data Augmentation, and Resources/
drive customer engagement and
People. Each one of our partners
deliver online virtual trainers for exer-
brings a very unique capability, and it
cise. “As part of our efforts, we are
has been critical for our success as an
constantly innovating to address these
organization to identify and enable
challenges through IoT, mobile tech-
those strategic partnerships, establish
nology and wearable technology, as
close relationships and align on clear
well as creating automated independ-
objectives,” says Edmisten. Some of
ent platforms that are flexible and
the key partners include Redpoint,
cloud agnostic.”
Nuestar, Acxiom, Oracle and Stratfield
“As a CIO, I am a big believer and proponent in maximizing the intersection
Consulting to name a few. An essential part of Tivity Health’s
of data and technology. While that
risk management is information secu-
sounds very simple and, on the surface,
rity. “Our Chief Information Security
straightforward, it’s an art to really per-
Officer, his team and his strategic part-
fect and differentiate the experience
ners are constantly assessing the
and value to a consumer,” comments
threat landscape through an agile
Edmisten. “You have to be intentional
Information Security program focused w w w. h e a l t h c a r e digi t a l . c o m
125
T I V I T Y H E A LT H
1981
Year founded
920
Approximate number of employees
126
SPRING 2020
on identifying and remediating risk. We are constantly reviewing, researching and evolving our processes and controls to improve our protection level against emerging threats,” says Edmisten. Looking to the future, Edmisten sees two immediate opportunities emerging for Tivity Health. “With the acquisition of Nutrisystem and the passing of the CHRONIC Care Act, Tivity Health can provide – via a sophisticated supply chain – nutritional options on a large scale to seniors.” In addition to these immediate opportunities, Edmisten sees emerging key trends in health and fitness that could provide opportunities for innovation at Tivity Health. “Health plans and healthcare organizations have begun leveraging data analytics to provide benefits that are personalized and customer-oriented. Additionally, health plans and organizations are utilizing Big Data to support clinical decision making, precision medicine, readmission prevention, chronic condition management and risk identification,” says Edmisten. Another area of focus for Tivity Health is helping to address w w w. h e a l t h c a r e digi t a l . c o m
127
T I V I T Y H E A LT H
128
the social determinants of health, “the way health plans can have the most impact when identifying and engaging with the right people is through data, algorithms and technology-enabled solutions,” says Edmisten. “Many of our health plan partners have invested in development of predictive models to support those at risk of social isolation and food insecurity to name a few.” Donato Tramuto, CEO Tivity Health shared “We have a tremendous opportunity within the company as we integrate Nutrisystem, and add a SPRING 2020
“ Tivity Health has been leveraging Big Data for years. What AI and machine learning permits us to do is learn more. Traditional statistical approaches only get you so far when dealing with Big Data” — Paul Edmisten Senior Vice President and Chief Information Officer Tivity Health
129
nutrition business unit, into our house
the country. He concludes: “Over the
of healthy lifestyle brands to help
past three years we transformed our
address the social determinants of
people, processes and technology at
health. Paul and his team will be center
Tivity Health, and with strong leader-
stage to enable, automate and scale
ship, talented colleagues and a clear
our combined products and services
vision we have been successful in
to our customers.”
doing so.”
Reflecting on the company, Edmisten believes that “Tivity Health’s biggest strength is its team of colleagues and the passion they have for the company, consumers and customers. Their efforts are truly changing the lives of people around w w w. h e a l t h c a r e digi t a l . c o m
130
How digital transformation is an ongoing process WRITTEN BY
SHANNON LEWIS PRODUCED BY
MIKE SADR
SPRING 2020
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LIFESCAN
Miguel Louzan, Chief Information Officer at LifeScan, discusses how the company engages in incremental digital transformation focused on internal change by leveraging an opportunity provided through a carve-out
L 132
ifeScan is a medical device company at the cutting-edge of blood glucose monitoring. Founded over 35 years ago,
it reaches over 20mn people worldwide with products under its OneTouch brand such as personal blood glucose meters, testing strips, point of care testing systems, and integrated tech solutions. With 2,000 employees and a reach in 90 countries, it is a truly global company. Its app is one of the top ten most downloaded diabetes management apps in the world. In 2018, it was purchased by private equity firm Platinum Equity, leading to a carve-out from its previous owner, Johnson & Johnson. This has allowed the company an opportunity to expand its digital presence. “We have terrific talent, a phenomenal brand with a wide patient base, and are now a size that allows us to be more agile in response to market forces,” says Miguel Louzan, Chief Information Officer (CIO) at LifeScan. “This gives us a competitive edge.” SPRING 2020
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1984
Year founded
$1.2bn Revenue in US dollars
2,000 Number of employees
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DIGITAL
TRANSFORMATION
WE
challenge the status quo to set ambitions that stretch you WE
imagine your future with both existing and new business models
We are in an age when custom engagement is expected, relat in real-time, choice is infinit on demand, change is consta technology enables everythin
Digital transformation enab businesses to thrive in this age
WE FOCUS
on humans, not technology WE HAVE
an expansive network of experts with insight into what’s possible WE ARE
adept at taking you from idea to launch, from start to finish Copyright Š 2019 Deloitte Development LLC. All rights reserved.
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Deloitte and Deloitte Digital have in-house design, human capital, research, and creative teams that a taking clients from pre-idea through market launch
IMAGINE
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Quickly set ambitions and chart a path to success by developing a roadmap to achieve those ambitions Sense
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Define the ambitions, look forward, explore broadly
Make it tangible, put the ambition in motion by moving forward and launching in the market Deepen
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Iterative concept refinement, and offerings in market for faster income statement and balance sheet impact
mer tionships are te, delivery is ant and ng we do.
How we can get started: Ambition/Digital Transformation Lab • • • •
bles e.
Digital Day • • • •
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RUN Get the business to scale Once the ambition is refined, scale the ambition through flexible and integrated delivery teams Scale
• •
A 1-2 hour meeting with you about your ambitions, gaining advantages, and how to be digital The exploratory conversation will involve introducing trends, techniques, technologies that could and will impact your business, and discussing what could be done about it
Digital Leadership Lab
Operate
• Agile operations to create business impact at scale
A half-day showcase on digital trends, including digital transformation opportunities Subject matter experts will be present to share how the digital trends are relevant to you Includes example case studies of digital trends in action Involves developing some ambitions and high-level provocations specific to you
Digital Transformation Conversation
• Launch
A hands-on, full-day workshop dedicated to forming and fleshing out your digital ambitions using our proprietary Sense, Aspire, Decide process Involves interactive exercises to understand the environments within and outside of your organization that could and will impact your business Designed to push comfort levels and boundaries of thinking around your future Walking out of the lab, you will have a tangible plan to make progress toward your ambition within 30 days
•
A full-day lab experience set specifically for an executive who is driving the digital agenda within their organization Exposes the executive to trends, technologies, and potential disruptions that could impact their business Designed to help the executive effectively fulfill the mandates of their position, leveraging resources such as time, talent, and relationships Contact us: digitaltransformation@deloitte.com
LIFESCAN
“ For me, that’s what digital transformation is about — small improvements that can start really building momentum by themselves” — Miguel Louzan, Chief Information Officer, LifeScan
Miguel Louzan has been the CIO at the company for almost two years. With 15 years in digital and tech-based healthcare, he leverages his experience to add value. “Healthcare is a very specific industry. You have to know the exact regulation, what’s really driving the business, the value of products, digital and otherwise,” he says. The primary focus of the last 18 months for LifeScan has been ensuring it can operate as a standalone organisation. Its established identity and strong
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branding mean the company isn’t
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LifeScan CLICK TO WATCH
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1:00
137 starting from absolutely nothing, but it is still at the beginning of its journey. “That’s why I refer to us as a USD $1.2bn start-up,” continues Louzan. According to Louzan, the company is around halfway through its post carve-out digital transformation. 90% of its platforms are now cloud-based and it has majorly simplified, moving from 700 platforms to only 120. “I believe digital transformation never ends,” affirms Louzan. “It’s a continuous journey.” One of the primary goals is to move from an identity as a medical device company to one as a digital w w w. h e a l t h c a r e digi t a l . c o m
Learn. Grow. Achieve
Building Platforms for Digital Business By stitching together advances in cloud infrastructure, software delivery, automation and analytics, we help Fortune 1000 companies deliver on the promise of digital transformation.
We Engineer Enterprise Cloud Infrastructure
We Run Intelligent Operations
Architect the deployment of workloads across public and private infrastructure based on requirements speciďŹ c to your business. We Deliver Modern Applications Use automation and containers to enable your developers to reduce the time spent on integration and maximize the time spent on creating new features.
Establish a uniďŹ ed view of performance across infrastructure, applications, and services, using automation and analytics to address your performance issues quickly.
Enterprise Services From strategy to implementation and operations, we create tailored solutions for all stages of your digital transformation journey.
Education and Enablement
Strategy and Roadmap
Design and Plan
Deployment and Management
LifeScan is very fortunate to have AHEAD as a business partner. Their team has provided technical expertise, guidance, recommendations and a determination to get the job done on time against all odds. Their drive, attitude and dedication were key reasons for us completing the project on time. Not only is this group talented and dedicated, but they are also great people that my staff and I enjoy working with on a daily basis.
FRANZ DIENES
Senior Director IT Infrastructure, LifeScan
Working with the LifeScan team across many aspects of their separation effort has been an absolute pleasure. Our partnership with them, based on mutual trust, collaboration, excellence in execution, and dedication to a successful separation and rebuild, is a testament to the leadership teams as well as individual contributors on both sides. We look forward to continuing that partnership with LifeScan with new and enhanced capabilities in the years to come to help further differentiate themselves and increase their enterprise value.
DAVID WILLIAMS
Managing Principal, AHEAD
Better Together
We partner with more than 60 technology providers, all toward optimizing your enterprise IT.
LIFESCAN
140
company. “It’s a mindset change,” he
Louzan. For this reason, process sim-
explains, “if you think about building
plification is one of the main challenges
medical devices, it is a lengthy process
LifeScan grapples with. Third-party
of perfecting the product. In terms of
partners have provided the necessary
digital companies, you don’t have to
tools for LifeScan’s digital transforma-
wait to get the perfect product. That’s
tion to succeed. Influence from Google
all about continual tuning.” Although
Platform Partner CI&T, IT service
the company vehemently adheres
group FPT Software, financial ser-
to the strict regulations required to
vice company Deloitte, methodology
produce medical devices, it is taking
coordinator Globant, storage and con-
onboard a more digital mentality,
solidation consultant Data Blue, and
focusing on the features of products.
digital model-maker gA has allowed
“In a digital company, you think about
LifeScan access to skills and industry
the experience of the user,” says
expertise otherwise inaccessible.
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E XE CU T I VE PRO FI LE
Miguel Louzan As LifeScan’s CIO, Miguel leads its health technology efforts and all aspects of LifeScan’s global digital, AI, and IT programs. Miguel has more than 20 years of global IT experience leading organizational transformations that positively impacted profitability and enabled IT to become a trusted partner. Prior to LifeScan Miguel was Global CIO at SWM International, a global manufacturing company of highly engineered and customised materials.
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BETTER OUTCOMES, BETTER LIVES CI&T is honored to work with LifeScan on using digital technology to improve the lives of people with diabetes.
CI&T delivers meaningful experiences that impact the lives of everyday consumers across healthcare, financial services,
retail, media, consumer packaged goods, technology industries and more.
Get in touch with us at www.ciandt.com
Digital Strategy & Roadmap
Digital Products and Platforms
We bring a point of view that accounts for the context, trends, and opportunities in evolving business ecosystems.
We design and build cross-channel applications that fit the needs of today’s businesses.
Digital Transformation
Data, AI & Machine Learning
We open the possibilities and navigate the pitfalls of the path to better outcomes through digital technology
We use advanced capabilities to turn data-led decisions and meaningful insights into fast, effective action.
Customer Experience
Agile Software Development & IT Modernization
We deeply research the needs and motivations of consumers, suppliers, and partners to create great experiences that deliver real value.
We effectively blend the benefits of lean delivery with the rigor demanded in heavily regulated industries.
Digital Transformation has revolutionized the world and completely changed the way businesses operate. As a Global Leader in IT Services, FPT has been a trusted Transformation partner of 100+ Fortune 500s, including finance, telecom, and manufacturing enterprises.
Our worldwide network of experts and engineers work alongside customers to reinvent business operations utilizing the latest technologies Artificial Intelligence, Big Data, Smart Factory, IoT - leveraging leading technology platforms including AWS, Azure, Siemens, and Predix.
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fpt-software.com
145 Although technological implementation is key to LifeScan’s current strategy, its focus on people remains strong. “At the end of the day, it’s all about people,” explains Louzan. “You can have the best policy, the best tech, the best everything, but if you don’t have the right people, it doesn’t work.” Talent acquisition has been an important pillar at LifeScan, seeking employees with a willingness to learn and join a currently evolving organisation. The improved digital aspect ultimately puts the customer first. “At the end of the day, the patient
“ You can have the best policy, the best tech, the best everything, but if you don’t have the right people, it doesn’t work” — Miguel Louzan, Chief Information Officer, LifeScan w w w. h e a l t h c a r e digi t a l . c o m
LIFESCAN
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CO MPAN Y FACT S
• 90% of LifeScan’s platforms are now cloudbased, significantly streamlining operations by moving from 700 platforms to just 120
should be at the centre of everything we do,” he says. “User experience drives simplification.” Adaptability is important not only at LifeScan, but in the wider industry. It is an industry rife with disruptors, meaning LifeScan needs to move quickly if it wants to keep up. “Constant vigilance towards the market is key to avoid being blindsided,” says Louzan. Regulations around data privacy are also constantly changing in different ways around the world, making it difficult to manage as a global company. Local companies might see the rise of GDPR or specific state regulations, but LifeScan has to contend with it all. To ensure it remains up to standard, it implements a programme around data privacy and data security. “It’s a strong concern in w w w. h e a l t h c a r e digi t a l . c o m
147
what we do,” affirms Louzan. “We have
needs, but for healthcare providers,
a group of people in the organisation
it also allows companies to add value
who are tasked with anticipating what
for patients and personalise patient
we might need around data protection
interactions. LifeScan has been invest-
in the future. Operating with a global
ing in the personalisation space for
footprint, this is at the front and centre
several months, focused on artificial
of everything we do.”
intelligence (AI) and machine learn-
The value of data within the health-
ing (ML). “The goal of getting to that
care sphere is only increasing. From a
personalised point of interaction with
market perspective, data helps compa-
our patient is being able to really target
nies better understand its customers
our actions and help them through
149
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LIFESCAN
150
“ If you think about digital companies, you don’t have to wait to get the perfect product. That’s all about continual tuning” — Miguel Louzan, Chief Information Officer, LifeScan SPRING 2020
their diabetes journey,” he explains. On a macro-economic level, it also allows the company to understand the financial needs of patients surrounding insurance and contracts. “I would say the future of the industry is personalisation,” continues Louzan. “However, at the same time, it’s about how we can adapt to the different ecosystem.” The next three to five years at LifeScan will see it continuing along the path of its transformational journey.
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The main shift in the next five years,
It’s about small wins. Implement, learn
according to Louzan, will be as the
fast, and move onto the next one,” con-
company evolves from a medical
cludes Louzan. “For me, that’s what
device company that has a digital pres-
digital transformation is about — small
ence to being a truly digital company
improvements that can start really
with an associated product. The shift
building momentum by themselves.”
should allow LifeScan to stay competitive in a market of disruptors. “Overall, digital transformation can be a bit of a buzzword. I don’t believe it needs to be complicated. It doesn’t have to be about changing the world. w w w. h e a l t h c a r e digi t a l . c o m
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Redefining healthcare through innovation WRITTEN BY
PRODUCED BY
MATT HIGH MIKE SADR w w w. h e a l t h c a r e digi t a l . c o m
PA R T N E R S B E H AV I O R A L H E A LT H M A N A G E M E N T
Partners Behavioral Health Management is changing the way that healthcare is delivered, as Jamie Gianna explains
T
ransformation. It is a word that’s rapidly becoming synonymous with any multitude of industry sectors worldwide. And while
any transformation represents a game-changing journey for a business and its employees, few have the potential to be as significant as that which 154
Partners Behavioral Health Management is undergoing. The North Carolina-based managed care organisation (MCO), established around seven years ago, is currently in the midst of a digital transformation journey that has the potential to change how healthcare in the United States is defined and paid for. It is, confesses Chief Information Officer Jamie Gianna, both an “exciting and scary time” for the organisation and the state of North Carolina. North Carolina pioneered a public Medicaid managed care system for behavioral health and intellectual/ developmental disabilities in 2011. Next year, the state will move to an integrated healthcare approach for all individuals who rely on the public system for care. “We are right in the middle of developing and introducing many things that no one else has previously done before or even considered in terms of SPRING 2020
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PA R T N E R S B E H AV I O R A L H E A LT H M A N A G E M E N T
“ We are leveraging the very latest and most innovative technologies that will position us as a true leader in managed healthcare”
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— Jamie Gianna, Chief Information Officer, Partners Behavioral Health Management
the way in which managed healthcare services are provided. In doing so, we are leveraging the very latest and most innovative technologies that will position us as a true leader in managed healthcare, both in North Carolina and beyond.” Gianna is responsible for leading Partners’ digital transformation. He sits as a member of the Partners Operational Leadership Team, and rather succinctly describes his work as “trying to understand the organisation’s strategic targets based on the information and direction we get from the North Carolina General Assembly and North Carolina Department of Health and Human Services; while finding the right tools to fit and to meet those requirements.” In reality, Gianna is charged with strategic planning, leading mission-critical business initiatives and organisational objectives, and driving change that will result in improved customer service and go a long way towards achieving better healthcare provision for the population of North Carolina. Partners is a public, regional managed care organisation, overseeing
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Partners: Success Story: Iliana CLICK TO WATCH
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157 mental health, substance use disorder
of the whole person, which is a big
and intellectual and developmental dis-
driver behind our transformation.”
ability (I/DD) services available through
The purpose of Partners’ digital trans-
Medicaid, state and county funding.
formation, explains Gianna, is a focus
The organisation, Gianna explains, con-
on understanding the overall health and
tracts with care providers to ensure
healthcare needs of specific popula-
that treatment options are available
tions through leveraging technologies
for eligible residents across the state.
such as procurement platforms, predic-
“North Carolina is a large state,” he
tive analytics tools, and the integration
says. “The population is close to 11
of the organisation’s services network
million, and one in every 10 is eligible
so that it can manage the right services
for publicly-funded behavioral and I/DD
at the right time for its health plan
managed care. However, the system
members. “First and foremost, we
currently in place focuses on a portion
recognise that we need to be very agile
of a person’s wellbeing, instead
and mobile,” he notes. “The first target w w w. h e a l t h c a r e digi t a l . c o m
When people, systems and data work in harmony, a real, positive impact can be made on the health of individuals and populations. Learn More
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was driven from a population health and
Office 365 – so that, at any place and
predictive analytics perspective, which
at any time, anyone within Partners’
focused on understanding what our
executive team could access all the
total cost of care looks like, what do the
data and information. The transforma-
state’s population and demographics
tion journey is still ongoing, with Gianna
look like, and how that fits into the wider
outlining steps two and three, as well
financial and health strategies that we
as a longer-term vision. These steps
have. Having the ability to really get our
include “sourcing a trifecta of procure-
arms around that data and turn it into
ment management tools, including tools
something useful, meaningful and with
for population health and predictive
real purpose had to be the first step.”
analytics that can create health risk
To do this, two years ago, the organisation moved to the cloud – specifically,
scores, as well as portals for users and a platform that allows integration across 159
E XE CU T I VE PRO FI LE
Jamie Gianna Gianna is known for a tireless work ethic, energetic presentation, and hands-on approach to consultative solutions. Gianna has blazed a trail of achievement across industry sectors including healthcare, insurance, finance, legal, professional services, and professional sports. While he is an accomplished C-Suite executive, he is best known as a proven player with a history of reliable, dependable performance, innovative and future looking solutions — leveraging leadership and technical expertise. He has an MBA from the University of Maryland and engaged in his doctorate in Organizational Management. Currently resides in Charlotte, NC. w w w. h e a l t h c a r e digi t a l . c o m
PA R T N E R S B E H AV I O R A L H E A LT H M A N A G E M E N T
“ First and foremost, we recognised that we needed to be very agile and mobile” — Jamie Gianna, Chief Information Officer, Partners Behavioral Health Management
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PA R T N E R S B E H AV I O R A L H E A LT H M A N A G E M E N T
2013
Year founded
$326mn Approximate revenue
460
Approximate number of employees
North Carolina’s ‘healthcare universe’. We have been able to find and apply all the tools we need,” he states. “We are in the process of implementing them – the first ‘finishing line’ is imminent.” The scale of change within the state has placed North Carolina at the forefront of healthcare reform which, according to Gianna, “is what everyone is trying to achieve. The whole purpose – initially – is to collect and analyse as much data as possible, to really be able to understand exactly what the costs SPRING 2020
involved are and to ensure that every member can be cared for to the very best standard. That target is phenomenal, and if we pull it off it will be huge.” Somewhat understandably, such change has required a significant realignment of structure and resources internally. This, says Gianna, hasn’t been easy and has proved a challenge at times. “We’re an organisation that, for some years, has had a lot of processes. We haven’t used specific tools and systems and have required people to really get on board with the new tools and understand the scope of the change. It’s all about introducing a new perspective. It is, after all, a fundamental aspect of being human: you either change and progress, or you don’t. Of course, it helps to know that the endgoal of our transformation is to achieve something truly good for many people. Working in healthcare and understanding the impact on the families we serve definitely changes the way in which you approach your work. Everyone on my team could go and work in other places and quite easily be very comfortable, but we’d never have the same sense w w w. h e a l t h c a r e digi t a l . c o m
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PA R T N E R S B E H AV I O R A L H E A LT H M A N A G E M E N T
164
“ I would love to be able to collaborate with other organisations and to share the lessons learned across the state so we can deliver the very best standards of care” — Jamie Gianna, Chief Information Officer, Partners Behavioral Health Management SPRING 2020
of satisfaction that we get from helping people’s lives. That’s what matters the most.” As with any transformation journey, there is still a lengthy road to travel for Partners. The organisation is on the cusp of achieving significant change yet, for Gianna, other technologies could also come into play in the future. “I’m already considering how we could use AI and machine learning for managing and analysing our data, for example. As we move through our journey, we will collect so much data. We are already focused on how we really leverage the technologies available to provide the best possible answers for that data. There is still a great deal to do but, looking further ahead, I would love to be able to collaborate with other organisations and to share the lessons learned so we can deliver the very best standards of care.”
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DIGITALLY TRANSFORMING HEALTHCARE WRITTEN BY
GEORGIA WILSON PRODUCED BY
MICHAEL BANYARD
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A S T E R H O S P I TA L S U A E
Dr. Sherbaz Bichu, CEO, Aster Hospitals UAE discusses its digital transformation journey to improve the healthcare industry
P 168
racticing anaesthesiologist and CEO of Aster Hospital Group, Dr. Sherbaz Bichu, manages the
group’s hospitals in the UAE and Oman. Dr. Bichu has been a part of Aster Hospitals UAE since 2014. “I joined as a junior anaesthesiologist, and climbed the ladder,” he says. “My role as CEO started at one hospital, then further progressed to CEO of the group.” When asked about the healthcare industry, Dr. Bichu comments that it “has taken a complete U-turn. Right now, it is not healthcare that is practiced, it is sickcare. People come to the hospital when they are sick, rather than to keep themselves healthy.” However, with the rise of healthcare technology such as wearables and teleconsultation, Dr. Bichu sees this changing and the continuity of care increasing, “something which is lacking currently.” SPRING 2020
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A S T E R H O S P I TA L S U A E
“ Innovation is very easy in the UAE. If you want to develop machine learning, artificial intelligence or robotics, this region is the best place to be” — Dr. Sherbaz Bichu, CEO, Aster Hospitals UAE
BECOMING A SMART HOSPITAL “If you look at the countries around the world, I would say the UAE is one country where, compared to any other country, the government runs five
170
years ahead of the private sector in terms of technology,” says Dr. Bichu. “Innovation is very easy in the UAE. If you want to develop machine learning, artificial intelligence or robotics, this region is a place to be.” As a hospital in the UAE the group is working very closely with Dubai Quality Group and Dubai Health Authority to process service innovations, implement changes and make the UAE the best and safest medical tourism destination. When asked about the group’s vision Dr. Bichu comments that, “the group has a global outlook to drive an ecosystem of healthcare, which SPRING 2020
Aster, We’ll Treat You Well CLICK TO WATCH
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6:57
171 only technology can help us achieve.
Dr. Bichu emphasises that “the
Otherwise we risk facing extinction.”
world is growing, but if you look at
With this mission driving its operations,
technology usage in healthcare, it is
the group has established its four
further behind compared to bank-
pillars of digital transformation, with
ing and other industries. “In order to
patient care at the forefront.
catch up we need to empower our
“It’s mainly about empowering our
employees by fostering collabora-
employees by fostering collaboration
tion and innovation, in addition to
and innovation,” notes Dr. Bichu. “We
looking to other industries to learn
believe that innovation happens from
and tailor solutions to the healthcare
the ground up, with our staff being
industry.” An example of the group
the best innovators we can think of.
applying this method is its adoption
We have monthly innovation meeting
of barcoding. “We have barcoded
where people can put forward their
medical administration and barcoded
ideas for processes and technology.”
blood transfusion to increase patient w w w. h e a l t h c a r e digi t a l . c o m
A S T E R H O S P I TA L S U A E
“ If you ask me what our strength is, it is our people and their innovative way of thinking” — Dr. Sherbaz Bichu, CEO, Aster Hospitals UAE 172
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173
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A S T E R H O S P I TA L S U A E
174
safety,” says Dr. Bichu. “As a result,
our employees the importance of
we were the first to have a completely
innovation. We have sessions where
closed loop medication administration
we teach them how to think in an innova-
and specimen collection. We know
tive way.” In particular Dr. Bichu sees
exactly what medicine has been given
automation as the future of healthcare.
to which patient and what time it was
“We have looked at our processes
administered. In addition to increased
with our employees and came to the
safety, this method reduces time spent
conclusion that, whatever can be
on documentation, shifting more time
repeated, can be automated.”
for patient care.” The group as a whole has a pas-
Current innovations the group has made, includes
sion for innovation which has been
adoption of Microsoft
ingrained into the DNA of its employ-
Azure cloud. “We were
ees. “Right from induction, we inform
one of the first healthcare
SPRING 2020
providers in the Middle East to host
adopting Microsoft Azure, data
our business-critical applications,
mining has become significantly
including the electronic medical
easier for the group, which allows
record (EMR), hospital management
the group to feed data into machine
systems, picture archiving and com-
learning technology to drive robotic
munication systems, with Microsoft
process automation (RPA) innova-
Azure cloud UAE Data Centre. With
tion. Other innovations the group
our recent move to cloud comput-
is looking into includes the use
ing, we are improving our services
of artificial Intelligence. “We have
and processes, mainly to increase
recently brought diabetic retinopathy
patient safety and continuity.� Since
screening that operates with artificial
E XE CU T I VE PRO FI LE
175
Dr. Sherbaz Bichu
Dr. Bichu is Chief Executive Officer and Specialist in Anaesthesia at Aster Hospitals, UAE. Having worked in the field of Anaesthesia as well as Hospital administration, Dr. Sherbaz Bichu is well versed with the medical, as well as administrative, aspects of hospital operations. On the administrative spectrum, he was actively involved in the development and implementation of hospital information systems, process re-engineering, talent acquisition, hospital operations, quality administration, materials and procurement, as well as other functions related to the delivery of patient care. As Specialist in Anaesthesia, he managed anaesthetic cases in general surgery, obstetrics and gynaecology, paediatric surgery, head and neck surgery, neurosurgery, urology, and gastroenterology. He managed intensive care of postoperative patients, head injury patients, polytrauma patients. Bringing together his expertise from India at Malabar Institute of Medical Sciences, he is a core member of the founding team at Aster Hospital.
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A S T E R H O S P I TA L S U A E
EMPOWERING YOUR PERFORMANCE EDGE Zebra is at the forefront of innovating the latest technology solutions in healthcare, from patient identity to mobile healthcare and real-time intelligence. We empower front line staff with a performance edge to deliver the best patient care where in Techsys Technology LLC, a Zebra Premium Partner, is the technology partner in helping clients to implement Zebra solutions.
EMPOWER YOUR EDGE
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177
“ We constantly focus on technology and innovation, but the company can only grow if our people grow too” — Dr. Sherbaz Bichu, CEO, Aster Hospitals UAE
Futuristically, Dr. Bichu strongly believes that “5G will be the best
intelligence (AI) in the backend. Now
opportunity for connected health at
we are also exploring to collaborate
Aster Hospital Group. 5G would trans-
with major players such as Fuji to start
form us into pioneers in telemedicine
cancer screening centres for occult
and connected health for the region.”
blood stool testing, mammograms and
Dr. Bichu acknowledges that new
endoscopies, using AI alongside doc-
innovations entail risks, in particular
tors to enhance diagnosis.”
cyber threats, and highlights that the w w w. h e a l t h c a r e digi t a l . c o m
A S T E R H O S P I TA L S U A E
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group is adopting latest healthcare technology to shield the group from external threats and ensure patient data security. “Our technology partners include Cisco, Alcatel, Dell and SonicWall. With the help of our partners, we periodically carry out penetration tests to identify potential security flaws.” The group has also made recent infrastructure upgrades to make its environment secure and is continuously driven to educate its workforce. Reflecting on the group, Dr. Bichu believes that its biggest strengths
2015
Year founded
are its employees, and the innovative approach they have. To ensure continued growth Dr. Bichu highlights that the group makes sure all its people are being encouraged to pro-
18,700+ Number of employees
gress to the next level so that they scale up along with the group. “We constantly focus on technology and innovation, but the company can only grow if our people grow too.”
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179
180
How Leumit Health Services is harnessing digital transformation to provide unmatched service to its patients WRITTEN BY
HARRY MENEAR PRODUCED BY
K ANE WELLER
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L E U M I T H E A LT H S E R V I C E S
Eli Zimels, Director of Purchasing and Logistics at Leumit Health Services, explores the ways in which the Israeli HMO is harnessing the power of digital transformation to provide peerless patient service
I
n a business landscape increasingly defined by hyperscale conglomerates and
multi-billion dollar mergers, it’s easy 182
to forget the advantages that come with being small. Founded in 1933, Leumit Health Services is the smallest of Israel’s four health management organisations (HMOs). While it may not be able to provide treatment to the largest number of patients in the country, by leveraging technology, its employees’ extensive experience and its innate agility, Leumit is dedicated to ensuring that it consistently delivers the best possible service to the people in its care. Leumit operates under the motto: “Taking care of your future health today,” a nod to its commitment to preventative health care as an integral part of the community service it delivers. SPRING 2020
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L E U M I T H E A LT H S E R V I C E S
“ We may be the smallest HMO, but we like to think we’re the best in terms of the service we provide our patients” — Eli Zimels, Director of Purchasing and Logistics, Leumit Health
Leumit operates 350 clinics and around 170 pharmacies across Israel. Ensuring that essential medicine arrives on time and in the correct quantities is a mission critical priority for the organisation’s supply chain. “The medication that we’re purchasing can be life saving and if, for some reason, there’s a shortage, that’s my problem,” says Leumit’s Director of Purchasing and Logistics, Eli Zimels, who has served in his current role at the organisation for 11 years. We sat
184
down with Zimels to explore his role in Leumit’s ongoing digital transformation – a process which is seeing the HMO harness technology to further enhance its exemplary standard of patient care. “We may be the smallest HMO, but we like to think we’re the best in terms of the service we provide our patients,” says Zimels. “We’re a ‘family HMO’: our doctors, nurses and pharmacists know each of their patients personally and can give them individual care. We put a great deal of money and energy into being the HMO with the best service.” In order to pursue this goal, Leumit has SPRING 2020
Leumit health care CLICK TO WATCH
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2:40
185 developed a ‘one-stop-shop’ model
one of the best standards of care in
at its clinics. “You can see the doctor,
the country.
then if you need something from the
Of course, Zimels explains, with
laboratory, you can go downstairs
a goal like this, the drive to improve
and take your blood test or your urine
and innovate is continuous. In support
test. If you need an x-ray, you can get
of improving patient service, Leumit is
one at the same clinic and, as you
pursuing three projects as part of its
leave, you can pick up your prescrip-
ongoing digital transformation.
tion from the pharmacy,” explains Zimels. This combination of diverse
MEDICATION ON DEMAND
medical services in one location, and
The project at the front of mind for
an emphasis on developing personal
Zimels and his logistics team is a
relationships between patients and
new initiative through which patients
medical staff, is the core driver be-
will – in the next few months – be
hind Leumit’s reputation of having
able to begin ordering their prescripw w w. h e a l t h c a r e digi t a l . c o m
L E U M I T H E A LT H S E R V I C E S
SPRING 2
186
tions online and have them delivered
and which regulations they have to
to their homes. “We’re going to be
change so that we will be able to be-
the first HMO to do this,” he ex-
gin making deliveries.”
plains. Breaking ground in this way isn’t without its challenges, Zimels
DIGITAL SUPPLY CHAIN
admits. “In Israel, the regulations on
At a time when Leumit is embarking on
something like this are very strict, so
an expansion of its logistics respon-
until now nobody was able to offer a
sibilities as significant as prescription
prescription delivery service. When
deliveries, Zimels and his team have
you innovate like this, you have to
needed to harness every tool at their
start from scratch and that leads to
disposal to improve the consistency
challenges. We’ve had to have a lot of
and quality of the HMO’s back end
sessions with the Ministry of Health
supply chain function. “We’ve just
to explain what kind of help we need
finished implementing SAP across
SPRING 2020
2020
our logistics and purchasing models,
of B2B interactions moving more
finance, budgeting and our mainte-
towards an all-digital format, and we
nance model for all the equipment in
think that SAP will get us part of the
the HMO,” he says. The implementa-
way towards closing that circle, but
tion of an industry-leading ERP solu-
we’re also going to need to collabo-
tion will, Zimels believes, go a long way
rate with our suppliers in a way that
towards increasing transparency and
results in an improved experience for
decreasing disruptions in Leumit’s
the patient.”
supply chain, but the organisation’s reneed to be an object of focus. “Often,
IMPROVING PATIENT CARE AND CUSTOMER EXPERIENCE
our suppliers don’t volunteer the fact
“One of the most common requests
that there’s going to be a problem or
from our cardiologists is that, when
a shortage,” he says. “Mostly, we find
they take an EKG of a patient, they
out after we send an order through –
are able to easily access that pa-
that’s the most common disruptor of
tient’s previous EKGs for comparison,”
our supply chain. We’re seeing a trend
Zimels explains. Digitalising patient
lationships with its suppliers will also
E XE CU T I VE PRO FI LE
Eli Zimels A veteran supply chain executive, with over 25 years in operations, logistics and procurement, Zimels has worked as the the Director of Logistics and Purchasing for Leumit HMO since 2008. Previously, he held executive roles at BEZEQ, and Donna. He is a member of the National Council for Logistics in the Healthcare System and a guest lecturer in procurement and logistics.
w w w. h e a l t h c a r e digi t a l . c o m
187
TIME IS A GREAT STORYTELLER The story of DYN has 30 years of experience as a leading medical devices distributor in Israel. Together we can write the next chapter. Learn More
+972-4-6175300 www.dyn.co.il/en-home
data for the sake of easy access, dis-
where it will then be available to rele-
tribution and backup is the third major
vant doctors, and even to the patients
project that Zimels is working on cur-
themselves. This will further support
rently. In the end, he hopes medical
Leumit’s current digital diagnostic and
data will be transferred directly from
support services, which allow patients
the equipment to the HMO’s database,
to schedule appointments, consult with physicians via video conference, access their medical records and receive their lab results, all from the comfort of their homes. “You’ll be able to have a video appointment with your doctor, who will be able to send your lab results to your computer, recommend medication and arrange to have it sent directly to your home,” says
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189
— Name of Person, Position and company w w w. h e a l t h c a r e digi t a l . c o m
L E U M I T H E A LT H S E R V I C E S
LE U M I T O N L I N E S E RV I C E S
Leumit offers a large array of medical and administrative services via the internet and smartphone without having the patient having to physically go to a medical center. The service allows patients to:
190
• Make appointments for primary care doctors and specialists
Zimels. “We’re closing a circle so you, as a patient, don’t even have to leave your home.”
THE FUTURE With plans for the first home deliveries of medication to begin around the end of October, before fully rolling out in 2020, and increased digitalisation of both the organisation’s strategic purchasing strategies and patient documentation, Zimel’s is confident that the coming years will see Leumit and its supply chain go from strength
• Consult with physicians • Obtain laboratory results • Receive information on allergies to medications and much more • See the medical record on line • See all x-rays that are done in our medical centers
$1.47bn+ Approximate revenue
1933
Year founded
3,200
Approximate number of employees SPRING 2020
to strength. Reflecting on those
“By giving us a low price, we provide
strengths, he reflects that “first of all,
them with early entry to the market,
“We have great workers. Our work-
sometimes ahead of the National
ers are highly-educated, have a lot of
Basket. A small HMO has an advan-
experience, and are innovative and
tage doing this,” Zimels explains.
willing to learn. Secondly, we are very
This combination of agility, flex-
flexible as an organisation: our stra-
ibility and ongoing digitalisation will,
tegic purchasing department is very
Zimels is confident, continue to see
autonomous. We don’t need to have
Leumit provide a standard of ser-
lots of committees to approve things
vice to its patients that is unmatched
internally.” Externally, Leumit’s size
among its competitors.
also contributes to its flexibility, particularly when negotiating with phar191
maceutical companies for purchases.
w w w. h e a l t h c a r e digi t a l . c o m