Healthcare Global – Spring 2020

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S P R ING 2 0 2 0

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

Excellence in Eye Care Aristovision – the leader in Bangladesh ophthalmic market for over last 12 years. It’s mission is always guided by its philosophy - “Quality- the unit we count”. Hence it’s efforts to improve quality never ends up.

With this commitment, it is now exporting it’s world class ophthalmic products to 34 countries of 5 continents.

The new “State of the Art” dedicated ophthalmic plant according to WHO-CGMP & UK MHRA standards.

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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.”

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Hospitals in coronavirus-hit Wuhan use medicine delivery robots CLICK TO WATCH

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1:08

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

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

56

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

61

PROCUREMENT

The report found that:

62

+ 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.

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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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2:47

02

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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T O P 10

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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.

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The Johns Hopkins Hospital: Tour the New Facilities CLICK TO WATCH

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2:07

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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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2:16

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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

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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.

w w w. h e a l t h c a r e digi t a l . c o m

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.

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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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91

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

93

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Prime Healthcare: Saving Hospitals, Saving Jobs, Saving Lives CLICK TO WATCH

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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

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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

|

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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S T. J O H N A M B U L A N C E C A N A D A

110

“ 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

112

Tivity Health: Digitally transforming healthcare solutions WRITTEN BY

GEORGIA WILSON PRODUCED BY

MIKE SADR

SPRING 2020

113

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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

115

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Consumer expectations have risen, driven by their experiences with digital technology in other industries. Today’s always-on, connected consumer interacts with brands across multiple channels and devices, and they expect a brand to know them across dynamic journey stages.

Likewise, the always-on consumer’s health journey exists outside of the typical healthcare ecosystem. An individual’s actions, behaviors, and environment play enormous roles in continued health. Factors such as diet and exercise, access to parks and green space, and even how much natural light a person is exposed to throughout the day are known as social determinants of health, which can account for up to 40 percent of a person’s proclivity toward long-term health.

Healthcare companies are now starting to use social determinants of health data to help guide consumers along their healthcare journeys; this is key with the total healthcare experience being a continuous path that reflects always-changing behaviors and environmental patterns.

KNOW ALL THERE IS TO KNOW ABOUT A HEALTHCARE CONSUMER Personalizing the consumer healthcare experience to shape a healthcare journey at an individual level is accomplished through the use of data. By ingesting and combining first-party, second-party, and third-party consumer data onto a single platform, a healthcare organization creates a unified consumer profile, or golden record, that lets the organization know everything there is to know about a consumer and informs the next-best action, or recommendation, that will help propel the consumer on the path toward continued health. The RedPoint Customer Data Platform™ connects all available data sources to create an accurate golden record that is updated in real time.

With automated machine learning and an intelligent orchestration layer, the platform recommends a next-best action or message for an individual consumer while being contextually aware of where they are in their journey.

A NEXT-BEST ACTION AND AN ENGAGED CONSUMER Data sources that create a golden record could include data from a connected device that monitors sleep and exercise patterns, for example. It could include a device that monitors a consumer’s vital signs, combined with a history of provider and care visits, future scheduled visits, gaps in care, and sources that indicate social determinants of health. The platform’s self-tuning, automated machine learning models continuously update a consumer’s health “score” based on every data source, and recommend the appropriate action in a way that is customized for the particular payers, providers, and consumer in that instance. Because the golden record is persistently updated with real–time data, a recommendation is always in the context and cadence of an individual healthcare journey.

This single point of control over data, decisions, and interactions is the key to providing personalized omnichannel communications with each consumer. A number of health organizations have engaged with RedPoint to deliver hyper-personalized customer experiences to acquire new customers and manage individualized journeys that improve health outcomes, lower costs, and improve consumer satisfaction.

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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!

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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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121

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

123

DELIVER MORE PROJECTS, LEAVE WORK ON TIME.

Stratfield is a management consulting, staffing, and recruiting firm that helps clients solve complex business challenges in the areas of technology, business operations, and marketing.

CONNECT WITH STRATFIELD

404.890.0107 stratfieldconsulting.com

“ 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

131

w w w. h e a l t h c a r e digi t a l . c o m

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

133

1984

Year founded

$1.2bn Revenue in US dollars

2,000 Number of employees

w w w. h e a l t h c a r e digi t a l . c o m

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

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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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Aspire

Decide

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Make it tangible, put the ambition in motion by moving forward and launching in the market Deepen

Design

Prove

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 • • • •

, strategy, technology, are highly skilled at h:

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

136

branding mean the company isn’t

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LifeScan CLICK TO WATCH

|

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

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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

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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.

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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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141

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.

w w w. h e a l t h c a r e digi t a l . c o m

BETTER OUTCOMES, BETTER LIVES CI&T is honored to work with LifeScan on using digital technology to improve the lives of people with diabetes.

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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

146

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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.

151

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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153

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”

156

— 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

|

3:16

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.

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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

160

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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

163

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.”

w w w. h e a l t h c a r e digi t a l . c o m

165

166

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DIGITALLY TRANSFORMING HEALTHCARE WRITTEN BY

GEORGIA WILSON PRODUCED BY

MICHAEL BANYARD

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167

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.”

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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.

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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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

178

SPRING 2020

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.”

w w w. h e a l t h c a r e digi t a l . c o m

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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181

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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.

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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

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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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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

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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

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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.

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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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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:

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• 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.

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