Enterprise Digital Transformation - Session 47, August 10, 2021 Paddy Padmanabhan, CPHIMS - HIMSS PowerPoint ...
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Enterprise Digital Transformation
Se s s ion 47, Augus t 10 , 20 21
Pa ddy Pa dma na bha n, CPHIMS Ka re n Murphy, PhD, RN
CEO, Damo Consulting Chief Innovations Officer, Geisinger
DISCLAIMER: The views and opinions expressed in this presentation are solely those of the author/presenter and do not necessarily represent any policy or position of HIMSS.
1
Welcome
Pa ddy Pa dma na bha n, CPHIMS Ka re n Murphy, PhD, RN
CEO Chief Innovations Officer
Damo Consulting Geisinger
#HIMSS21 2
Conflict of Interest
Paddy Padmanabhan, CPHIMS
Karen Murphy, PhD, RN
Has no real or apparent conflicts of interest to report.
#HIMSS21 3
Agenda
• Learning objectives
• Digital transformation priorities and market trends in a post-COVID era
• Geisinger Health Digital Strategy
• Case study 1: portal consolidation
• Case study 2: intelligent automation
• Assessing digital maturity
• Digital transformation roadmap & best practices
#HIMSS21 4
Learning Objectives
• Identify best practices and learnings from how a
large integrated health system is driving a multi-year
digital transformation roadmap
• Discover how technology is enabling digital
transformation at the front and back end of
healthcare operations and best practices in
technology strategy and technology partner
selection
• Recognize how centralized governance can
accelerate transformation and maximize value from
technology investments
#HIMSS21 5
How healthcare CEOs
are approaching
consumerism in a
COVID-19 era*
* Modern Healthcare CEO Power Panel Survey 2020
6
Non-traditional
players are
moving
aggressively
into healthcare
#HIMSS21 7
Partnerships focused on
data and analytics are
on the rise
8
Geisinger: Integrated
health $7.1 billion in
combined revenues
We care for patients. We provide quality, We teach, research
• 10 hospital campuses affordable healthcare and innovate.
• 125 clinic sites coverage.
• 23,828 employees
• 1,677 employed physicians
#HIMSS21 9
Purpose
Lead the nation in building transformative, scalable,
measurable, and sustainable solutions that lowers cost of
Steele Institute care while improving health, care delivery, and patient
experience.
was established
to lead Definition of innovation
Geisinger’s
innovation
Guiding principles
#HIMSS21 10Geisinger Digital
Transformation
• It’s not about digital – It’s about
transformation
• It’s not a five-year strategy – It’s a forever
journey
• It’s not about one function – It’s all
services
#HIMSS21 11Geisinger Digital Strategy
Powered by Digital
Digital Strategy Vision Value Levers
Make it
Easy + Improve
Efficiency
Grow
Revenue
Enhance
Care
Leverage enhanced and new Make it easy for Geisinger Empower customers to Provide connected care
Geisinger digital capabilities to and customers to complete save on costs by solutions to reduce medical
deliver on the Digital Vision: tasks by streamlining and personalizing and costs stemming from chronic
simplifying interactions proactively engaging them care and ED visits
Going above and beyond to in the care journey
understand our communities to
make healthcare easier and
more affordable so you can
live your healthiest life.
Disruptive
“Fundamentally different approach”
Results in better care, better experience and lower costs
#HIMSS21 12
8/2/2021Digital Transformation Organization Model
Driving digital initiatives across the enterprise
Governance Structure Geisinger Digital
Steering Committee Transformation Office
( Damo)
Clinic Marketing IT Patients Operations
An Aligned Geisinger
Enterprise =
An Exceptional Consumer DS DS DS DS DS
Experience
(bi-directional)
Execution Arm
(A Business and Transformation Office Partnership) (bi-directional)
Technical Architecture
#HIMSS21 13~2-3 year future state website, portal
& communication vision supporting
OneGeisinger
Deliver a superior digital experience through a
unified account, that is personalized and easy to
use driving customer loyalty and stickiness across
all enterprise services.
#HIMSS21 14OneGeisingerWebsite/Portal/Comm
Transformation
Deliver easy to use experience that creates customer loyalty and stickiness across all enterprise services
• Customers log into mobile responsive web/portal through
one account to manage health, health plan coverage,
finances, pharmacy, etc.
• Customers manage their communication
preferences centrally, and Geisinger can send
communications tailored to channel preferences (print,
email, text, app notifications, IVR/phone)
• Superior digital experience drives consumers to opt-in for
digital communications, driving down print, mail and
phone costs
• Geisinger enhances compliance with increasing data
privacy, consent management, security, accessibility
standards
*draft designs, mobile responsive
#HIMSS21 15Intelligent Automation Hub
Program Goals
• Automate manual, high
volume processes within Annual Value Generator
multiple lines of business
• Accelerate operational
efficiency
• Establish a foundation for an 24+ $2M+ 6000+
intelligent automation culture
within the Enterprise Digital Workers Realized Hours Saved
Across Geisinger Benefits
& Growing! Annually
Power Automate
Three Tenets
Scale / Maturity
(infrastructure/experience) Process Infrastructure
Design/Architecting Development Management
Value Optimization
(within current operation) Application Developers working with Oversees IAH technical operations
Partners with the business to identify
automation tools to create bots and Steele Institute application
and scope automation opportunities
management
Data as of 5/5/21
16Example Success: Clinical Services Optimization
COVID, Flu, RSV Result Automation
Four automated ways to get results to ensure optimal Key Highlights and Data
communication time to patients
5 automations + IVR component
in just one process
Out bound ca ll t o Pa t ie nt s ca ll in t o ge t Bot productivity 23x more
pa t ie nt s t he ir re s ult productive than human (91
Within 24 hours results Calling any Community patients/hr called by Bot vs 4
being available, patients Medicine main line or the patients/hr called by human)
receive an automated call COVID Hotline, a patient can
and documentation in press 1# and authenticate to Prior to automation, patients with
their chart hear their results positive test results only were
called due to resource constraint.
Automation made it possible to
myGe is inge r Aut oma t ic le t t e r call patient with negative results
port a l ge ne ra t ion as well.
Patient's have When a result is available,
immediate access to an automatic letter with a Symptom monitoring Hours Saved Realized Benefits
their lab result via the patient's result is volume/saving data is part of the
myGeisinger portal under immediately generated, volume and saving of COVID
“tests & labs” printed and mailed to the Symptom Monitoring
Positive
patient
Hours Saved Realized Benefits
17Structured &
collaborative approach
has delivered significant
benefits to date
☞ Quantified benefits: multi-million $$ impact
☞ Technology strategy that lays strong foundation for enabling
digital transformation
☞ Improved governance for faster decision-making and
implementation acceleration
☞ Best in class partner selection for improved chances of success
18Assessing Digital Maturity in Health Systems*
Model Model Model Model
EHR as primary platform Digital initiatives focused Stand-alone digital Long term strategic bets on
for digital engagement on virtualization of care innovation initiatives multi-year investments
• “< EHR vendor name> is • Telehealth, eVisits • Enterprise-specific point • Comprehensive, enterprise-
our digital strategy” solutions: Homegrown and level transformation strategy
• “Digital front doors”
partner-developed
• Focus on specific • Remote monitoring • 1-2 key strategic
functionalities e.g. access • Innovation programs for partnerships, alongside EHR
and scheduling, real-time • Patient communications commercialization of in-
video consults house development • Robust governance model
to leverage startup
• Departmental initiatives: ecosystem
specialized clinical needs
*Source: Damo Consulting DigiMTM maturity model framework
#HIMSS21 19Digital Front Door Strategies for healthcare providers*
Section Digital Initiative Provider 1 Provider 2 Provider 3 Provider 4 Provider 5 Provider 6 Provider 7 Provider 8 Provider 9 Provider 10
Online scheduling
Chatbot
Find-a-doc
Symptom triage
Digital Front Door
Online payment tool
Online registration
Online check-in
Wait-time estimator
Slot management
Mobile app
Video visits
Second Opinion
Not implemented Implemented Stand-alone tool with Stand-alone tool
* source:Damo Consulting Research
with EHR FHIR/HL7 integration with no integration
#HIMSS21 20Digital Maturity - Select Providers*
Relative maturity levels based on strength of vision and strength of execution
Provider 10
Strong
Provider 6 Provider 1
Provider 5
Note: Size of bubble
indicates relative size
Provider 4 of the organization in
the sample
Vision
Provider 7 Provider 3
Weak
Provider 2 Provider 8
Provider 9
Weak Strong
Execution
* source:Damo Consulting Research
21Developing a Digital Transformation Strategy *
1 2 3 4 5 6
Design strategy Readiness Digital Prioritization Operating Technology
and enterprise assessment and Roadmap & model & platform & partner
version benchmarking development dependencies funding selection
• Where does digital • What are the current • What is the universe of • What is the right • What is the optimal • What are the key gaps
transformation fit in digital initiatives in digital opportunity prioritization and operating structure to in talent? What are the
overall enterprise flight? areas? sequencing of the deliver on this strategy? key skills to be
strategy? digital roadmap developed in-house?
opportunities?
• What are the goals • What benefits have • How do they map to • What is the business • What is the • Who are the strategic
and objectives of a these initiatives patient engagement, case for each governance structure technology partners to
digital strategy? delivered? caregiver enablement, digitalization use case? for digital help execute the
or organizational transformation? vision?
efficiencies?
• What are the risks in • How do current • What is the expected • What are the major • What is the funding • What is the role od the
not executing on a initiatives compared to level of investment technical structure and funding internal development
digital transformation? industry benchmarks? over a 3-year period? dependencies? What sources? How much is teams?
is the level of technical Capex or Opex?
debt?
Phase 1 Phase 2 Phase 3
* From Healthcare Digital Transformation : How Consumerism, Technology
& Pandemic are Accelerating the Future, Taylor & Francis, Aug 2020
#HIMSS21 22Best Practices In Digital Transformation
Prioritize high-impact Establish robust
Start with the end in digital engagement governance and
mind: define the future opportunities in patient processes early; ensure
state before developing 2 journey; leverage 3 compliance with process
1
a technology solution synergies across for consistency and
enterprise optimal outcomes
Research potential
Define the scope and Build an engaged
vendors carefully for their
requirements clearly: community of
healthcare market
avoid overdesigning practitioners; establish
4 5 presence, and especially 6
solutions, consider inter- regular communication,
their understanding of
dependencies share best practices
the provider landscape
Leverage existing
Recognize changes in
Address near term technology partnerships
enterprise and market
enterprise needs without where possible e.g. Epic,
needs and reprioritize
7 losing sight of longer-term 8 Salesforce. Look for best- 9
digital roadmap items as
strategy in-class solutions where
necessary
necessary.
#HIMSS21 23Q&A
#HIMSS21 24Thank you!
Paddy Padmanabhan Karen Murphy
+1 630 649 8548 +1 570-271-7091
paddy@damoconsulting.net kmurphy2@geisinger.edu
www.damoconsulting.net https://www.geisinger.org/
#HIMSS21 25You can also read
