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Care Providers’ View of the Future - Yan Chow
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Care Providers’ View of the Future - Yan Chow

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Panel Session: Care Providers’ View of the Future ...

Panel Session: Care Providers’ View of the Future
Moderator: Dr. Lester Russell, Global Chief Medical Officer, Fujitsu Group
Panelists: - Michael Matly MD, MBA, Leader of Business Development and New Ventures, Mayo Clinic Center for Innovation
- Charles D. Kennedy, MD, VP of Health Information Technology, WellPoint
- Yan Chow, MD, MBA, Director, Innovation and Advanced Technology, Kaiser Permanente Information Technology

Fujitsu Labs of America Technology Symposium 2011
Healthcare Technology Convergence: Smart Consumers Meet Care Delivery of the Future
June 01, 2011
Computer History Museum
Mountain View, CA

More in: Technology
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  • 1. Provider Perspectiveon New TechnologyYan Chow, MD, MBADirector, IATEmail: yan.chow@kp.org © 2011 Kaiser Permanente Proprietary & confidential
  • 2. Kaiser Permanente  Nation’s largest non-profit health plan  Integrated care delivery system  8.7M members  14,600 physicians  170,000 employees  36 medical centers  430+ medical offices  36.7M office visits per year  110,000 bio-bank DNA samples  3,150 research and evaluation studies  700 peer-reviewed published studies  $42B+ revenues (2010)  Largest, most advanced EHR deployment  PHR used by 3.3M members © 2011 Kaiser Permanente Proprietary & confidential 2
  • 3. Introduction IAT evaluates new and emerging health information technologies Part of KP Information Technology Clinicians, IT managers and staff, analysts PC & mobile software development teams Mission: • Innovate – identify, assess, introduce innovation that will improve quality, service, and affordability • Cultivate – supply tools, resources, dollars • Connect – build innovation community © 2011 Kaiser Permanente Proprietary & confidential
  • 4. Garfield Innovation Center  Opened its doors 2006  Near Oakland Airport  37,000 square feet  Full-scale med-surg ward; L&D; OR; ED  Home environment  Open prototyping space; IT lab; conference space © 2010 Kaiser Permanente Proprietary & confidential 4
  • 5. Four Innovation Zones1 PROTOTYPING SPACE 2 HOSPITAL4 HOME 3 CLINIC © 2010 Kaiser Permanente Proprietary & confidential 5
  • 6. All technology should be assumed guilty until proven innocent. David Brower © 2010 Kaiser Permanente Proprietary & confidential 6
  • 7. Technology  What is the Problem?  How does it work?  Maturity of technology  Benefit – incremental, disruptive  Proximity to diagnosis & treatment  Standard of practice  Interoperability and integration  Scalability  Security and visibility  Regulation  Pricing model © gettyimages  Reimbursement © 2011 Kaiser Permanente Proprietary & confidential 7
  • 8. Vendor  Experience in health care  Existing strategic partner  Previous experience with KP  Financial history, team  IP, unique value proposition  Open standards, open source  Product roadmap  Competitors  Pricing model © gettyimages  References © 2011 Kaiser Permanente Proprietary & confidential 8
  • 9. Health Care Industry  Heavy regulation  High aversity to risk  Pressure to innovate • New regulations • Intense competition© CartoonStock.com • Scarce resources“Our research shows that heredity and  Tendency not to share environment are both very significant, but that neither is as important as or collaborate government regulation.” • KP’s Innovation Learning Network (ILN) © 2011 Kaiser Permanente Proprietary & confidential 9
  • 10. Organizational Fit  Strengths & weaknesses  Timing & innovation life cycle  Displacement  Opportunity cost  Internal champions  Technology adoption process  Incentives  Implementation plan  Training and support © Clker.com  Metrics © 2011 Kaiser Permanente Proprietary & confidential 10
  • 11. Innovation Life Cycle   ?    The O-Gap* *Operationalization Gap © 2011 Kaiser Permanente Proprietary & confidential 11
  • 12. Organizational Impact  External • Quality of care • Service level • Affordability  Internal • Resources • Workflow • Scope of practice • Morale © 2011 Kaiser Permanente Proprietary & confidential 12
  • 13. Financing  Short-term vs. long-term  Financial projections exclude innovation  Hard to value new technology  Innovation seems costly at first  Lack of funding mechanism  Excessive perceived risk  Payback period too long © 2010 dwmbeancounter.com © 2011 Kaiser Permanente Proprietary & confidential 13
  • 14. The User  Fear of • Change • Failure (or success) • Displacement  Usability issues  Apathy  Loss of productivity  Training & support  Inappropriate metrics © 2010 ihasahotdog.com  New types of problem © 2011 Kaiser Permanente Proprietary & confidential 14
  • 15. Technology – the Lead Horse  Other horses in this race • Human behavior and bias • Evidence base • Business model • Workflow redesign • Provider role and scope • Patient role & accountability • Infrastructure, integration, & interoperability • Security & privacy • Law & regulation © 2011 Kaiser Permanente Proprietary & confidential 15
  • 16. A Long Time Ago… © cartoonstock.com © 2011 Kaiser Permanente Proprietary & confidential 16
  • 17. Q&A Yan Chow, MD, MBA Email: yan.chow@kp.org © 2011 Kaiser Permanente Proprietary & confidential 17 © Getty Images