Your SlideShare is downloading. ×
0
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Driving strategic vision & value
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Driving strategic vision & value

253

Published on

Published in: Health & Medicine, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
253
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
12
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • These customers have been solving a variety of problems through a variety of use cases. It is a journey that oftentimes follows a continuum. It may begin by consolidating multiple HL7 integration engines to normalizing data to create a patient-centric view integrated into the EMR, to engaging patients through applications and connected devices, to creating and feeding population dashboards informed by recent events that drive the next action.
  • These customers have been solving a variety of problems through a variety of use cases. It is a journey that oftentimes follows a continuum. It may begin by consolidating multiple HL7 integration engines to normalizing data to create a patient-centric view integrated into the EMR, to engaging patients through applications and connected devices, to creating and feeding population dashboards informed by recent events that drive the next action.
  • Vision = Integrated system across the enterprise with HealthShare at the core leveraging the various services to accomplish the business needs.
  • Richard Currier – TL and WOW Vision to value starts with Thought Leadership Thought Leadership = leading the customer through a process to uncover urgent needs that you can help solve Urgent needs: Hit a wall (burning platform) Strategic problem/no strategic solution In charge/not in control Wins on my watch Move from the tactical to the strategic Engage at the senior level CXO – respond to “problem-centric” solutions vs. “product-centric” approach Means you must understand customers problems
  • This is how ISC approaches driving continual adoption and moving along the value continuum (ISC leverages TL and uncovers urgent needs) The goal is to move the client past the breakthrough dimension (the WOW dimension) – meaning, deliver solutions to urgent needs not previously addressed For ISC, it could mean getting the client through interoperability to acting on information Many of ISC’s AP are doing the same thing – providing insight and understanding into their customers’ business – delivering an informatics infrastructure Connectivity across a portfolio of applications Interoperability to interface with their customers’ varied financial, operational, and clinical systems Ability to capture, analyze and deliver data moving across their applications
  • Lot’s going on for CIOs – they will fill gaps with either your solution or others (underscores the importance of TL) Need to uncover customers’ urgent needs (Thought Leadership) Find the challenges your solution can help solve Ensure “your” solution is recognized as a strategic asset to solving urgent needs Constant flux and need for solutions to problems
  • This is an example of the type of market and industry issues that we perform discovery around in order to uncover unsolved problems Problems customers urgently need to address Walk through some of the “problems” listed on the slide and briefly define
  • Example of ISCs’ approach CE – role to drive thought leadership and solution adoption to ISCs’ EUHC customers CE – manages the vision-to-value process Briefly review internal and external goals
  • 4 key outcomes we’re trying to achieve with executing V2V Alignment – as Matt noted, ensure product and project focus remains in alignment with customer business strategies and imperatives Alignment drives value and meaningful benefits Mis-alignment leads to diminishing customer value Adoption – drive continual adoption of both solution capabilities and end-users to enhance customer value Drive enhanced capabilities for added value in solving problems Strategic asset – avoid remaining pigeonholed in that first project/effort/priority. Say in the forefront of delivering solutions to customers problems Optimization – optimize use and value of customer investment. Document and publish.
  • This is a summary of ISC’s approach – we’re in our early stages with this, but the initial experience has been positive Essentially includes four core steps Identify target clients to engage at a strategic level with (prioritize – can’t do this with every customer) Engage at a senior level and thought lead to identify strategic needs and business imperatives Develop and document vision-to-value (vision-strategy-roadmap-initiatives) Memorialize-manage-monitor-measure
  • Example of attributes ISC used to prioritize end-user targets to engage with Need the customer to invest in this process Want to have some early successes to build on
  • ISC model: The CE engages at the senior level Require commitment from customer for this process Initial discovery is around market/industry drivers – operational, regulatory, clinical, etc. Stay relevant and in the forefront
  • Hierarchy that ties back to the customer’s key business priorities and urgent problems Formal plan that can be shared “holistically” with… Senior management/c-suite BoD Employees Vendors Etc.
  • CML – HS Foundation customers (bought the product without seeing it) – No real vision beyond interface Defined vision Uncovered how ISC can support strategic initiatives Expanded to a larger scale opportunity around lab information systems in addition to HealthShare opportunities
  • SCLHS Unsolved problems uncovered – Thought Leadership Elevated ISC within the customer to senior levels including CMIOs and CIO Moves HealthShare from niche interface solution to more of a strategic asset
  • William Beaumont – if we had engaged earlier could have solved this from the start Urgent need uncovered $15MM impact – magnitude of the impact made this strategic
  • Need to show value for the process at the CXO level – cannot get pushed down in the organization Try to avoid addressing non-urgent needs
  • Transcript

    • 1. Enabling Executive Strategy ThroughSolution AdoptionInterSystems Approach to Establishing “Vision to Value” for Customers Matthew Nee & Michael Rosenblum
    • 2. Enabling Business Transformation Act Understand Share Notifications & alerts Capture Population dashboards EMR integrationSystem and Device Interoperability Engaged and Connected Stakeholders Patient-centric View Updated Platform Infrastructure
    • 3. Enabling Business Transformation Planned Projects Vision System and Device Interoperability HIE ExchangeProject Implementation Adoption Project Adoption Implementation Outlier Projects Adoption Project Implementation
    • 4. MemorialCare Health System• Six Hospitals – Mixture of Epic, MedSeries4 with multiple Imaging and Lab systems – 195 Providers MemorialCare Medical Center – Including acquisitions like Nautilus Healthcare Management Group Miller Children’s Hospital Lab Services MemorialCare Health Express MemorialCare Medical Group
    • 5. Business Challenges• Strategic Interoperability• Engaging Providers and Patients• Revenue Protection and Growth (ACO’s)• People and Culture  Multiple IT shops across enterprise  Redefining of roles and training  Different Best Practice methodology
    • 6. MemorialCare Health Systems Vision MHS Health Information Exchange HIEs MHS Hospital Provider Groups/IPA’s HealthShare Systems Services Services Registries & & Registries Repositories Repositories  Fast, flexible, robust platform that scales to meet evolving requirements Laboratories  Supports wide array of functionality and Radiology Independent External interoperability standards including Direct, EMRs PIX/PDQ, XDS, XUA, NwHIN (XCPD, XCA) External  Experienced development and implementation / Hospital Systems support teams deliver high quality results Payers
    • 7. What’s Next for MemorialCare• HealthShare Patient Index (HSPI)• Provider management and indexing• Data Analytics (DeepSee, Active Analytics ?)• Transitioning Medical Group to Epic  Data migration  HealthShare CCD for historical information• Patient Portal Integration• Continued support of system consolidation
    • 8. “Vision to Value” Overview InterSystems approach to establishing “Vision-to-Value ” for Customers TM TM •Many companies acquire technologies to solve a discrete set of •Many companies acquire technologies to solve a discrete set of problems that are initially tied to some overriding strategic vision. problems that are initially tied to some overriding strategic vision. •The challenge for most individuals is figuring out how to •The challenge for most individuals is figuring out how to dynamically add value that is relevant beyond these first projects dynamically add value that is relevant beyond these first projects that maps with broader long-term executive visions and that maps with broader long-term executive visions and strategies. strategies. •Accomplishing this can occur by developing an executive-level •Accomplishing this can occur by developing an executive-level "Vision-to-ValueTM"" roadmap with the purpose of driving all "Vision-to-ValueTM roadmap with the purpose of driving all projects to be supportive of their long term strategy as well as projects to be supportive of their long term strategy as well as expanding solution adoption and value for the customer. expanding solution adoption and value for the customer.
    • 9. Vision to Value • “Vision is the art of seeing the invisible.“ Jonathan Swift  Memorializing in a document defining the customer Vision/Strategy/Roadmap/Projects • “Value is relative worth, merit, or importance.” Oxford  A document that manages, monitors and measures the value received across the spectrum of projects implemented.
    • 10. Vision to Value Through Thought Leadership• Michael Rosenblum  Clinical Executive – Vision Strategy  Clinical and operational background in… o Acute care, long-term care, health information management, PBM, and payer environments• Thought Leadership “Customers need breakthroughs, but they have little/ no experience buying/ implementing breakthrough solutions; they want, need and expect help” “Executives welcome leadership far more than mid-level and lower-level staff” o Executive-level engagement Market Leaders are Thought Leaders o Thought Leaders – “problem-centric”, not “product-centric”
    • 11. InterSystems – Drive Continual Adoption InterSystems HealthShare is a strategic healthcare informatics platform that delivers value at every step along the Value journey of providing better care Continuum The Active Dimension of Analytics Coordinating Community Engagement ACT Strategic Interoperability UNDERSTAND SHARE CAPTURE BREAKTHROUGH DIMENSION
    • 12. Information Technology Challenges Even comprehensive “systems” don’t do it all Multiple important and urgent projects System transitions, consolidations, upgrades “Big” data and the need to report, measure, use it
    • 13. InterSystems: Solving Problems Strategic Interoperability Strategic Interoperability Coordinating Community Engagement Coordinating Community Engagement Active Dimension of Analytics Active Dimension of Analytics Clinical/safety implications Regulatory, ns political impli c im plicatio cationsEc onomi Clinical Preventable Integration Readmissions Foundational Population Interoperability Health Clinical Patient Research Engagement
    • 14. InterSystems: Clinical ExecutiveEnd-User Health Care Mission: “Drive the vision, usage and intrinsic value of HealthShare as a strategic platform to CXOs in InterSystems existing customer base” External: Internal: • Trusted advisor to client C-suite • Post-sales on-going relationship • Ensure InterSystems and HealthShare management as an extension of the are recognized as a “strategic asset” sales team  Solve large scale needs for the customer(s) • Collaborate with sales team pre- and • Drive on-going adoption and expansion post-sales of the HealthShare platform • Jointly work with the HealthShare • Vision-to-Value: Global Product Team on Use Case  Collaborate with senior-level client development and execution in client stakeholders to develop shared vision, HealthShare strategy, project roadmap, and engagements tactical initiatives
    • 15. Vision to Value: Objectives Alignment Align solution with customer vision and priorities Solution adoption – component and end-userOptimization Vision to Adoption Value Migrate product from niche solution to strategic asset Strategic Optimize solution use and value Asset
    • 16. Clinical Executive: Vision to Value Execution• Execution Framework: 1. Identify strategic/target End-user healthcare customers to engage o Targets based on operational and clinical attributes and current HealthShare adoption o Leverage existing relationships as customer entry point o Engage with and develop connections to senior leadership 2. Develop and document current-state understanding of customers’ business needs 3. Collaborate with customer senior leadership to develop shared vision, strategy and initiative roadmap to optimize and expand HealthShare value o Based on HealthShare “delivering” solutions to customer business needs 4. Memorialize, monitor, manage, and measure roadmap and outcomes o Value-based approach that substantiates value in the CXO’s mind
    • 17. Customer Targets• Attributes of initial targets Existing strong relationships Sub-optimized use of HealthShare Customer(s) recognized as innovator(s) Open to collaboration Opportunity to Thought Lead Opportunity to drive “Early Wins”
    • 18. Approach• Clinical Executive  Executive-level engagement  Bi-lateral commitment from InterSystems and customer• Discovery and Market Triggers  Key client strategies and business priorities, for example… o ACO/PCMH o Real-time analytics (structured and unstructured data) o Health Information Exchange o Clinical/quality measures• Memorialize-Manage-Monitor-Measure• Continual assessment/reassessment  Stay relevant and “visible”
    • 19. Vision-to-Value: Executive Deliverables Substantiated Vision-to-Value Vision-to-Value Value for CXO Vision Vision Business Objectives Mechanism to Achieve Strategy Strategy Vision Roadmap Prioritized Approach for Driving Roadmap Strategy Specific Projects that Tie Back into Tactical Initiatives Tactical Initiatives the Roadmap and Strategy/Vision Documented and Memorialized
    • 20. Use Cases• Large Commercial Lab  Initial role for InterSystems was to support tactical projects related to legacy Lab Information System• Engaged with CIO, VP Strategy and Innovation, SVP Lab Operations• Opportunities Uncovered  Vision developed: o Enable strategic partnerships and projects to drive customer differentiation and support new business opportunities leveraging data and analytics  Broader Lab Information System opportunities• Results to Date  Engaged at CXO level to help drive business transformation  Expanded the role for InterSystems’ solutions
    • 21. Use Cases• Large multi-state IDN  Covers 4 states with substantial acute care and ambulatory care footprint  Initial role for InterSystems was with interface engine replacement• Engaged with CIO and CMIOs• Opportunities Uncovered  Collaboration with CMIOs uncovered a series of problems that the customer has been unable to solved o Program around preventable hospital readmissions, referral management, closed-loop lab orders, push- communications to ambulatory network…  Vision-to-Value process started to transition HealthShare from niche interface engine to strategic informatics platform• Results to Date  Expanded use of HealthShare beyond interfacing to address closed-loop lab orders  Series of additional strategic initiatives documented to drive on-going solution roadmap
    • 22. Use Cases• Large mid-west IDN  3 hospitals with over 1700 inpatient beds  Initial role of InterSystems was to support interface needs• Engaged with Vice President for System Quality and Patient Safety• Problem Uncovered  IDN needed to submit data to the Center for Disease Control (CDC) regarding Hospital-Acquired Infections (HAI) that occurred  Reporting required for incentive payments and penalty avoidance• Results to Date  Estimated $15MM net benefit
    • 23. Barriers to Overcome• Getting to the C-suite• Staying relevant  Remain a strategic-asset  Remain part of future plans and strategies  Problem-centric vs. project-centric• Discovery  Urgent needs >>> Important needs >>> Useful needs
    • 24. Vision to Value: Key Takeaways• Engage target clients at a senior level  CXO  Initial execution is all about customer strategy and problems – not product features and functions  Leverage Thought Leadership o Move from the tactical to the strategic o Focus on discovery of urgent needs• Document current state  Detailed understanding of current status• Memorialize – Manage – Monitor – Measure  Vision/Strategy/Roadmap/Projects  Continual engagement  Stay relevant
    • 25. Questions
    • 26. Enabling Executive Strategy ThroughSolution AdoptionInterSystems Approach to Establishing “Vision to Value” for Customers Matthew Nee & Michael Rosenblum

    ×