• Like
C suite of the future barbara anderman
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

C suite of the future barbara anderman

  • 89 views
Published

 

Published in Business , Health & Medicine
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
89
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
4
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

Transcript

  • 1. New Mandates, New Roles: Understanding Emerging Leadership Positions in the Rapidly Changing Health Care Market
  • 2. Roadmap for The Discussion A New World (Again) New and Emerging Leadership Roles Taking Action
  • 3. Objective:  Ensure optimal care to as many people as possible Focus:  Pay-for-Performance  Population-Oriented  Prevention Aspirations:  Better Patient Outcomes  Holistic Care  Lower Costs (Better Quality) Objective:  Help as many people as possible Focus:  “Heads in beds”  Fee-for-Service  The Individual Reality  Inefficient  Reactive Care  Unnecessary and More Expensive Treatments  Medical Exchanges  Fee-based reimbursement  Medical Homes  Population Health Management  Risk-Based Payment Healthcare Reform Volume Value Healthcare reform is driving a shift from “volume-based” to “value-based” care.
  • 4. A number of factors stand in the way of moving towards a value- based care model.  Incentives based on volume not quality  Paper-based processes  Complex regulations  Need to fully engage physicians  Uncertainty about magnitude of change VBP would bring  Belief that VBP may be a fad  Uncertainty (e.g., about exchanges) Volume ValueSTOP
  • 5. Though not the only answer, digital technologies offer a key means for transforming healthcare organizations to a value-based model. Volume ValueDigital Technologies Big Data  Population management  Innovation  Process improvement  Cost efficiency Social  Patient chat rooms  Patient-Patient support  Idea-sharing/medical research Mobile  Rapid, point-of-care information sharing  Clinician/Patient connectivity  Remote medical advice  Wireless tracking
  • 6. Case Examples Geisinger: XG Health Solutions  Geisinger’s traditional focus on IT leads the organization to identify new applications/opportunities for information and technology  Goal is to assist provider organizations in becoming high- performing population health management systems using data capture, analytics and dissemination Excellus  Excellus has identified new opportunities in customer sales/service as result of healthcare reform  Goal is to use technology to market directly to customers through online and retail channels
  • 7. Digital transformation is not about implementing IT projects, it’s about wholesale organizational change.  New equipment  Systems upgrade  Information security  New payment models  Remote treatment  Data-driven decision making IT Projects Fundamental Change
  • 8. Roadmap for The Discussion A New World (Again) New and Emerging Leadership Roles Taking Action
  • 9. While many new titles are emerging, three primary responsibilities sit at their core. 1. Strategy/Innovation 2. Driving Change 3. Digital Expertise Chief Innovation Officer Vice President, Digital Ventures Chief Accountable Care Officer Chief Digital Officer Chief Analytics Officer Chief Transformation Officer Emerging Titles New Core Responsibilities
  • 10. Core Responsibility #1: Innovation Common Titles  Chief Innovation Officer – externally focused  Chief Strategy Officer Required Competencies:  Superior interpersonal /communication skills  Highly developed political skills  Continuous Quality Improvement – safest patient centered care  Knowledge of population health management and pay for performance Background Experiences:  MD/PhD, RN,  CMIO, CIO  Thorough knowledge of trends, forces shaping HC delivery – patient centered medical homes, chronic disease optimization  Effective leadership/ management in complex system  Commercializing or research - IP Accountabilities:  Setting Strategic Vision - developing a new care model  Transforming HC services  Improving quality, efficiency and safety  Identifying, assessing new, emerging HC technologies  Developing ACO /Population Health strategy/products  Delivering HC at lower cost  Generate non-traditional business opportunities that result in innovative HC solutions
  • 11. Role: CHIEF INFORMATION OFFICER/CHIEF INNOVATION OFFICER Objective:  To re-conceive the method by which D-H makes and supports its core clinical and administrative systems.  To identify and implement innovations that provide optimal platforms and opportunities for new business creation and commercialization. Requirements: •Knowledge of medical informatics, clinical use of data and telecommunications •Knowledge of value-based care delivery and population health management. •Lead new business innovations
  • 12. Role: VICE PRESIDENT DIGITAL VENTURES Objective:  Develop a digital strategy that is focused on innovation, research, technology development and new product introduction.  Improve patient care, reduce costs and position the company to better meet the needs of its clients. Requirements: • Strategic vision, innovation and managing change • Analytical thinking and business planning • Versed in analytics and outcomes • Customer Focus
  • 13. Core Responsibility #2: Driving Change Required Competencies:  Exceptional Interpersonal skills  Change management - success persuading stakeholders to adopt changes  Track Adoption, utilization  Effectively leads in a cross functional, matrix reporting structure Background Experiences:  Most often a physician or nurse leader – MD, MSN, RN, MBA or MHA  Long tenure within organization  Health Plan and provider  Care Management/primary care  Familiar with clinical IT Common Titles  Chief Transformation Officer – internally focused  Vice President, Population Health Accountabilities:  Operationalize process improvements to increase quality, efficiency and patient sat  Identify and close gaps in population management capability - Implement change that minimizes resistance and maximizes employee engagement
  • 14. Role: CHIEF TRANSFORMATION OFFICER Objective:  Drives internal transformation agenda (elimination of preventable harm and delays)  Assures Innovation is the collaborative engine that drives transformational improvements  Effectively translates innovations into operations  Ensures the collaboration and coordination of results and methodologies and / or best practices to and from the consulting practice. Requirements: Lead and manage significant change activities Think strategically as related to organizational effectiveness competencies Project management and data analysis skills
  • 15. 15 Role: CHIEF TRANSFORMATION OFFICER Objective:  To accelerate Vanguard’s transformation to compete more successfully in the rapidly changing healthcare delivery environment  To lead the rollout of efforts including new ventures. Requirements: •Strategic business development and operations experience •Information technology with concentration in e-Commerce strategy •Use of mobile, social media and online platforms as convenient ways for customers to manage their health and access products
  • 16. Core Responsibility #3: Digital Expertise Common Titles  Chief Digital Officer  Chief Information Officer Required Competencies:  Strategic and Business Acumen  Relationships and Influencing  Ability to drive innovation  Technical Depth Accountabilities:  Assessing digital opportunities and risks  Use the data and insight to improve care delivery  Use the data and insight to better position organization  Use the data to provide more consistent experience across digital platforms Background Experiences:  Strategic business development & operations  Information technology  E-Commerce strategy  Use of social media  Consulting
  • 17. Role: CHIEF DIGITAL OFFICER Objective:  Connecting current and future digital initiatives  Ensuring that CVS Caremark continues to use the most innovative technology available to seamlessly meet customer needs  Develop and lead teams driving CVS Caremark’s companywide digital innovation efforts Requirements: •Experience leading digital innovation in an information intensive industry (Financial Services, Media, Transportation and Health care) •Building and deploying digital capabilities via disrupting the business from the inside •Leverage corporate information and platforms
  • 18. Role: CHIEF INFORMATION OFFICER Objective:  Developing Master Information Technology Strategy and corresponding roadmap that works in concert with the Mayo Clinic Operating Plan  Promote a greater “systemness” in Mayo Clinic’s IT strategy, ensuring organization maintains an interconnected network of care that is more readily accessible and more affordable. Requirements •Generating, evaluating, integrating and managing knowledge and information. •Using analytics as a driver for successful planning, implementation and transformation •Working in a constantly changing, fluid and undefined environment
  • 19.  Strategy & Vision  World-Class Data & Analytics Capabilities  Insight & Impact – Leverage Data  Influence vs. Ownership These new roles require new leadership skills. Traditional Skills  Technical Expertise  Operational Excellence  Top-Down Management  Business Acumen New Skills
  • 20. Roadmap for The Discussion A New World (Again) New and Emerging Leadership Roles Taking Action
  • 21. Healthcare Transformation Diagnostic Vision & Strategy  Strategic Plan: We have a formal strategic plan that clearly outlines how the organization will move from volume-based reimbursement to value-based reimbursement.  Data and analytics: Data and analytics (“Big Data”) play a central role in our plan to effectively move to a volume-based reimbursement model—e.g., by helping us better manage risk, predict patient behaviors, drive operational efficiency.  Digital Technology: New digital technologies, such as mobile devices, cloud computing, and social media, play a central role in our plan to effectively move to a value-based model. Leadership Team  CEO: Our chief executive officer fully understands the obstacles preventing our transition to a value-based reimbursement model and is actively working to overcome them.  Leadership Team: Our executive leadership team fully understands the obstacles preventing our transition to a value-based reimbursement model and is actively working to overcome them (within each of their respective functions and collectively across the business).  Board: Our board fully understands the obstacles preventing our transition to a value-based reimbursement model and is actively working to overcome them.  Transformational Leadership Roles: We have targeted transformational roles at the C-suite level with specific accountability for: strategy/innovation, change/transformation, data /analytics, and digital responsibilities. Organization and Culture  Awareness: Our employees across the organization fully understand the difference between volume- and value-based reimbursement and are aware that we have a formal transformation strategy.  Application: Our employees across the organization understand how our transformation strategy specifically impacts their day-to-day work.  Engagement: Our employees are engaged in and excited about our transformation to a value-based model.  Systems & Processes: Our technology systems and internal/external processes fully support our transformation to a value-based model.  Measurement & Reward: Our performance, remuneration and recognition systems clearly reinforce our transformation to a value- based model.
  • 22. Emerging Positions TITLES Chief Transformation Officer Chief Innovation Office Chief Analytics Officer Vice President, Digital Ventures Chief Digital officer Chief Accountable Care Officer QUESTIONS How many of your organizations are ready to embrace the changes resulting from volume to value based care? What are some of greatest obstacles that you see? Mobile, Social, Big Data – are these digital technologies being implemented in your organizations? Are any of these roles being created within your organizations? What are the titles and responsibilities?