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Deloitte 2019 CSO Summit


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In response to the bold and accelerating change in our Health Care industry, a cross-organization group of health care CSOs gathered together for a first-of-its-kind summit to define and align on current and future state health care opportunities and challenges and to co-design a shared vision for an annual health care CSO summit.

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Deloitte 2019 CSO Summit

  1. 1. Presentation title [To edit, click View > Slide Master > Slide master1] Copyright © 2018 Deloitte Development LLC. All rights reserved. 1Provider Chief Strategy Officer Summit 1 CSO Unplugged Key Insights Statement of Purpose In response to the bold and accelerating change in our Health Care (HC) industry, a cross-organization group of health care CSOs will come together for a first-of-its- kind summit to; 1) define and align on current and future state HC opportunities and challenges and 2) co- design a shared vision for an annual health care CSO summit. During the session, the group focused on addressing the core question: How might we prototype and sustain a community that addresses the things that matter most to health care CSOs today and tomorrow? Several key insights from the Provider CSO Summit: 1.Relationship-building: Participants bonded over their unique personal and professional journeys that led to their current leadership positions and identified commonalities across their range of backgrounds and experiences. 2.CSO role in health care is unique: The group confirmed multiple ways in which the CSO role in health care may differ from other industries: variation in title and responsibilities across organizations; it is a new role in health care; the industry is highly regulated, etc. 3.Need for a health care CSO Community: Though attendees were members of other CSO and executive leadership communities, all noted the value of creating a tight-knit, diverse community of CSOs specific to the health care industry. 4.Strong Desire for an annual CSO Summit: All participants expressed a strong desire to participate in the next CSO summit, and requested additional touchpoints including; newsletters, Deloitte thought-ware and monthly calls. Requests for the next summit included additional CSO participants; sprint stations; CSO interaction/exchange time; CSOs and SMEs from other industries. 5.Commitment to Continue: Participants committed to share their experiences and insights with their respective organizations/teams and to stay connected with each other going forward prior to the next summit.
  2. 2. Provider Chief Strategy Officer SummitCopyright © 2018 Deloitte Development LLC. All rights reserved. 2 Participants shared their individual journeys and contemplated key milestones, career highlights or moments that mattered in their professional career in a rapid story-telling activity. Act I: Explore Key Insights 1. Diversity in professional experiences. There is no “traditional track” to becoming a health care CSO. Participant backgrounds ranged from working in government to insurance industry to consulting. 2. Failures profoundly shaped their journeys. Each participant noted the importance of early failures in helping them succeed and effectively lead in their later years. 3. High risk tolerance. Most participants had taken risky bets in order to pursue ideas and opportunities that they truly were passionate about. My CSO Journey Map The Role We Play After reflecting on a graphic of words that was the collective result of interview responses to ‘what three words would you use to describe your role as a CSO?’, participants created narratives in three break-out groups that expressed their collective perceptions, focus, challenges, opportunities, hopes and fears that CSOs have today across their organizations. Key Insights: 1. The role varies based on the organization. There is a range of responsibilities and expectations for CSOs across organizations which represents the ambiguity around the role and the fact that “no CSO role is the same.” 2. Common challenges across organizations. Participants from both large and small health systems expressed challenges including lack of resources, lack of focus on truly disruptive innovations, and risk-aversion. 3. Intersection of “today vs tomorrow”. All agreed that they are constantly toggling back and forth between how to maintain their lead today for current state while strategically positioning themselves for sustainable success in the future.
  3. 3. Provider Chief Strategy Officer SummitCopyright © 2018 Deloitte Development LLC. All rights reserved. 3 Participants were exposed to a global landscape snapshot of: industry and analogous trends and market forces, next practices and approaches happening in the strategy world, CSO Health Care Imperatives, and a spectrum of their organizational initiatives. Participants responded to this body of information with emoji icons to indicate what they were excited, surprised or concerned about. As a wrap-up, the group prioritized what their CSO Health Care imperatives for today are. Act II: Align Interactive Gallery Walk: The Evolving Landscape Deloitte Speakers Key Insights: 1. CSOs don’t spend enough time on trends – participants emphasized the value of keeping important trends top of mind and most noted that they don’t spend enough time on trends 2. Macro Forces – all stated the they were aware of the macro trends but they were especially concerned about the declining workforce and it’s impact on the economy as well as the health industry. The participants noted that it’s the also CSOs role to learn and synthesize all of these trends to their leaderships, even though it’s not directly health care focused 3. Health Industry Perspectives – there was strong excitement around the possibilities for the future of health care but some skepticism around the maturity of the technologies by 2023. 4. Health Care Trends – there was general surprise and skepticism in this sections (e.g., overhype of clinical innovations, consolidation without efficiency results, non-traditional entrants). All were familiar with the trends listed in this section 5. CSO Health Care Imperatives – There was excitement around consumerism and social determinants of health (as it’s much needed in the industry) and concern around the adoption of technology and orthogonal competition given funding challenges and low-risk appetite To wrap up Day 1 of the summit, participants heard from two distinguished Deloitte luminaries to stretch their thinking and foster conversation around the evolving landscape that CSOs inhabit today. Neal Batra, principal, Deloitte Consulting LLP., led a provocative discussion on the future of health looking out to 2040. Steve Goldbach, principal, Chief Strategy Officer of Deloitte US, and author of USA Today’s Best-Selling Books List,“Detonate,” shared his approach to leading as a CSO and synthesized his research and findings around strategy, innovation, and disruption across industries.
  4. 4. Provider Chief Strategy Officer SummitCopyright © 2018 Deloitte Development LLC. All rights reserved. 4 Participants engaged in rapid deep dives for four topical sprint stations that they were interested to know more about including Disruptive Strategy, Nuts and Bolts of a Strategy Shop, Future of Workforce, Consumer. Act III: Create Your Own Path Forward Nuts & Bolts of the Next-Gen CSO 1: DISRUPTIVE STRATEGY, SME – Joshua Lee Participant insights from the sprint discussions: 1. Strategic Planning is new to many health care organizations as they didn’t need to do it in the past 2. Organizations need to build cycles of planning to truly be flexible and adjust as needed. The purpose, vision, and values stay fixed while the strategy changes as needed 3. Everything must tie to your mission (even radical changes) and it can be dangerous to mission/values every few years (you need an anchor) 4. For a successful strategy, the CSO and the executive team must understand, own, and teach the strategy across the enterprise 5. Use the Innovation Ambition Matrix to visual your bets and create a portfolio specific to your organization 2: NUTS & BOLTS OF A STRATEGY SHOP, SME – Bill Siren Participant insights from the sprint discussions: 1. It’s important not just be a “Data on Demand” shop but a strong strategy shop that your organization sees great value in 2. Sufficient time/involvement from the CEO as well as dedicated resources (data analytics, finance, etc.) are key to a successful strategy shop 3. Additional time should be spent on the adjacent and transformational initiatives in order to be better positioned for the future 4. Each CSO is running their strategy shop differently and has different levels of resources. All agreed they need to better leverage technology in order to track initiatives and collect data for analysis 3: FUTURE OF WORK, SME – Jen Radin Participant insights from the sprint discussions: 1. There will be a machine-human hybrid workforce, but the question is which are the jobs that could/should be fully- automated 2. The health care industry is already using many algorithmic bots (e.g., managing patient clinical status through alerts to nurses) 3. There are seven generations in the workforce today, each have different needs and expectations; i.e., as Millennials grow as a large percentage of the workforce, organizations will have to adjust based on their different working needs and expectations. 4. The three dimensions changing the future of work are: What (work –automation level), Who (workforce –talent category), and Where(workplace –physical proximity) 4: CUSTOMER AS CRITICAL, SME – Hanna Patterson Participant insights from the sprint discussions: 1. The health industry currently has mediocre customer experiences, even though customer expectations are higher than ever 2. Automation presents opportunities to free up physician time and retain patient data, leading to great efficiencies and increased time and attention towards patients 3. Cost transparency is a huge issue for consumers in the industry (i.e., they don’t know what they’re paying for or how much) 4. There is pressure from boards and CEOs to improve patient experience but improvement projects are often too incremental 5. More unified and comprehensive consumer metrics are required and better data and digital capabilities are required for analysis