2. 1
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Dell EMC asked IDC Health Insights to analyze the progress of
digital transformation in the healthcare industry in the U.K. and
the Nordics, with a special focus on mental health organizations.
Thegoalwastoevaluatetheapproachtointegratedcare,identify
gaps and lesson learned, and provide recommendations for the
next steps to be taken, based around the IDC Health Insights
Information Transformation Framework.
This IDC InfoBrief provides an overview of the findings, showing
the readiness of integrated care information management. It
also offers ad-hoc recommendations for healthcare executives
who are working toward an integrated care delivery model.
Introduction
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3. 2
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
The race toward integrated care
and the powerful value of
information management
U.K. and Nordics healthcare organizations are progressively
adopting integrated and personalized care models, drawing
on the support of information management.
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4. 3
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Future Creators
Information digital
transformation as a
means to achieving
integrated and
personalized care
Drivers
• Rising costs of inappropriate and fragmented care across healthcare systems
• Shifting demographics: aging population and rising burden of chronic
diseases and mental health conditions
• Increasing expectations of patients in terms of better experience of care
• Improving quality and speed of clinical research
Barriers
• Security and data protection concerns
• Regulatory compliance
• Healthcare professionals reluctance to change
• Resource constraints
• Challenging financial environment
While only the 10% of organizations are ready for an
integrated and personalized care model, 45% plan
to move in that direction over the next two years.
Source: Integrated Care Information Management Readiness Index Survey,
IDC Health Insights 2016
N = 137
Siloed,
reactive
care
7% 7%
26%
14%
39%
31%
10%
45%
18%
3%
Safe and
compliant
care
Efficient
care
Appropriate
care
Integrated &
personalized
care
Now
In two years
U.K. and Nordics healthcare organizations overall integrated
care information management readiness index
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5. 4
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Mental Health
The need for
integrated care
General Health
Growth of mental
health illness
The increase
in comorbity
Mental health vs. General health:
the hidden challenge of healthcare
systems enabling integrated care
Patients often have more than one disease and/or condition simultaneously. Especially in psychiatry, patients often
have multiple mental or somatic disorders, with symptoms that often overlap each other, making it difficult to
make the proper diagnosis without the full picture of the patient’s situation. In such circumstances integrated care
is to be part of the solution to deliver proper care across sectors and thereby provide an opportunity to overcome
the barriers to accessing services, reducing waiting time for patients, and delivering interventions at lower costs.
Mental health executives’ plans are as
aggressiveasthoseoftheirnon-mental
healthpeers,approachinginformation
management in a way that aligns
with integrated and personalized care
delivery models.
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6. 5
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Moving toward an integrated
care model is about aligning
strategy, governance
and architecture
• Integrated care information management strategy is ambitious
and progressing rapidly.
• Governance readiness is lower than strategy, but healthcare
executives understand that they need to improve.
• Architecture is still very siloed and will require significant effort
to enable a true 360° view of the patient.
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7. 6
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Information Strategy
Business Goals
Information management strategy is considered a key
pillar of integrated and personalized care in both the U.K.
and the Nordics.
• A 360° view of the patient is still a distant goal, but sharing data with
other healthcare providers and initiating dialogues with social care and
public health is a feasible objective.
• The powerful value of information management is still not fully utilized
to achieve integrated care; executives simply align it with the
organization’s compliance and operational performance goals.
• But as expectations rise among patients, becoming a significant part of
the competitive landscape for integrated care, healthcare executives
will increase the alignment of information management with care
quality goals.
54%
50%
48%
Siloed,
reactive
care
6% 7%
16%
12%
42%
37%
20%
42%
17%
2%
Safe and
compliant
care
Efficient
care
Appropriate
care
Integrated &
personalized
care
Now
In two years
Strategy Readiness Index
Tactical and
reactive
3%
11%
42%
26%
16% 16%
33%
28%
23%
2%
Guided by
regulatory
compliance
Aligned with the
organization's
compliance and
operational
performance
business goals
Aligned with the
organization's
compliance,
operational
performance,
and care quality
business goals
Providing an
integrated and
personalized
end-to-end
patient
experience
Now
In two years
Information management strategic alignment with business goals
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8. 7
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
The integration of
patient information
enhances the patient’s
experience with an
omni-channel approach
Social media, telemedicine, and wearables are on the rise as part of
the drive to improve patient engagement.
• Non-mental health organizations plan to invest more in mobile apps and social media.
• Mental health institutions focus on telemedicine and wearables, which ensures a more controlled environment to interact
with the patient and their family. In fact, a mental health clinical executive that IDC interviewed clearly explained how it is
complex to design mobile apps or social media campaigns for different types of conditions, such as dementia, depression,
or psychosis.
Mental Health —
Digital patient experience
Non-Mental Health —
Digital patient experience
85%
90%
46%
78%
24%
63%
20%
61%
10%
61%
Now
In two years
Web portal
Mobile app
Social media
Telemedicine
device
Wearable app
92%
94%
68%
89%
45%
77%
35%
65%
61%
Now
In two years
Web portal
Mobile app
Social media
Telemedicine
device
Wearable app
13%
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9. 8
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Information Governance — Patients as
an active resource in healthcare delivery
The majority of healthcare providers own patient data and have established
standard rules for multilateral data sharing across the health ecosystem they
recognize the value of sharing data across the ecosystem. But they still
need to define guidelines for patient consent and implied consent, as the
patient can still claim their own privacy rights.
Within two years, 45% of healthcare executives expect to co-own data with
the patient and ask their consent to share data across the health ecosystem.
Patients’ expectations of quality of care are increasing, and generally they
are looking for a better healthcare experience. Healthcare executives will
therefore implement new strategies to realize the benefits of enhanced
patient empowerment.
Healthcare executives want to give patients more control
over their data to enhance engagement and make them
aware of information sharing workflows, making them active
participants in healthcare delivery.
Providers'
ownership only
for internal use
6%
11%
43%
37%
19%
1%
45%
2%
31%
4%
Providers'
ownership also
for bilateral
sharing
Providers'
ownership for
sharing across
the health
ecosystem
Providers'
ownership &
patients' consent
needed to share
data
Patient sole
ownership
Now In two years
Data ownership
•
•
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10. 9
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Enterprise Information Architecture
Four barriers to reducing data silos:
• Dependence on proprietary systems that generate
complex point-to-point integration
• Difficulty getting budgets for legacy data integration
• Limited scope of adoption of interoperability standards
• Product-centric view of data integration
Architecture is still very siloed, but executives and clinical staff
keep trying to overcome this using multiple data types and
accessing multiple data sources that together contribute to
building an integrated view of the patient.
Data type Data source
95%
96%
93%
91%
64%
90%
55%
86%
74%
Now
In two years
Clinical data
Administrative
& operational
data
Population
health data
Clinical
research data
Social care
data
37%
88%
88%
93%
87%
47%
85%
30%
65%
68%
Now
In two years
Clinical and
administrative
applications
Unstructured data
sources, such as
nursing notes,
emails, etc.
Images, videos,
and machine-to-
machine feeds
Patient portals or
mobile apps, or
social media
Medical remote
monitoring
devices and
wearable
23%
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11. 10
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Hospitalshavemoreresourcesavailablethatallowthemtoapplymoresophisticated
architectural approaches to information integration than primary and community
care organizations can. But hospitals also have an additional challenge compared
to community and primary care — the integration of clinical research data.
Primary care, usually a smaller enviroment than hospitals, can benefit from point-
to-point integration, as it might be tailor-made by the vendor.
No integration
either internally
or with other
healthcare
organizations
5% 2%
61% 60%
6% 4%
33%
27%
1% 1%
Fully working
internal
system
integration
Point-to-point
application
integration with
other
organizations
Service-oriented
architecture
used to share
data across
healthcare
providers
Real-time and
dynamic
integration of
information
across the
health
ecosystem
Now In two years
Hospitals — Approaches to architectural integration
The approach to architecture integration
Data sharing is difficult, as point-to-point
integration of legacy applications based on
proprietary technology prevails now (51%)
and in two years (58%).
No integration
either internally
or with other
healthcare
organizations
6%
11%
36%
57%
6%
11%
17%
51%
4% 2%
Fully working
internal
system
integration
Point-to-point
application
integration with
other
organizations
Service-oriented
architecture
used to share
data across
healthcare
providers
Real-time and
dynamic
integration of
information
across the
health
ecosystem
Now In two years
Non-Hospitals — Approaches to architectural integration
•
•
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12. 11
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Legacy data integration plans
There is strong latent demand for real-time integration
of legacy data, rather than read-only workarounds.
Paper based
4% 1%
64%
29%
Read-only
applications and
shared on
request
26%
57%
Digital format
stored in proper
databases
Now In two years
5%
Read-only
applications
1%
11%
Fully migrated
to cloud
and mobile
technologies
1%
Legacy data integration
Healthcare executives recognize the relevance of integrated business
process automation into their existing solutions to get a comprehensive
functionality for the archival, access, a management and reporting of the
legacy healthcare data. Furthermore, the demand for comprehensive
clinical data to research upon is growing, making stand-alone read only
applications irrelevant in that perspective.
Inashorttermperspectiveofoneyear,budgetsforlegacydataintegration
is low. But keeping legacy applications in operation as read only is
expensive, and a positive business case is achievable within only 2-4 years.
The CIO has this long term view on legacy integration and only uses read
only as proven and affordable, short term solution.
•
•
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14. 13
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
What should healthcare executives do?
Design an integrated care information management model to support a
360-degree view of the patient. Information sharing between care settings
is critical to incorporate and manage the increasingly wide mix of data types
and sources that can help build a 360-degree patient view.
Develop and align strategy, governance and architecture capabilities to
implement an integrated care information management model to
securely collect, archive, access, and analyze patient data. To establish a truly
patient-centric longitudinal record to be used along the patient journey,
healthcare executives need IT systems to be interoperable and to support
the end-to-end information management strategy. Strategy, governance and
architecture capabilities have to be aligned to deliver integrated care.
Design a legacy data integration plan through the adoption of Third
Platformtechnology. Mobility, cloud, social media, and Big Data and analytics
help to overcome the limit of data sharing caused by point-to-point integration.
Even if it still works for a small enviroment, point-to point integration limits the
development of an integrated care model in the long term.
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15. 14
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
What should healthcare executives do?
Overcome the focus on siloed systems that limit the use of patient data
to a single episode of care. EHRs and EMRs, though still perceived as the
cornerstone of patient data integration, risk limiting the ability to integrate,
represent, and leverage the value of data across data types and sources.
Enable mental health to become part of an integrated care model.
The continuing separation of general health and mental health services
represents both a human and economic cost for healthcare systems.
Healthcare executives should increase technology investments aimed at
improving care, removing barriers to services, reducing waiting times, and
delivering interventions at lower cost.
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16. 15
Integrated Care Information Management Readiness An IDC InfoBrief, Sponsored by
Methodology
The information for this InfoBrief is based on 137 telephone interviews
with mental health and general health IT and non-IT executives
across U.K. and the Nordics. This is supplemented with eight in-depth
interviews conducted by IDC analysts with senior executives from a mix
of national/regional public health authorities, clinical professionals, and
IT executives.
The survey results were analysed using IDC’s Health Insights Information
Management Framework which evaluates the variables that should be
considered by healthcare executives when planning and implementing
an information management model. Variables are classified in one of
three interdependent information management areas:
Statistical analysis is performed to correlate and identify readiness in
integrated and personalized care. The IDC Health Insights Information
Management Framework identifies the varying levels of readiness as:
1 = siloed, reactive care
2 = safe and compliant care
3 = efficient care
4 = appropriate care
5 = integrated and personalized care
Business goals
Ecosystem scope
Innovation
Patient data ownership
Patient data governance
Scope of patient data repository
IT security
Information integration approach
Enterprise architecture management
Accessing legacy data
Business analytics
Clinical research exploration
It principles
Data semantics
Conceptual data interoperability
User interface
Enteprise content management
Data sources
Governance
Knowledge sharing
Organizational structure
Skills
Information
strategy
business goals Information
governance
Enterprise
information
architecture
Source: Integrated Care Information Management Readiness Index Survey,
IDC Health Insights 2016
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telecommunications and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make fact-based decisions on
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