Cognizant's report discusses the challenges and opportunities within the U.S. healthcare industry, highlighting the need for improved data sharing and analytics to enhance operational efficiency and patient outcomes amidst rising costs. The integration of advanced analytics, particularly through electronic health records (EHRs), is proposed as a crucial strategy to reduce healthcare inefficiencies and identify at-risk populations, ultimately leading to better management of healthcare resources and improved care quality. The report emphasizes that a shift from a volume-based to a value-based care model is essential for organizations to succeed while managing costs and enhancing patient satisfaction.

1. • Cognizant Reports
Analytics-Driven Healthcare:
Improving Care, Compliance and Cost
In the face of skyrocketing costs, the healthcare industry is addressing
inefficiencies by improving data sharing and collaboration across the
industry value chain and applying analytics to improve operations
and patient outcomes.
Executive Summary health conditions and prescriptions, while semi-
Ever-increasing costs highlight the inefficiencies structured and unstructured data is available in
that currently plague each link in the U.S. health- e-mail, social networking sites, doctors’ notes,
care industry’s value chain. If deployed properly, test results, physicians’ commentaries, etc. The
advanced analytics can play a significant role integration of all this data is key, and this calls for
in reducing these inefficiencies and providing greater collaboration among the IT departments
healthcare organizations with insights to manage of healthcare organizations, care practitioners
their business more proactively and profitably. and claims processing experts.
For example, analysis of electronic health To fully exploit this abundance of data, health-
record (EHR) data can lead to improved clinical care organization must create a culture that
outcomes and reduced readmissions, both of places a premium on fact-based planning and
which can lower costs and inspire patient loyalty. decision-making. Evidence-based insights from
This will become particularly important this a variety of sources can be used to provide
year, when hospital readmissions — which cost valuable feedback to physicians.
Medicare $15 billion in 20121 — will begin to be
penalized by the U.S. Centers for Medicare & Furthermore, as data volumes rise, a “pay-per-
Medicaid Services (CMS). use” analytics model will help minimize costs for
healthcare organizations, large and small.
Analytics, moreover, can help predict an
individual’s future healthcare needs, which can be Rising Healthcare Costs,
valuable for both the payer and provider. Health- Regulatory Pressures
care organizations must, therefore, begin to set Healthcare costs in the U.S. are ballooning.
up internal systems that gather disparate data The annual spend in 2012 was estimated at
in one place. This includes both structured around $3 trillion, or about 20% of the GDP.
and unstructured data; for example, EHR pro- This expenditure is twice that of any other
vides structured data of a patient’s history of industrialized country. What’s more, costs will
cognizant reports | february 2013

2. increase by a projected 4% to 6% in 2013, mortality rate for acute myocardial infarction
which is more than the estimated 2.3% rate of (AMI) decreases by 7%. Moreover, the EBITDA
inflation.2 Despite technology and process improve- per bed increases by 14%, and the percentage of
ments, it is widely believed that the U.S. health- individuals who would recommend the hospital
care industry remains highly inefficient due to a increases by 0.8%.
lack of shared insights, collaboration, incentives
for cost control and quality healthcare research. Excessive compensation for physicians also
In fact, it is estimated that around $700 billion of contributes to skyrocketing costs. Physician
the $2.5 trillion spent on healthcare in 2010 in the salaries in the U.S. account for 8.6% of total
U.S. represents unnecessary expenditures.3 healthcare costs. In absolute dollar terms,
U.S. physicians earn more than physicians of
Relief may be on the way. Federal regula- other nations, as the average per capita health-
tions mandating better health outcomes are care spend in the U.S. is $2,600 more than the
pressuring the industry to become more efficient. next highest spending country.7
The Patient Protection and Affordable Care Act
(PPACA), for example, addresses the twin goals Deploying Analytics
of reducing healthcare costs and improving In this scenario of runaway healthcare costs — as
quality of patient care. It clearly ties reimburse- well as growing regulatory pressure for affordability
ments to the performance of healthcare organi- and improvement in clinical outcomes — analytics
zations. A percentage of these reimbursements has emerged as a silver bullet for the healthcare
will take into consideration the efficiency of the industry. Analytics can generate insights that
healthcare organization, as well as patient satis- lower costs, reduce inefficiencies, identify at-risk
faction metrics.4 populations, predict individuals’ future health-
care needs and support physicians’ diagnoses.
Unnecessary procedures are one cause of the Analytics can enable more efficient use of
cost spike. According to a survey published by resources by ensuring that those who need care
Archives of Internal Medicine, 43% of respon- the most receive it.
dents said many patients are asked to undergo
unnecessary tests by physicians.5 In short, analytics can be used to:
According to a McKinsey report,6 effective • Build multidimensional predictive models.
hospital management strongly correlates with • Reduce costs.
high-quality care. When the quality of hospi- • Improve outcomes.
tal management improves by one unit on a • Empower patients.
scale of 1 (worst) to 5 (best), the report says, the
Multidimensional Predictive Models
Today’s Industry Model Future State
Care Management Identification Care Management Identification
Convergence of health and
nonhealth insights
Medical Health-based Third-party
claims data member consumer
insights insights
Health
Health- assessment Multi-dimensional
Pharmacy based data
Stratification member insights
claims data member Predictive and care
insights modeling outreach
Predictive
modeling
Wellness Health
Outcome Goals
screening
activity data Stratification • Higher engagement
data care • Improved health
outreach • Reduced healthcare
costs
Source: "The Promise of Healthcare Analytics," Healthleaders Media, 2012.
Figure 1
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3. Multidimensional Predictive Models short-count pills and fill prescriptions without a
Prior to the signing of the PPACA into law refill and then overbill Medicaid.
in 2010, payers and providers disagreed on
accountability for controlling healthcare costs. Such fraud can be reduced by using rule-based
Today, both parties agree they must work algorithms.12 For instance, on the payer side of the
collaboratively and share accountability for the healthcare equation, a business rule might ask
total cost of care. Therefore, information about for closer inspection of a claim when it exceeds
patient health is increasingly being combined a benchmark dollar amount. Similarly, an alarm
with nonhealth information and third-party could be triggered if multiple medical proce-
consumer insights to create multidimensional dure codes are used instead of a single code or
predictive models. These models lead to better if a claimant submits an unusually high number
stratification that, in turn, leads to higher engage- of claims.
ment, improved health and reduced healthcare
costs (see Figure 1, previous page). Lack of access to healthcare also contributes to
industry inefficiency, as the need for services is
Reducing Costs sometimes greater than the healthcare resources
Because healthcare services come with a price, available. The decision to provide a service should
organizations are incentivized to seek volume be driven by the relative merit of the patient’s
over value. This model encourages repeat visits need. Surplus resources can then be made avail-
to healthcare providers, readmissions and other able to those who really need them. Analytical
inefficiencies that increase costs. Analytics can models can be built on the basis of demographic
be used to implement a payment method based characteristics to inform this decision-making
on performance, where instead of volume, the process, thus increasing access to healthcare to
provider would be paid for value, as determined those most in need.13
by outcomes.8
Improving Outcomes
This model can be achieved by structuring the The healthcare industry across the globe is
payment system so that the payer assumes the moving from volume to value. As such, clinical
“insurance risk”9 and the provider assumes the outcomes are more impor-
“performance risk.”10 Providers can then use tant than ever. Healthcare An evidence-
available patient data to deliver better solutions industry-related data is based approach
that are focused more on outcomes and value increasing at a rate of 35%
than on volume of patient care. per year due to increased
to collecting
use of EHR capabilities and and analyzing
Additionally, the Health Insurance Portability other forms of unstructured information from
and Accountability Act’s (HIPAA) privacy rules data generated by social
permit the disclosure of protected health infor- Web site and mobile device
various sources
mation (PHI) for research without the authori- usage. Advanced analytics can be employed to
zation of the individual.11 Data-driven models are can help organizations more enable appropriate
being used to identify disease risk factors. By effectively mine this data to
using these models to identify at-risk populations, improve health outcomes.14
intervention for the
providers can initiate treatment earlier, thus Additionally, an evidence- physician at the
reducing costs. In fact, early diagnoses often lead based approach to collecting point of care.
to treatments that use less expensive medicines and analyzing information
or no medicine at all. from various sources can be employed — including
practitioner research papers, technical reports,
Fraud committed by healthcare provider person- clinical trial studies, expert views, patient charac-
nel is another cause of growing costs. Such fraud teristics, etc. — to enable appropriate intervention
can take the form of duplicate scripts or filling for the physician at the point of care.
multiple prescriptions for the same drug. These
activities increase revenue for the provider and Minimizing Readmissions
unintentionally create incentives for employ- Nearly one in five Medicare patients in the
ees to commit fraud. For example, employees U.S. is readmitted within 30 days of hospitaliza-
can substitute generic drugs for brand names, tion.15 Healthcare providers are increasingly using
cognizant reports 3

4. advanced analytics to improve after-treatment among the use cases in which advanced analyt-
care by gaining insights into treatment trends ics can drive thoughtful and effective preventive
and causes for readmission and designing inter- care strategies.
ventions. A leading U.S. healthcare provider has In an increasingly
reduced readmissions by 22% through the use of Educating patients about
analytics.16 their health conditions and
competitive
taking precautionary mea- world, where
Beginning in 2013, CMS will begin penalizing sures will also help health- reimbursements
providers for readmissions beyond a stated care providers establish
cut-off for some conditions.17 Total penalties preventive care initiatives.
are declining and
for 2013 are estimated to reach $280 million.18 Effectively disseminat- proof of better
Hospitals that fail to show readmission rate ing information through care is required
improvements will be penalized up to 2% of patients’ preferred chan-
Medicare reimbursements in 2014 and 3% in nels is vital to encouraging
to improve
2015.19 Moreover, more chronic conditions will them to access requisite clinical outcomes,
be included on the readmission penalty list in information about their organizations need
the future, including cardiac bypass surgery conditions and share pre-
and chronic obstructive pulmonary disease. ventive measures. With
to analyze all the
Analytics can be used on the EHR data of patients increasing use of smart- data they can get
with chronic conditions, as well as other discharge phones, mobile applications their hands on.
procedures, to identify the target population and can be used to educate
enhance patient monitoring with appropriate patients and for outreach. These applications can
post-discharge plans that reduce readmissions. help access physician guidelines and share health
information, such as sugar levels and blood
It is, therefore, imperative for healthcareorgani- pressure levels. The key here is providing
zations to prepare and understand their readmis- accessibility to portals through smartphones.
sion metrics, calculate their readmission rates
by condition and physical performance and com- Health information wellness calculators should
pare outcomes with benchmark rates. This is a also be accessible on-the-go.20 These wellness
highly data-intensive analytical process that will calculators can help determine average walking
benefit healthcare providers by reducing penal- speed, stride length, calories burned by activity,
ties or, better yet, avoiding them. Providers can resting metabolism and also body fat percentage
also use patients’ demographic data to conduct (see sidebar, next page). Once these details are
a risk assessment, identify at-risk patients and obtained, an individual can decide whether it’s
prioritize their treatment. necessary to contact a physician. Moreover, this
unstructured data is ripe for predictive analysis
Preventive Care that can help improve patient outcomes and lead to
Historically, healthcare has been considered better management of the healthcare ecosystem.
a local service, and comparing it with related
geographic markets was considered unnecessary. Significant data is available on the payer side,
It was not price sensitive or driven by market as well. Predicting patients’ future healthcare
needs, so operational analysis was considered needs would greatly benefit at-risk patients.
a waste of resources. Even if it were important, For one leading payer, 4% of customers account
healthcare institutions either lacked appropriate for 50% of its cost. If the insurer could identify
technology or were saddled with outdated IT sys- and engage that small customer segment to
tems that in many cases did not offer data analysis better manage their health, it could improve not only
capabilities. cost control but its healthcare outcomes, as well.
However, in an increasingly competitive world, Empowering Patients
where reimbursements are declining and proof Consumers can and should become more respon-
of better care is required to improve clinical sible for their own health if they are provided with
outcomes, organizations need to analyze all the more relevant and timely data-driven insights.
data they can get their hands on. Stratifying the They can, for instance, select the best provider
population, identifying patients at risk, analyzing in their vicinity by examining a report card on
gaps in care and elevating pre-care planning are various institutions. Customer relationship
cognizant reports 4

5. management and marketing techniques used In a survey of 263 healthcare professionals,
in retail can also be emulated to understand 71% of respondents cited data integration
appropriate communication channels for patients from multiple sources as a main goal, while
to disseminate the right message at the right 56% indicated data standardization was a top
time. For instance, a monitoring system is avail- priority. More than 8 in 10 (86%) said these
able that monitors a medication prescribed for goals were difficult to achieve.21 The standard-
diabetes patients at prescribed intervals and ization problem is clearly visible in physician
sends text messages or makes phone calls as a notes,22 as their descriptive narratives can be
therapeutic reminder. difficult to analyze. Techniques such as natural
language processing (NLP) can help mine criti-
Data Standardization, Integration and cal details from such unstructured data.
Collaboration Challenges
While there are many possible benefits to be • Lack of collaboration across the health-
obtained using analytics, challenges remain, care value chain: Most organizations con-
including the following: sider the data they generate to be proprietary
and sacrosanct and are, therefore, unwilling
• Lack of data integration and poor standard- to share that data with other stakeholders.
ization: Historically, healthcare organizations EHR vendors have built data warehouses
have lamented the insufficient funds available and are beginning to share masked patient
for IT investment. Now, the issue is a lack of stan- data with their clients. For the accountable
dardization and nonexistent data integration. care organization model to be successful,
Quick Take
Mobilizing Via M-Health
Helping consumers and patients fill an active role in healthcare is an essential component of the new
healthcare business model. The explosion of mobile devices and apps dovetails with this requirement.
Mobile health, or “m-health,” fulfills two key needs: enabling consumers to manage their health service
relationships more easily and giving individuals powerful portable tools for managing chronic conditions
and staying well.
One application we have developed at our clients’ request will allow consumers to easily manage their
health plans from a variety of computing platforms, including smartphones and tablets. The app enables
them to search for providers, receive immediate explanation of benefits notices, get messages about
coverage changes, obtain a secure ID card for use at physician offices and emergency departments, and
use a variety of ease-of-use features, such as click-to-call. Another app offers personalized wellness
management via smartphone or tablet. This app enables patients and members to easily enter or auto-
matically download health information, such as blood pressure, blood sugar, cholesterol levels, weight,
body measurements, etc. Then, in easy-to-read charts, the app shows them how their current results
relate to their goals and offers a variety of tips and information to help them achieve those goals.
Authorized physicians may access data from the app to monitor patient progress more frequently, with-
out the time or expense of office visits. Plans and physicians may also customize the app to be alerted to
changes in a patient’s condition that require intervention. Employers may even use the app in wellness
campaigns, with games and graphics encouraging participation. The objective of these features is to
prevent minor conditions from escalating to more serious problems that cost more to treat and manage.
Apps like these will put health management tools literally at the fingertips of consumers and patients,
giving them the more active role in their health choices they are demanding – and that will help reshape
healthcare.
This article originally appeared in Cognizanti Journal, Volume 5, Issue 1, 2012.
cognizant reports 5

6. increased collaboration and sharing of patient The Way Forward
information among different healthcare Funding from the government for EHRs will be
providers should become a wider practice. made available only to organizations that meet
the proposed CMS criteria for the meaningful
Other players see analytics as a com- use of EHR (see Figure 3, next page). Healthcare
mercial opportunity. Organizations with providers were mandated by CMS to begin
analytics expertise offer their services to capturing and sharing data in 2011-12. Provid-
health information exchanges23 to improve the ers need to use advanced care processes with
quality of information and outcome of care. decision support in 2014 and show improved
Pharmaceuticals companies and the research outcomes by 2016. If these criteria are not met,
arms of insurers have aligned to explore their reimbursements from Medicare will be
ways to improve the health of the elderly and reduced.26
individuals with chronic conditions. Payers
have rich sources of information on claims The resulting decision support systems will be
with disease codes from patients admitted based on analytics that take health information
to different clinics and other administrative from the established EHR and other health IT
information. If this data could be combined systems and apply statistical/artificial intelligence
with the patient information generated by techniques to identify various risk factors, strat-
providers, it could provide a wealth of action- ify patients based on health conditions, provide
able insights. actionable information to physicians at the point
of care and measure progress on health outcomes.
Kaiser, an integrated provider and payer, for
example, was able to reduce 30-day readmis- Given that healthcare organizations can reap
sion rates at one of its medical centers from multiple benefits from using analytics, it is
13.6% to 9% in six months by using a collab- imperative that they create an environment
orative payer/provider approach.24 Aetna, one conducive to nurturing this capability. They must
of the largest private insurers, partnered with create a knowledge- and analytics-driven culture
BayCare health system to improve manage- that pervades the entire organization. In fact,
ment of patients with chronic conditions such all clinical information stored in standard data
as diabetes and heart failure, as well as reduce formats such as EHRs must be captured and trans-
readmission costs.25 formed into actionable data on which analytics
can be applied. The following principles should be
Other challenges include limited access to skills considered when building a framework for data
and resources, the lack of a clear vision on the use across the healthcare industry:
benefits of analytics, and limited funding and
management support for analytics (see Figure 2).
Challenges of Analytics Use
60 Poor data quality: Diverse data sources makes it
52.2% difficult to create a single source of the truth
48.3% Limited access to skills and resources
50
43.5% Information is not available in a timely manner,
39.7% so decisions are made without being data driven
40 39.2%
Limited analytics champion/sponsorship
Lack of a clear vision on how the organization
27.3% can benefit from analytics
30 26.8%
Poor data: Too many manual systems deployed,
resulting in insufficient electronic data
20
16.3% Poor data: Transactional systems exist,
but data cannot be unlocked easily
10 6.7% Culture not ready to become a
data-driven organization
0 Other
Source: "Business Intelligence/Analytics Survey," Healthcare IT News, February 2012.
Figure 2
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7. CMS Criteria for Meaningful Use of EHR
Stage 1 Stage 2 Stage 3
2011-2012 2014 2016
Data capture and sharing Advanced clinical processes Improved outcomes
Electronically capturing health More rigorous health information Improving quality, safety and efficiency,
information in a standardized exchange leading to improved health outcomes
format
Using that information to track Increased requirements for Decision support for national
key clinical conditions e-prescribing and incorporating high-priority conditions
lab results
Communicating that information Electronic transmission of Patient access to self-management tools
for care coordination processes patient care summaries across
multiple settings
Initiating the reporting of clinical More patient-controlled data Access to comprehensive patient data
quality measures and public through patient-centered HIE
health information
Using information to engage Improving population health
patients and their families in
their care
Source: HealthIT.gov
Figure 3
• Data use should focus on patients’ protected • The need for training and skill development
health information for research, but their in health IT and clinical informatics should
privacy should be protected in compliance be addressed.
with HIPAA.
• Data transparency is a must and should be A data analytics framework (see Figure 4) can be
overseen by a reliable steward. used by various stakeholders to not only manage
• The initiative should begin by collecting, disease treatment but also improve the quality of
piloting and deploying high-use, high-value patient outcomes. However, the security of data
subsets of data around specific diseases. is paramount.
• Organizational focus should shift from trans-
actions to quality and outcomes.
Framework for Analytics
Health management/
disease management
Stakeholders (payers,
providers, pharmaceutical
companies, etc.)
Security of data Data use
Quality of outcomes
Application of Regulation and
technology compliance
Source: Cognizant Research Center
Figure 4
cognizant reports 7

8. Organizations should adhere to the following best foresights. These insights should be deliver-
practices: able across the organization and applica-
tions. Only then can ana-
• Develop a culture that emphasizes fact- lytic tools be applied to Both structured
based decision-making. Available data should deliver results. and unstructured
be structured and analyzed to provide a guide- • Convert most manual
line for the organization to improve on effi- data into electronic
data from within
ciencies and for quick decision-making. The form. The data from and outside the
data should be freely available to stakeholders transactional systems organization
who want to use it. A balance must be achieved should be made avail-
between data quantity and quality so that phy- able to those who need
should be
sicians are not overwhelmed; only relevant it or could benefit from integrated to build
insights should be made available to them. it. Timely availability of a solid information
• Provide feedback where required. Most information is important,
clinicians will appreciate a comparative analy- provided information
foundation from
sis with another clinician. If analytics are used security is given high which to draw
and the shortcomings are presented in the priority. both insights and
right format, then an overall improvement in • Evaluate and make sec-
the outcomes should follow. Clinicians should ondary use of transac-
foresights.
be told clearly what they need to change, such tional data. For example, healthcare organi-
as the drug administration process or the use zations should consider revenue-generating
of testing. partnerships with pharmaceutical companies
• Ensure integration of data and greater col- to leverage their transactional data ethically
laboration between IT and domain experts. and ensure mutual benefits for both industry
Both structured and unstructured data from segments.
within and outside the organization should be • Use a pay-per-use model, especially as
integrated to build a solid information foun- volumes increase. This would help to variabi-
dation from which to draw both insights and lize costs and avoid higher fixed investments.
Footnotes
“Work Environment Affects Hospital Readmission Rates,” NursingTimes.net, Dec. 31, 2012,
1
http://www.nursingtimes.net/nursing-practice/clinical-zones/management/work-environment-affects-
hospital-readmission-rates/5053171.article.
2
John Commins, “Healthcare Reform Unstoppable, Regardless of Court’s PPACA Decision,”
HealthLeaders, June 28, 2012, http://www.healthleadersmedia.com/page-2/COM-281759/Healthcare-
Reform-Unstoppable-Regardless-of-Courts-PPACA-Decision##.
3
“Valuing Healthcare: Improving Productivity and Quality,” Kauffman Task Force on Cost-Effective
Healthcare Innovation, April 2012, http://www.kauffman.org/uploadedfiles/valuing_health_care.pdf.
4
“Healthcare Reform: Impact on Hospitals,” Health Capital Consultants, Health Capital Topics, Vol. 4,
Issue 1, January 2011, http://www.healthcapital.com/hcc/newsletter/1_11/aca.pdf.
5
Rachel Fields, “How Will Healthcare Reform Affect Unnecessary Care,” Becker’s ASC Review,
May 1, 2012, http://www.beckersasc.com/news-analysis/how-will-healthcare-reform-affect-
unnecessary-care.html.
6
“Management in Healthcare: Why Good Practice Really Matters,” McKinsey & Co., http://worldmanage-
mentsurvey.org/wp-content/images/2010/10/Management_in_Healthcare_Report_2010.pdf.
cognizant reports 8

9. 7
Kate Spies, “Physician Compensation in U.S. Among Lowest in Western Nations,” Healthcare
Finance News, May 29, 2012, http://www.healthcarefinancenews.com/news/physician-compensation-
among-lowest-western-nations.
8
Robert Gelber, “Fixing Healthcare With Big Data,” Datanami, April 4, 2012, http://www.datanami.com/
datanami/2012-04-04/fixing_healthcare_with_big_data.html.
9
The risk of whether a patient will develop a costly health condition.
10
The risk of higher costs from delivering unnecessary services, delivering services inefficiently,
or committing errors in diagnosis or treatment of a particular condition.
11
“HIPAA, The Privacy Rule and its Application to Health Research,” NCBI, http://www.ncbi.nlm.nih.gov/
books/NBK9573/.
12
“Combating Healthcare Fraud,” SAS, 2010, http://www.sas.com/resources/whitepaper/wp_15046.pdf.
13
“The Value of Analytics in Healthcare,” IBM Global Business Services, 2012, http://public.dhe.ibm.com/
common/ssi/ecm/en/gbe03473usen/GBE03473USEN.PDF.
14
“IBM Uses Watson Analytics to Increase Smartphone, EHR Capabilities,” Healthcare IT News, May 26, 2011,
http://www.healthcareitnews.com/news/ibm-uses-watson-analytics-increase-smartphone-
ehr-capabilities.
15
Mike Miliard, “Texas Provider Uses Business Analytics Post Treatment Care,” Healthcare IT News,
March 23, 2011, http://www.healthcareitnews.com/news/texas-provider-uses-business-analytics-
post-treatment-care.
16
Mike Miliard, “Texas Provider Uses Business Analytics Post Treatment Care,” Healthcare IT News,
March 23, 2011, http://www.healthcareitnews.com/news/texas-provider-uses-business-analytics-post-
treatment-care.
17
Neal Gold, “Three Admissions to Reduce Now,” HealthLeaders, March 15, 2011, http://www.healthlead-
ersmedia.com/content/COM-263665/3-Readmissions-to-Reduce-Now.html.
18
Amy Boutwell, “Time to Get Serious About Hospital Readmissions,” Health Affairs Blog, Oct. 10, 2012,
http://healthaffairs.org/blog/2012/10/10/time-to-get-serious-about-hospital-readmissions/.
19
Charles Fiegl, “2,200 Hospitals Face Medicare Penalty for Readmissions,” Amednews.com,
Aug. 27, 2012,http://www.ama-assn.org/amednews/2012/08/27/gvsb0827.htm.
20
ichelle McNickle, “Five Critical Technologies Health Systems Should Require,” Healthcare IT News,
M
July 30, 2012, http://www.healthcareitnews.com/news/5-critical-technologies-health-systems-should-
require.
21
“Needles in a Haystack: Seeking Knowledge with Clinical Informatics,” PricewaterhouseCoopers, 2012,
http://pwchealth.com/cgi-local/hregister.cgi/reg/needles-in-a-haystack.pdf.
22
“Medical Record Documentation for Patient Safety and Physician Defensibility,” MIEC, January 2008,
http://www.miec.com/Portals/0/pubs/MedicalRec.pdf.
23
The term “health information exchange” (HIE) refers to electronic sharing of health-related
information among organizations, with the goal of reducing duplication of services and operational
costs for healthcare providers.
24
Gabriel Perna, “PwC Report: With Population Health, Payers and Providers Have to Play Nice,”
Healthcare IT News, Sept. 28, 2012, http://www.healthcare-informatics.com/article/pwc-report-popula-
tion-health-payers-and-providers-have-play-nice.
cognizant reports 9

10. 25
“Aetna and Baycare to Introduce Collaborative Care in Tampa,” Aetna News Hub, Dec. 17, 2012,
http://newshub.aetna.com/press-release/health-care-professionals-and-networks/aetna-and-baycare-
introduce-collaborative-care-.
26
“Ready or Not: On the Road to Meaningful Use of EHRs and Health IT,” PricewaterhouseCoopers,
June 2010, http://pwchealth.com/cgi-local/hregister.cgi/reg/Ready-or-not-On-the-road-to-meaning-
ful-use-of-EHRs-and-health-IT.pdf.
Credits
Authors
Sanjay Fuloria, Ph.D., Senior Researcher, Cognizant Research Center
Yuvaraj Velusamy, Researcher, Cognizant Research Center
Design
Harleen Bhatia, Creative Director
Chiranjeevi Manthri, Designer
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process
outsourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered
in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep in-
dustry and business process expertise, and a global, collaborative workforce that embodies the future of work. With
over 50 delivery centers worldwide and approximately 150,400 employees as of September 30, 2012, Cognizant is a
member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the
top performing and fastest growing companies in the world.
Visit us online at www.cognizant.com for more information.
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