Develop Your Analysts and They'll Pay for Themselves
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Healthcare organizations dream of analysts who can quickly build powerful reports and dashboards that turn simple data into insights. However, those technical and communication skills take years to develop and longer to refine. How do you make sure your organization is able to develop analysts into critical team members who can deliver outcomes improvement? In this webinar, you will learn what it takes to grow the analytical skills—including technical prowess and adaptive leadership—that are critical for transforming healthcare. Russ and Peter will discuss: The culture that leaders need to cultivate to foster improvement. The skill sets that leaders need to encourage in their analysts. The barriers that leaders should focus on eliminating to make it easier for analysts to succeed. We look forward to you joining us.
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Develop Your Analysts and They'll Pay for Themselves
- 1. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential c Develop Your Analysts, and They’ll Pay for Themselves
- 2. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Today’s Agenda 2 • Culture - An environment fostering improvement • Processes – Improvement, not perfection • Skillsets - Cultivate the right skills • Involvement – Don’t minimize the analyst role • Barriers – Getting in and out of the way
- 3. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Poll Question #1 If you could hire only one analyst, would you pick: 97 respondents 3 0% 10% 20% 30% 40% 50% 60% c) A visualization guru b) A data wizard a) A domain expert Webinar Responses a. A domain expert - 21% b. A data wizard - 54% c. A visualization guru - 24% HAS15 responses
- 4. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential What do we mean by “analyst”? 4 Multiple terms… Encompassing the same skills… • Architects • Business Intelligence Developers • Analysts • Nerds • Talking to and manipulating data • SQL, ETL, modeling, etc. • Analyzing and communicating results • Excel, visualization tools, domain expertise, etc.
- 5. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Culture An environment fostering improvement 5
- 6. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Motivating with value and purpose 6 • Dan Pink – “What Motivates Us” • Autonomy- The desire to be self directed • Mastery- The urge to get better at stuff • Purpose Sources: RSA Animate, adapted from Dan Pink's talk at the RSA – “Drive: The surprising truth about what motivates us”
- 7. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Purpose 7 “It doesn’t make sense to hire smart people and tell them what to do. We hire smart people to tell us what to do.” -Steve Jobs ADOPTIONANALYTICSANALYSTS
- 8. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential ADOPTION OUTCOMES IMPROVEMENT BEST PRACTICES ANALYTICS
- 9. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 9 The role of an analyst is outcomes improvement not “building a dashboard”
- 10. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Processes Fail fast 10
- 11. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 11 If data surfaced showing a provider’s dismal performance, how comfortable would you be presenting the data in a meeting with that provider present? 0% 10% 20% 30% 40% 50% e) I'd call in sick d) I'd hide the provider names c) Depends on the provider b) Slightly comfortable a) Very comfortable HAS Attendee Analyst Poll Question #2 Webinar responses a. 29% b. 18% c. 34% d. 18% e. 1% 130 respondents
- 12. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Analytics are still scary 12 1. You need a baseline 2. Analysts are the “messengers” 3. Errors are part of the process Sources: Adapted from various ideas taught by Alistair Cockburn and Martin Fowler – see alistair.cockburn.us and www.thoughtworks.com But remember: Agile Development = Trouble Detector Bad news is good news
- 13. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Failing Slow 13 The “Right” Answer? FailureFailure Where interest and momentum go to die
- 14. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Failing Fast 14 The Best Answer FailureFailure Don’t rob your analyst of opportunities to develop
- 15. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 15 The answer you find through failure is usually different and more useful than the one you find avoiding it
- 16. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Skillsets Cultivate the right skills 16
- 17. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 17 Does this look familiar? Building some crappy report for somebody. You? Just waiting on some crappy report. Cool. Cool. Data Architect Visualization Specialist Wall Wall End User Hey, what are you guys doing? What are you doing over there?
- 18. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 18 Data Architect Outcomes Analyst Business Intelligence Starting knowledge by role… Data Architecture Visualizations Analytics (applying technical results to clinical work) Data Architect Outcomes Analyst Business Intelligence … to long term knowledge by role
- 19. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Questions to start… 19 - What are the skills of your analysts? 0 1 2 3 4 5 SQL ETL Data Modeling BI/Dev Data Analysis Senior Staff Associate - Where does the team “sit”?
- 20. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Why a “generalist”? 20 • Job satisfaction in diversity of work • Match data model, functionality, and visualizations to the user request ANALYTICS END USERSDATA MODELDATA
- 21. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 21
- 22. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Building skillsets 22 Hire soft skills • Smart, hardworking, humble Inch towards usefulness • Resources for basic training • Dummy projects, exercises, training modules along the way • Contribute small pieces to real projects
- 23. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Visual story telling It is easy to make things hard to understand 23 Simple tools but profound insights
- 24. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential The most important question 24 Should I use a pie chart? Yes No Sources: Adapted from comedy writer David Thorne – http://www.27bslash6.com/
- 25. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Involvement Don’t minimize the analyst role 25
- 26. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 26 Think of furnishing a room…
- 27. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 27 But sometimes we ask the same thing of our analysts… “Here’s a spreadsheet of the metrics we need. Now go, be free, and build us an awesome dashboard” 34. Metric 35. Metric 36. Metric 37. Metric 38. Metric 39. Metric 40. Metric 41. Metric 42. Metric 43. Metric 44. Metric 1. Metric 2. Metric 3. Metric 4. Metric 5. Metric 6. Metric 7. Metric 8. Metric 9. Metric 10. Metric 11. Metric 12. Metric 13. Metric 14. Metric 15. Metric 16. Metric 17. Metric 18. Metric 19. Metric 20. Metric 21. Metric 22. Metric 23. Metric 24. Metric 25. Metric 26. Metric 27. Metric 28. Metric 29. Metric 30. Metric 31. Metric 32. Metric 33. Metric
- 28. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 28 Awesome dashboard v1
- 29. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 29 Awesome dashboard v2
- 30. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 30 Awesome dashboard v3
- 31. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 31 What metrics are you dealing with? • Accountability • Measure and adjust to reduce bias • Obtain 100% of available and relevant data • Research • Designed to eliminate bias • “Just in case” data • Improvement • Accept consistent bias • “Just enough” data, small sequential samples Source: ”The Health Care Data Guide – Learning from data for improvement”, Lloyd P. Provost, Sandra K. Murray, Page 27, Table 2.1
- 32. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Involve, don’t minimize 32 Domain Knowledge “Snowflake Method” 1. Goal 1. Aim 2. Aim 3. Aim 1. Metric 2. Metric 3. Metric 4. Metric Curiosity + Passion = Value UserStories Sources: Adapted from Randy Ingermanson’s “Snowflake Method” for Designing a Novel – http://www.advancedfictionwriting.com
- 33. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 33 Example sepsis “snowflake” • Goal: Improve early recognition of Sepsis in the emergency department • Aim 1: Increase compliance for routine sepsis screening protocol • Metric 1: Compliance by location/provider/shift • Metric 2: Time from arrival to triage • Metric 3: Mortality rate of screened vs unscreened
- 34. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 34 Example revenue cycle user story As a Patient Access Manager I want to ensure patient registration, service authorization and insurance verification So that there are no delays in billing, loss of revenue or patient dissatisfaction
- 35. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential 35 Do you want metrics or smart people using data to think about your problems?
- 36. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Barriers Getting in and out of the way 36
- 37. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Barriers to data 37 • Full access to a testing environment • …an EDW
- 38. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Barriers to data How hard can it be to gather the data for analytics? 38 Non value-add Value-add Understanding the question Hunting for data Interpreting data Data distribution Gather, compiling or running Weak Analytic SystemStrong Analytic System Understanding the question Hunting for data Interpreting data Data distribution Gather, compiling or running
- 39. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Other barriers 39 • Access to people • Kill any “ghosties” haunting your analyst • Work prioritization • Technology “Do I have slow analysts or slow computers?”
- 40. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Lessons Learned 40 • Culture – The analyst’s role is outcomes improvement • Process – Encourage failing fast • Skillsets – Develop the “generalist” • Involvement – Applications are not just a technical problem • Barriers – Make it easy for them to do their job
- 41. © 2015 Health Catalyst www.healthcatalyst.com Proprietary and Confidential Thank You 41