the digital transformation of patient experience
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transformationThe digital
of patient experience How a new approach to information management
is transforming healthcare delivery
An IDC Health Insights Infobrief, sponsored by EMC
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Patient experience is a crucial part of appropriate healthcare provisioning. Patients value the end-to-end experience as much as clinical effectiveness and safety. And patients’ expectations are changing, because they bring to healthcare their experiences as citizens, customers, and employees from other contexts.
Patients expect more from healthcare offerings:
Patient experience is multidimensional • Respect for patient centered values, preferences, and needs
• Coordination and integration of care
• Information, communication, and education
• Physical comfort
• Emotional support
• Welcoming the involvement of family and friends
• Transition and continuity of care
Why experience matters to patients
Customization
Convenience
Choice
Control
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OF PEOPLE AGED BETWEEN 65 AND 74 SUFFER FROM AT LEAST ONE CHRONIC CONDITION, AND, FROM THE AGE OF 75, MANY HAVE THREE OR MORE.
With chronic diseases, no two patients are alike, as their conditions
are determined by a complex combination of personal genetic
predisposition, health and social factors as well as behaviors and habits.
The changing healthcare needs of the population, driven by chronic diseases, are amplifying the complexity of the patient experience.
Why patient experience matters more in integrated care
The chronic diseases challenge is driving healthcare systems toward
integrated care models. A network of providers will offer services around
specific patient needs; they will share patient information in a proactive,
context relevant and secure way, in close collaboration with the patient.
60%
BY 2050, ONE IN TEN PEOPLE IN THE OECD AREA WILL BE AGED OVER 80, COMPARED TO 4% TODAY. Source: OECD and European Commission
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Patient experience is determined by the
map of all touch points along the patient
journey. The time spent in direct contact
with health professionals is only a small part
of any individual’s health journey.
In the new care delivery paradigm a patient experience strategy needs to be consistently deployed along patients’ interactions:
As patient centricity is the foundation of integrated and personalized care, the quality of the patient experience is the litmus test of new care delivery models.
What determines the quality of the patient experience
Within the four walls of a hospital or a doctor office
In the community
At home
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According to a 2014 IDC Health Insights survey of 210 healthcare IT executives in Western Europe, healthcare providers are responding to the challenge by investing in technologies that supportAdministrative processes
49% of Western European healthcare IT executives are investing in CRM
70% of Western European healthcare IT executives have already invested in electronic booking and 20% plan to invest in the near future
Care delivery processes
62% of Western European healthcare IT executives have already invested in remote patient monitoring and 22% plan to invest in the near future
Technology transforms the patient experience during the time spent inside, but especially outside the traditional healthcare settings. It can give the patient voice and choice.
How patient experience is being transformed in the digital age
Patients are moving their personal health
management into the digital transformation
era. They are creating their own “Internet
of Me.” By embracing mobile devices
and applications, medical and wellness
wearables and applications, and by
engaging with social media and healthcare
specific communities, patients are able to
track their physical activity, calorie intake,
body temperature, and other indicators and
to share all of that data with fellow patients,
family, formal and informal caregivers.
HYPER-CONNECTED PATIENT SCENARIOS SPAN A DIVERSE RANGE OF TOOLS, INCLUDING:
Mobile devices and applications
Wearables and health specific devices and applications
Social media and healthcare specific communities
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Traditional healthcare delivery approaches reached a ceiling of impact and scale.
Patients take up of digital services offered by
healthcare providers is limited and churn of
consumer health technologies is high.
7% OF CONSUMERS WHO DOWNLOADED A
HEALTH APP REGULARLY USE IT ACCORDING
TO IDC 2014 CONSUMER SURVEY.
PATIENTS HEALTH PROFESSIONALSHEALTH PROFESSIONALS LACK OF ENGAGEMENT.
For instance, clinicians at Central London Community
Healthcare NHS Trust’s threatened to throw their tablet
computers “in the Little Venice canal” because they were not
confident that mobile devices and apps could interact with the
core clinical record system.
Moving beyond the current limits in reach and scaleOutcomes are difficult to assess. The lack of evidence on the clinical impact or organizational effectiveness of digital tools, limits their take
up. Even positive initiatives around patient services cannot scale up.
Siloed information management makes difficult to integrate data to provide a 360 patient view.
INFORMATION
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Stakeholders across the healthcare
ecosystem should redesign processes
to enable collaboration across public
health, health and social care providers,
clinical research, pharma and payers).
Healthcare organizations should
deliver a consistent end-to end patient
experience independently from the
point of contact. Patient is reached
and served through an omni-channel
approach, where digital services
become the front end of connected
integrated and personalized care.
Embedding patient experience in digitally transformed healthcare services
But European providers, are still reluctant in investing in mobile patient services. An IDC survey shows that:
OF GLOBAL PATIENT INTERACTIONS WITH HEALTHCARE ORGANIZATIONS WILL BE MOBILE BY 2018
65%
of Western European healthcare IT executives are still reluctant to invest in mobile apps for patients. The limited availability of mobile apps that can be easily and securely integrate with legacy clinical information systems remains a major barrier.
57%
Source: IDC Health Insights FutureScape and IDC Health Insights European healthcare Survey 2015
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50% OF WESTERN EUROPEAN HEALTHCARE PROVIDERS IT EXECUTIVES ARE INVESTING IN NEXT GENERATION PATIENT PORTALS.*
50% OF WESTERN EUROPEAN HEALTHCARE PROVIDERS IT EXECUTIVES ARE INVESTING IN REMOTE PATIENT MONITORING TECHNOLOGIES.*
PATIENT DATA IS COLLECTED FROM A VARIETY OF SOURCES: • HOSPITAL DATA • OTHER PROVIDERS’ DATA • PATIENT GENERATED DATA
Patient interaction channels, as mobile apps, portals, kiosks, etc., should coherently and seamlessly work together, to support care
continuity and to enable patient control and engagement. The success of this omnichannel strategy will depend on founding it on a
common patient information platform, collecting and consolidating patients’ information from various sources, and then, intelligently
pushing it back to the various channels, depending on the context.
Managing the complexity through an omnichannel strategy based on a coherent information management platform
Omnichannel strategy to engage patients through personalised services along the patient journey: • Coordination of pre-admission diagnostics
• Discharge management and coordination
• Chronic disease management programs
• Patient and family education
• Control of personal information by
managing consent for data access
and use
But success of omnichannel initiatives is still jeopardized by the lack of interoperability of healthcare information systems, where information is locked down in proprietary formats.
*Source: IDC Health Insights European Healthcare survey 2015
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Integrated care pathways will require information to be relevant to the context in which it is discovered, integrated, analyzed, shared, ensuring to unlock its predictive and prescriptive value at the point of decision-making. Delivering an appropriate and positive patient experience will require using Big Data and Analytics tools.
Analysing and predicting health needs and resources for improved outcomes
Figure 1
TOP THREE USE CASES FOR BIG DATA AND ANALYTICS
Understanding patient needs to better plan capacity and offering • Data exploration• Data contextualization:• Modelling scenarios, forecasting • Visualization
IDC Health Insights European Healthcare Survey 2015
Making services more personalized and effective • Event management • Stream processing
Delivering context aware information • On demand (activated
by the user) • Push (e.g. alerts) • Embedded (e.g. automation
of devices)
Illness/disease progression
Analyzing patient behaviors and conditions for determining the most
effective careway
Organization resources and turnover
65%
51%48%
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With over 80% of healthcare information
produced in unstructured formats and by
an increasing number of systems, devices,
and users, healthcare organizations that
wants to digitally empower and personalize
the patient experience should adopt a new,
comprehensive approach to information
management. Omni-channel strategies for
patient services, underpinned by health
information exchange and Big Data and
Analytics, require the adoption of a patient
information management framework that
enables data liquidity, giving a 360° view of
the patient: a secure and compliant view of
patient information, that is flexible enough
to support continuity of care, patient
choice, customization and control. The IDC
Health Insights information management
framework helps healthcare IT executives
navigate through the changes required by
a digitally transformed patient experience.
THIS FRAMEWORK IS STRUCTURED AROUND THE THREE MACRO-AREAS:
BUSINESS STRATEGY
Drivers
Desired outcomes
Geographical- organization scope
Use cases and domains
Incentives
INFORMATION GOVERNANCE
Regulation
Standardization
Data lifecycle and classification
Processes
Data users
INFORMATION ARCHITECTURE
Data models, data integration & exchange approach
Infrastructure
Security
Business logic functional capabilities
Applications
Interface
Treating data as the strategic asset of digital transformation of patient experience
THIS FRAMEWORK ENABLES DATA LIQUIDITY, GIVING A 360° VIEW OF THE PATIENT: A SECURE VIEW OF PATIENT INFORMATION, BUT FLEXIBLE ENOUGH TO SUPPORT CONTINUITY OF CARE, PATIENT CHOICE, CUSTOMIZATION AND CONTROL.
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• Consider patient experience as key part of integrated care: identify where your organization is failing to meet integrated care objectives of services personalization, continuity of care and patient empowerment.
• Establish a set of priorities areas; develop the related measurable objectives that your organization will need to achieve.
• Start experimenting with proofs of concept and prototype projects with the available information and technological resources.
» Identify opportunities to use existing data, technology, and analytics in new ways to deliver patient services along the patient journey.
» Assess the regulations affecting the use of patient information. Focus on improving the management of patient data usage consent, to ease information sharing but at the same time ensuring transparency and patient control.
» Opt for standards-based solutions and implement them for future data reusability in different contexts. The adoption of open standards-based models will allow to separate data from applications that originally created them. This approach focused on enabling information liquidity will allow the use of patient information in different settings. It will also ease the harmonization of workflows and information life-cycle management, on which the success of new digital patient services initiatives will depend.
» Identify the relevant technology and analytics skills among existing staff, peers, and vendors.
Essential guidance: Next Monday
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• Scale pilots by building the internal business case for digitally transformed patient experience.
• Start to incorporate omni-channel technologies as mobile and wearables; including consumer technologies.
• Use early quantifiable wins to demonstrate business potential and justify budget allocations.
• Formulate a more defined strategy that includes a framework for evaluating in patients’ and healthcare professionals’ requirements, decision processes, technology, and data liquidity.
» Pay attention to incentive alignment across the involved stakeholders, and identify among them business sponsors and champions that will support and promote the project.
» Assess skill gaps and plan to hire or externally source professional services.
» Establish data security and governance policies and allocate a specific budget to information management, security, and privacy protection.
Essential guidance: Next month
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• Maintain a closed-loop learning environment based on data-driven decision making and experts judgment.
• Promptly engage in business process reengineering in response to new insights and new patient needs.
• Avoid to focus only on the front end of patient services and ensure a balanced resource allocation across all dimensions of healthcare operation optimization.
Essential guidance: Next year
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