healthcare vision: how healthcare systems in europe are managing change

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  1. 1. ISSUE 1 Written in co-operation with the Economist Intelligence Unit EMPOWERING PATIENTS Encouraging patients to take control of their own health SHARING AND CARING How electronic health recordsystems are improving healthcareALL CHANGEFOR HEALTHCARE How innovative providers are staying competitivein todays changing landscapes
  2. 2. 2 Healthcare vision | issue 1ContentsCover Stories04 All change for healthcareHow innovative providers are staying competitivein todays changing landscapes08 Empowering patientsHealthcare Vision is a CanonEncouraging patients to take control of their own healthmagazine commissioned fromo416 Sharing and caringHow electronic health record systemstheEconomist Intelligence Unit.It seeks to examine how healthcareare improving healthcaresystems in Europe are managingchange, from demographic shift toFeatureddata systems and patient involvementin care. All articles, except where03 Flash poll results indicated otherwise, were written byo812 Problems shared14 The innovation imperativethe Economist Intelligence Unit, basedon interviews, desk research and asurvey of more than 400European20 Active ageinghealthcare professionals in the UnitedKingdom, France, Germany, Spain,23 Why your office is the new Italy, the Netherlands, Denmark, health frontierAustria, Russia and Sweden. Our16thanks are due to the interviewees24 Ten trends in healthcare andsurvey participants for their timeandinsight.Final word26 The long view on healthThe Economist Intelligence Unit bears full responsibilityfor the content of its articles, and the findings expresseddo not necessarily reflect the views of Canon.Foreword H ealthcare organisations are under constant pressure to improve the quality of care; but this challenge is becoming increasingly difficult to achieve. Like businesses the world over, healthcare organisations are facing a future with shrinking budgets. IT departments must operate and integrate more systems than ever before and manage an increasing amount of patientdata to ensure their organisations comply with stricter regulations concerning patient confidentiality.eHealth, including the digitisation of patient records, has often been championed as a solution to these problems.Showing a significant commitment to technology, the European Commission is investing up to 100 million eurosa year on electronic processes and communication research, with aims for these types of solutions to becomewidespread by 2020.At Canon, we strongly believe that technology has a key role to play in making organisations more patient-centricand improving the quality of care. We have been working closely with healthcare organisations for over 70 years todevelop innovative technological solutions to meet different needs, from better document management to dedicatedeye care and digital radiography solutions.We commissioned the Economist Intelligence Unit to develop Healthcare Vision, which brings together the viewsand opinions of the global healthcare community and explores the principle challenges facing the industry today.The Economist Intelligence Unit spoke with global experts and asked the industry as a whole, through a survey of400 healthcare professionals across Europe, what policies and strategies they believe can improve citizenshealth and overcome the main challenges they face.I sincerely hope that you find the insights offered of great interest and value to your organisation.Yoshiyuki Masuko, Senior Director, Canon Medical Imaging Group
  3. 3. issue 1 | Healthcare VISION 3MANAGING CHANGE INHEALTHCAREWho should be responsible for making sure citizens stay healthy?NATIONAL GOVERNMENTSINDIVIDUAL CITIZENSEMPLOYERSHow can healthcare policymakers improve citizens health while controlling costs?encourage peopleto take responsibilityfor their own healthimprovehealthinfrastructurecut backon frontlinehealthcare staffWhat are the barriers to improving your countrys healthcare system? 44%only38%16% not enough money ineffective leadership think citizens are in the healthcare systemresistant to changeInfographics depict the results of a survey of 405 European healthcare professionals conducted by the Economist Intelligence Unit in June 2012.Percentages may not add up to 100% as respondents were allowed to select more than one option.
  4. 4. 4 Healthcare VISION | issue 1All change for healthcareAnyone working in a healthcare system todayknows that change is one of the only constants
  5. 5. issue 1 | Healthcare VISION 5 rganisational change only occurs when the individual O is willing and able to make the changes required in order to achieve system-wide change. Sharon Gabrielson, Vice-Chair of the US Mayo Clinic Health SystemReforming a healthcare system Engaging with frontline staff These same staff worked with technicalis often compared with turning But top-level rhetoric will only be effective withsupport teams to transfer knowledge aboutaround an aircraft carrier: painfullybuy-in from individual employees or patients. the re-designed system to other appointmentslow and logistically difficult. But all overAccording to Sharon Gabrielson, Vice-Chair of the schedulers. Frontline staff drove the process US Mayo Clinic Health System, change occurs onand owned it, Ms Gabrielson says. They providedthe world, policymakers are rising to the two levels, organisational and individual and it is the requirements for design and processes of thechallenge and implementing sweeping the latter that needs to occur first. Organisational future scheduling system. Their desire for changereforms of their countrys healthcare. grew as they saw the potential for improvement change only occurs when the individual is willing and able to make the changes required in orderin their workflow.The consequences of the UKs Health and SocialCare Bill, which became law in April, and theto achieve system-wide change, she says. The end result, she says, was that schedulingUSs Patient Protection and Affordable Care Actstaff numbers were reduced by 40 full-time(Obamacare) are likely to be far-reaching. In 2007, Ms Gabrielson was charged with improving the patient appointment schedulingpositions, 370 square metres of space wereAt the very least they signal changes ahead forreallocated to other institutional use, andhealthcare managers. system at Mayo Clinic, through which 1.4 million patients pass annually. Identifying a numberpatients waiting time was reduced by an of fundamental barriers in the way of goodaverage of 60 per cent.Bupa, a UK-headquartered, global healthcareservice provider, sensed the prevailingcustomer service, and armed with information Reflecting on change management generally,conditions early and now employs a team of gleaned from focus group meetings with staff, Ms Gabrielson believes that many maturechange managers. Danielle Spencer, the patients and physicians, Ms Gabrielson built organisations have become complacent:companys Director of Organisational a case for change. their external environment changes andDevelopment, reports that over the last ten yearsthey are not able to adapt quickly enough.the healthcare sector has had to keep pace withBut her primary focus was in helping frontline staff to understand that the risk of not changing Ms Spencer agrees.evolving macro-economic factors such as ageingpopulations, economic uncertainty andwas greater than the risk of change itself. This Like any ambitious organisation, Bupa needs totechnological progress. To remain competitive,helped us move from a state of passive to active continue to evolve and adapt, she says. In ourorganisations need to be agile in adapting tosupport, she explains. markets around the world, the cost of healthcarechange, she says. is rising year on year, yet we need to keep health insurance affordable. We need to deliver quality while responding to the external environment to keep our business competitive. o remain competitive, organisations T need to be agile in adapting to change. Danielle Spencer, Director of Organisational Development, Bupa
  6. 6. 6 Healthcare VISION | issue 1 Clinical driversAt the same time, the German government had created a new reimbursement Of course, the need for change within a healthcare system is as likelysystem for integrated care for chronic diseases. Sensing an opportunity, to be driven by clinical issues as economic or logistical factors. In 2005, clinical teams at the hospital established an integrated headache care a headache centre at University Hospital, in Essen, Germany, was approached system, boosting its capabilities further by hiring neurologists, behavioural by an insurance company which wanted to address the high costs associated psychologists, physical and sports therapists, headache nurses and with treating patients with severe or chronic headaches. Problems includedconsultants from psychosomatic medicine, psychiatry and dentistry. excessive diagnostic testing, referral to a number of specialists resulting The results have been remarkable, in terms of improved treatment outcomes, in conflicting diagnoses, frequent visits to emergency departments, patient satisfaction, patients adherence to sport, and relaxation therapies and hospital admissions. and in costs. Total annual costs per patient treated in integrated headache care dropped as low as 2,750 per year, whilst for other patients costs were above 4,400.
  7. 7. issue 1 | Healthcare vision 7 On theFlying TrapezeHuge amounts of time and energy are spent on planning change, but many organisationalchange initiatives still fail to deliver to expectations. Ursula Franklin, a change managementand leadership coach, explains why and how to be a star acrobat in the arena of change.Ursula Franklin, founder of f4 Leadership Imagine, Ms Franklin says, that you When a change is announced in anDevelopment, a European organisationhave just been promoted to your first organisation, people are desperate forfocused on the human change proces