the digital transformation of patient experience

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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The digital transformation of patient experience


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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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An IDC Infobrief , sponsored by EMC

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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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