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E-grāmata: Orchestrating Value: Population Health in the Digital Age

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  • Formāts: 248 pages
  • Izdošanas datums: 05-Feb-2020
  • Izdevniecība: CRC Press
  • Valoda: eng
  • ISBN-13: 9780429770159
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Orchestrating Value: Population Health in the Digital AgePalielināt
  • Formāts: 248 pages
  • Izdošanas datums: 05-Feb-2020
  • Izdevniecība: CRC Press
  • Valoda: eng
  • ISBN-13: 9780429770159
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Orchestrating Value: Population Health in the Digital Age focuses on the leadership thinking and mindset changes needed to transition from brick and mortar healthcare to digital health and connected care. The fourth industrial revolution, with convergent disruptions in biology, business models, computer science, and culture, has the potential to transform the healthcare system like never before. Digital health startups, Big Tech and progressive health systems will change the way health and healthcare are delivered to increasingly digitally savvy consumers. This book challenges readers to rethink the role of data and technology in creating and designing the future. Rather than hooking value-based care and population health management onto traditional healthcare business models, it focuses on the emergence of digital ecosystems.

Using the analogy of an orchestra, the book introduces the importance of platforms in the formation of communities and markets with network effects to allow participants to collaborate, create, and innovate. With quotes from healthcare industry leaders and change agents, it helps the strategist understand the three stages of the transition from volume to value. As conductor of the orchestra, the CEO must navigate important leadership pivots to move beyond silo-based thinking.

Finally, the Care Management Platform is described as a new operating model for population health in the digital age. As the next generation beyond foundational EHRs, capabilities such as interoperability, analytics, care management and patient/consumer engagement will fundamentally change the way healthcare enterprises operate and deliver value to customers.

List of Figures
xi
List of Tables
xv
Foreword xvii
Preface xxi
Acknowledgments xxiii
About the Authors xxv
SECTION I SETTING THE STAGE
A New Cadence of Change
1(1)
Bonus Materials
2(1)
Note
3(2)
1 Orchestrating Value in the Digital Age
5(14)
Purpose
5(1)
Introduction
6(2)
Defining Value
8(2)
The Next-Generation Value Management Strategy
10(7)
Conclusion
17(1)
Notes
17(2)
2 The Journey to High-Value Healthcare: A Framework
19(18)
Purpose
19(1)
The Transition from Volume to Value
20(1)
The Journey to High-Value Healthcare---A Framework
21(10)
1.0 Brick and Mortar Healthcare
23(2)
2.0 Transition
25(5)
3.0 Digital Health and Connected Health
30(1)
Conclusion
31(3)
Notes
34(3)
3 Digital Health and the Fourth Industrial Revolution
37(16)
Purpose
37(1)
The Coming Tsunami of Change
38(2)
Looking Back to Look Forward
40(6)
The First Industrial Revolution and the Growth of the Hospital
40(2)
The Second Industrial Revolution and the Industrialization of Healthcare
42(3)
The Third Industrial Revolution and the Electronic Health Record
45(1)
The Next Great Revolution---Healthcare Is Primed for Disruption
46(4)
Enter Big Tech
49(1)
Conclusion
50(1)
Notes
50(3)
SECTION II LEADERSHIP THINKING, MINDSETS, AND CULTURE
Change Is Not the Enemy, Rather the Only Path to the Future
53(2)
Notes
55(2)
4 The CEO and the Orchestra Conductor
57(16)
Purpose
57(1)
The New Role of the CEO
58(4)
Orchestrating Leadership Thinking, Mindsets, and Culture
62(1)
Mission and Future Purpose
63(1)
Change the Vision---Articulate the Value That Change Will Bring and Invest Accordingly
64(2)
Change the Leadership---Get the Right People on the Bus
66(1)
Change Planning Methods---Cultivate a Culture of Experimentation
67(2)
Conclusion
69(1)
Notes
69(4)
5 Healthcare Silos and the Leadership Pivot in Decision Making
73(12)
Purpose
73(1)
The Leadership Pivot
74(1)
The Impact of 1.0 Silos on Decision Making
75(1)
Organization Charts and the Silo Mentality
76(3)
The Pivot to Next-Generation Decision-Making Models
79(4)
Conclusion
83(1)
Notes
84(1)
6 Collaborate, Create, and Innovate: Platform Thinking
85(16)
Platform Thinking: A New Mental Model
85(6)
Role of the Platform Players
91(3)
Platform Innovation and Design Techniques
94(3)
Product Management
94(1)
Design Thinking
94(2)
Jobs-to-be-Done Framework
96(1)
Conclusion
97(1)
Notes
98(3)
SECTION III THE CARE MANAGEMENT PLATFORM
New Platforms, New Services
101(3)
Notes
104(1)
7 The Care Management Platform, Its Layers and Hubs
105(14)
Purpose
105(1)
Defining the Care Management Platform
106(5)
The Hubs That Help Define the CMP
111(6)
Care Team Hub
111(2)
The Consumer and Patient Hub
113(3)
The Hubs Combine to Create the Next-Generation Platform
116(1)
Conclusion
117(1)
Notes
118(1)
8 The Value of EHRs as Foundational Systems
119(12)
Purpose
119(1)
The Clinical Information System and EHR Journey
120(1)
EHRs as the Foundation of the Care Management Platform
121(1)
Value of the EHR
122(3)
Challenges with Today's Foundational Systems
125(3)
The Next-Generation EHR
128(1)
Conclusion
129(1)
Notes
130(1)
9 Interoperability and High-Performing Networks
131(16)
Purpose
131(1)
Definition of Interoperability
132(1)
Interoperability---A Short History
133(3)
Standards for Interoperability
136(2)
Key Components of the Interoperability Layer of the CMP
138(2)
Interoperability Challenges
140(2)
Future of Interoperability
142(1)
Conclusion
143(1)
Notes
144(3)
10 Knowledge Management and Analytics
147(20)
Purpose
147(1)
Data and Analytics for Population Health
148(5)
The Knowledge Management and Analytics Layer of the CMP
153(6)
Challenges and Critical Success Factors
159(3)
The Future of Analytics in Health and Healthcare
162(3)
Conclusion
165(1)
Notes
166(1)
11 Advanced Care Management
167(10)
Purpose
167(1)
Advanced Care Management Concepts and Framework
168(2)
Key Components of the Advanced Care Management Layer of the CMP
170(4)
The Future of Advanced Care Management
174(1)
Conclusion
174(1)
Notes
175(2)
12 Consumer and Patient Engagement
177(12)
Purpose
177(1)
Consumer and Patient Engagement---Population Health's Missing Piece
178(3)
The Consumer and Patient Engagement Layer of the CMP
181(5)
The Future of Consumer and Patient Engagement
186(1)
Conclusion
186(1)
Notes
187(2)
SECTION IV MAKING VALUE ACTIONABLE
Next Steps
189(2)
13 The Population Health Services Organization
191(16)
Purpose
191(1)
The Population Health Services Organization
192(2)
Founded in the Tradition of the Management Services Organization
194(6)
A Case for Digital Health---Diabetes
200(4)
Conclusion
204(1)
Notes
204(3)
14 Final Thoughts
207(8)
Purpose
207(1)
Mindset Shift Redux
208(1)
Moving the Needle While the Needle Moves
208(5)
Notes
213(2)
Index 215
Pam Arlotto, MBA, FHIMSS, is CEO and President of Maestro Strategies, LLC, a management consulting firm focused on transformation, innovation and the orchestration of change in the healthcare industry. She advises CEOs and other executives on digital strategy, and consumer-centric design of new health and healthcare business and operating models. Ms. Arlotto created the award-winning series Return on Investment: Maximizing the Value of Healthcare Information Technology and has authored four previous books on planning for and realizing the value of data and technology. She has held a number of important healthcare and industry leadership positions that include:

















Board of Trustees Member, Georgia Tech Foundation









Advisory Board Member, Wallace H. Coulter School of Biomedical Engineering at Georgia Tech and Emory University, Scheller College of Business at Georgia Tech









National President and Fellow of the Healthcare Information and Management Systems Society (HIMSS)









Adjunct faculty member in the Healthcare Informatics program at University of Alabama at Birmingham









Board Member numerous privately held companies and not for profit organizations











Ms. Arlotto is a popular and frequent speaker at healthcare industry and corporate meetings and has authored a number of journal and magazine articles.









Susan P. Irby, MSHS, is the Managing Director of Business Intelligence and Analytics for Maestro Strategies, LLC, and has over 30 years of healthcare experience with providers and as a consultant. Ms. Irby built the firms ROI Toolkit and specializes in financial planning, decision support, and IT benefits realization. Her experience includes:











Transformation Strategy advisory consulting work including planning for Care Management Platforms, Enterprise Analytics Management Systems, clinical integration and population health management for a variety of health systems









Return on Investment and Value Management Strategies for health systems, solution companies and associations









Director of Strategic Planning and Decision Support at Alta Bates Health System where she pioneered early decision support system and benefits realizations applications in healthcare









Arthur Young consultant with experience in strategic planning, operating and capital budgeting, cost accounting, financial planning, and forecasting
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