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Time for Healthcare to Look Out the Windshield Instead of at the Dashboard

Posted on September 29, 2017 I Written By

Colin Hung is the co-founder of the #hcldr (healthcare leadership) tweetchat one of the most popular and active healthcare social media communities on Twitter. Colin speaks, tweets and blogs regularly about healthcare, technology, marketing and leadership. He is currently an independent marketing consultant working with leading healthIT companies. Colin is a member of #TheWalkingGallery. His Twitter handle is: @Colin_Hung.

The Society for Healthcare Strategy & Market Development (SHSMD) recently released the second edition of Bridging Worlds: The Future Role of the Healthcare Strategist. This update to the original 2014 report outlines five key imperatives that SHSMD believes are needed for healthcare success:

  1. Be nimble to exceed the rate of change
  2. Create consumer experiences, tell powerful stories
  3. Integrate and co-create
  4. Erase Boundaries of Business
  5. Generate Data-Driven Insights

“One of the biggest changes from the 2014 edition and one of the biggest opportunities that has come to the forefront is consumerism” says Holly Sullivan, Director of Strategic Partnerships at Spectrum Health and Vice Chair of SHSMD’s Bridging Worlds Committee, “It’s up to us as Strategists and Marketers to embrace this new reality and help our organizations adapt to this new level of expectation from patients. It’s definitely something that’s right in front of the windshield.”

Investing in technologies that improve and transform the patient experience will be key to meeting these heightened expectations including telemedicine, wearables, remote patient monitoring and artificial intelligence. However, technology alone will not lead to success, healthcare organizations will also need to break down their walls and collaborate in a more frictionless manner.

According to Sullivan: “Culture is the biggest challenge here. Historically healthcare organizations don’t like to share the sandbox and have believed they can do it all, own it all. We need to help our organizations lift their heads and see what’s coming at us down the road. We need to educate people that partnerships are an imperative.”

This need for collaboration and partnership is captured in the “Erase Boundaries of Business” section of the Bridging Worlds report. That portion of the report also encourages Strategists to think well beyond the walls of their organizations.

“We have to stop thinking of healthcare as a place where you go when you are sick,” adds Donna Teach, Chief Marketing and Communication Officer at Nationwide Children’s Hospital and Chair of SHSMD’s Bridging Worlds Committee. “Care is now anywhere the patient is and we need to engage patients through their entire healthcare journey rather than just points in time. Patients want to use new technologies like telemedicine and remote monitoring because it’s easy, convenient and fits nicely into their daily lives.”

Embracing HealthIT technologies permeates Bridging Worlds and Big Data in particular seems to hold the most potential in the eyes of the report authors: “Most importantly, data is only useful if it generates insights that enable better decision making. New tools, including predictive models and artificial intelligence, allow regular users to connect and visualize large volumes of data from multiple sources in ways that generate actionable insights.”

“EMRs + Big Data is just the tip of the iceberg”, echoes Teach. “It’s a technology will fundamentally change healthcare.”

Bridging Worlds is a useful guide. It clearly outlines the skills that Healthcare Strategists and Marketers will need to master in order to help their organizations transition from old models of care. Sprinkled throughout the report are useful instructions and examples of how to practice the skills and knowledge being outlined.

The key takeaway from report? “Marketing Strategists can be the agent of change no matter what level they are.” says Sullivan, “That’s the one key idea that I hope people will take from reading Bridging Worlds.”

How Much Does Healthcare Consumerism Matter to Hospital CIOs?

Posted on April 14, 2017 I Written By

John Lynn is the Founder of the HealthcareScene.com blog network which currently consists of 10 blogs containing over 8000 articles with John having written over 4000 of the articles himself. These EMR and Healthcare IT related articles have been viewed over 16 million times. John also manages Healthcare IT Central and Healthcare IT Today, the leading career Health IT job board and blog. John is co-founder of InfluentialNetworks.com and Physia.com. John is highly involved in social media, and in addition to his blogs can also be found on Twitter: @techguy and @ehrandhit and LinkedIn.

Today I was greeted on Facebook with a quote from an interview the always wonderful Kate Gamble did with Michael Marino, Chief of IS Operations at Providence St. Joseph Health.

Patients don’t just want “the Marcus Welby experience anymore,” says Michael Marino.
“They want care where they want it, when they want it, how they want it.” The challenge? How to enable that without overburdening clinicians.

I found this evaluation to be spot on. It’s great to know that Michael Marino understands what patients want. However, he also understands how challenging it is going to be provide patients what they want.

The reality is that the system wasn’t set up to provide care “where they want it, when they want it, how they want it.” This is going to require a dramatic way in how we think about care and how we provide that care.

However, the 2nd part is the key point. How do we make this change without overburdening physicians. If the solution overburdens physicians, then it’s unlikely to happen. They’ll kick against the change and patients won’t get the change they desire.

There are simple, win-win solutions out there. Take for example a secure text with your patients with a picture attached. This can be a really efficient way for a doctor to interact with the patient. It can save the doctor and the patient time. It can discover issues earlier than if the patient waited for the next office visit. In some cases, it also frees up the doctors time to do a higher paying office visit.

How many hospital CIOs think about this shift in healthcare consumerism? My guess is that many are so overwhelmed by things like EHR complaints and cybersecurity challenges that most aren’t giving much of a 2nd thought to the shifting patient dynamics. Most of them have an idea that things are changing, but I imagine that most haven’t invested time and money in a way that will prepare them for this shift.

What’s your experience? Are hospital CIOs spending time on these changes? Should they be spending time on healthcare consumerism? What are the consequences if they don’t?