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Professor Keith McNeil
CCIO Health & Care
Confessions of a special forces
sniper…
…who’s in the crosshairs?
Parker-Hale 7.62
The path to…
…here & now
4
“This is not just about improving
technology;
this is all about improving clinical
care”
Current State of Affairs
• Worldwide
– Societies struggling with the sustainability and
affordability of modern healthcare
• resource vs demand & expectation
• What is driving all this…
– and what is the problem we need to address?
Healthcare in the 21st century
And… within this context
• The challenge is to deliver the “triple aim” of
modern healthcare:
– better clinical outcomes
– with a better patient experience
– with better affordability
• To respond to this new disease paradigm we need to change our thinking…
– Shift of focus from traditional acute episodic disease models
– How we engage patients in their health care
– How we embrace disease prevention
So…to the challenge
• We need to “disrupt” the way we think about
how best to provide care to an ageing
population with an increasingly complex,
chronic, co-morbid disease paradigm…
…implying:
• evidence based decision making
• thus a critical need for data, information & knowledge
Outline
• Disruption
• the stimulus for transformation
• Complex systems, chaos and entanglement
• the environment for innovation
• Information & the digital agenda
Disruption
• Provokes adaptation and change
• System level
• Need a disruption to provoke rapid change
• Rapid change = transformation (rapid evolution)
Disruption
• Unwelcome - Enforced• Yucatán peninsula meteorite
• GEC / HIV / Alzheimer's dementia
• Welcome - Serendipitous• penicillin / streptomycin
• X-rays
• Targeted = innovation• coronary stenting
But…
• Little if any evidence of effectiveness
• Thus… a clear need for data to
– evaluate changes made
– Inform an agile response to that evaluation
• stop an reconsider; or
• rapid spread and adoption of success
Established business paradigm
• Good-Fast-Cheap
– good care fast, but it won’t be cheap
– or, good care cheap, but it won’t be fast
– or, cheap care fast, but it won’t be good!
• The triple aim however is to provide:
– good care (better outcomes)
– fast (better experience)
– and cheap ! (affordable)
…in a world of competing logics
Global and local
economic crisisPolitical expectations
Corporate expectations
Public expectationPatient / consumer
expectations
Clinician expectations
Triple
Aim
Which brings us to this seeming paradoxWhich brings us to this seeming paradox……
Demand
(bespoke needs of
each individual)
Resource
(the whole system
perspective)
Vs
We need to “disrupt” the way we think
through this paradox
• Traditional thinking
– Based on linear system dynamics
• hierarchical decision making
• command and control dominant
• management vs leadership paradigms
• Is there another paradigm; and how do
data & information play into this?
The universe has its own versionThe universe has its own version……
Quantum physics
(fundamental particle
level)
Conventional physics
(the whole system perspective)Vs
Or put another wayOr put another way……
Nature’s solutions
• Whole system
– complex adaptive/chaotic systems
• Fundamental particle level
– entanglement
…these solutions are critically dependent on the flow & exchange of information
Complex Adaptive Systems
• Interdependent
– critical dependence on the flow of information
• Respond to feedback loops
• Obey the “law” of unintended consequences
• Based on “rules”
– in steady state 20-30% works in an hierarchical fashion
Health is a Complex Adaptive System
Political
expectations
Public
expectations
Clinical Services
Economic factors
Corporate
expectations
Patient
expectations
Clinician
expectations
How did we let it end up like thisHow did we let it end up like this!!
Information & Chaos
• Information brings order to chaos…
…data enables the reduction of uncertainty
• Our understanding of “chaos” is dependent on the quality of the information we have available
• Chaos is not random– It appears unpredictable because we aren’t
sophisticated enough to measure & interpret all the variables and variation in the data • ventricular fibrillation
Entanglement
• Quantum theory
– Complex systems are based on their most fundamental elements
• subatomic particles
– The system as a whole is ‘designed’ to ensure effective interactions between fundamental particles
• these interactions are information dependent
• interference of these interactions compromises the integrity of the system
Entanglement and Healthcare
• Like any complex system, healthcare follows the same principles
• The fundamental ‘elements’ of healthcare are the clinician : patient.
– their interactions (c1m every 36 hours across the NHS)
define the outcomes of the triple aim
• Quality, safety and clinical outcomes
• Patient experience
• Cost (affordability)
We need then to…
• Recognise healthcare as a complex, chaotic
system, and…
• design and set the system up to ensure the
fundamental (clinician : patient) interactions
are effective each and every time they occur
…so what does our system look like now?
Command and control heirarchies
Command and control
Challenger
NASANASA
NASANASA
NHSNHS
20th century NHS thinking…
• Grip
• Levers
Levers and Complexity
• A lever has a single fulcrum and moves/affects
one thing
• Complexity – law of
unintended/unanticipated consequences
Levers and Complexity
Cascade of unintended consequences…
…cascade of unintended consequences
Self organisation = organisational resilience
Risk paradigms
• Ultra safe – airlines
• Highly reliable – oil and gas rigs
• Unpredictable – healthcare
– need for organisational resilience
• relative risk
• ambiguity
Leadership in the Digital AgeCritical to dealing with complexity
• Allowing ecosystems to become self-organising
– fosters organisational resilience at every level
• Traditional hierarchy based governance will shrink as platform models (Google, Uber, Airbnb etc) become more prominent
– distributed decision making
• Less reliance on contracts and central enforcement
Leadership in the Digital Age
• Finding the best way of creating value and
improving customer (patient) experience by:
• defining who does what best
• determining who can contribute the most irrespective
of where they might sit
– engagement & empowerment
• Cost benefits flow as a result
Learn from the Best
• Uber, Air BnB, Amazon, Google, VISA etc
– Collecting, aggregating and analysing data, enables a
better understanding of demand, and reciprocally, a
better service can be provided in response
Leadership in the Digital Age
As in any age, leadership is critical to
encouraging and enabling innovation;
…and engaging and empowering those who
actually deliver healthcare
Paradigm Shift
E = mc2
Speed of light constant in a vacuum
“When people in leadership positions
begin to serve a vision infused with the
larger purpose, their work shifts
naturally from producing results to
encouraging the growth of people who encouraging the growth of people who encouraging the growth of people who encouraging the growth of people who
produce resultsproduce resultsproduce resultsproduce results”
Create the right environmentCreate the right environment
Innovation…“ the courage to fail”
“He who joyfully marches to music in rank and file has
already earned my contempt.
He has been given a large brain by mistake, since for him
the spinal cord would suffice.”
Albert Einstein
The digital Health Agenda:
what, why & how
The Digital Agenda
• …which leads us now to why the digital agenda is the
key to delivering the ‘triple aim’ and
transformational change in healthcare
– Why the effective flow of information is critical
– And why data & information underpin the delivery of
tomorrow’s medicine
Life is all about information
The Big Bang
DNA code
Patient outcomes
Observation, meticulous documentation and analysis of
data
Pasteur
Osler
Semmelweis
Flemming
William Farr
1852
William Farr
1852
Jon Snow
1853
1948
• NHS was born
• Year when the “bit” was conceived
– Claude Shannon at Bell labs
Data data everywhere and not a bit to think!
Data is the new crude
• Unrefined it cannot be used. It has to be changed into petrol, plastic, chemicals etc to create a valuable entity.
• So must data be broken down & analysed for it to have value
“Endow that data with relevance and purpose”
Data
• Last 2 years
– More data generated than in all human history
• Most people can handle up to 3 complex thought processes
– An intelligent person can process and deal with 5
– A genius can handle 7
• We are now dealing with hundreds of data inputs!
Why digital?
• Big data sets need “big data” analysis
– 100,000 genome = 21 petabytes
• 1 Pb music – 2000 years of continuous playing!
• Opportunity for use of AI & machine learning
– reliant on accurate longitudinal data sets
Artificial Intelligence
“The task is not so much to see what no one has yet
seen,
but to think what nobody has yet thought
but which everyone sees”Arthur Schopenhaur
What is needed
• Every 36 hours c1million patient interactions
occur across the NHS
– ‘all’ our data is derived from these interactions
• Capture the information from each & every
one of those interactions
There is a better way!
Our Aim
• Create learning/knowledge based organisations; at all levels
– use information & knowledge to make more informed and therefore better decisions
“Individuals discipline their own performance through organised feedback from this data”
Peter Drucker
Clinician-Patient
aggregated data
sophisticated analysis
Information &
Knowledge
Research
Intelligence:
business
public health
Clinical intelligence
Towards a learning & knowledge
based system
“Virtuous Circle”
Clinician-Patient
aggregated data
sophisticated analysis
Information &
Knowledge
Research
Intelligence:
business
public health
Clinical intelligence
Audit
Education and
training
CPE
Personal outcomes
internet
apps
wearables
…and beyond, towards
precision medicine & sustainability
‘omics’
diagnostics
consent
Machine
learning/AI
analytics
System Sustainability
The Two Keys to Unlocking the Productivity Paradox
Improvements
in the
technology
Reimagining
the work
itself
Reference: Erik Brynjolfsson, MIT
…but this is not just about technology
This is about
patient outcomes
Delivered in a sustainable system
• Efficiency
– Intrinsically dependent on flow of information,
which allows:
• alignment of systems & processes
• avoidance of duplication & unintended variation
– Saves time
• one of our most precious resources
How we are doing this
• Ensure that information is captured as part of
the care giving process
– each & every one of those 1m interactions
– standardised and structured wherever possible
Building an integrated, ‘paper-free’ health and care system 10 domains with 33 programmes
The 2020 Strategy
• Simply, these programs
• Enable structured/standardised data collection from across the system
• Enable that data to be distributed across the system
• Encourage innovative ways of capturing data– wearable's, apps etc
• Facilitate analysis and application of data at multiple levels– local, population, cohort, metadata sets, ‘big’ datasets
Where we are we now…
Where we want to be…
• A learning & knowledge based organization at
all levels, at the cutting edge of digital
medicine, where:
– individuals use data to drive their own Q
» improving patient and organizational outcomes
– learning and benefits are shared across the system
– system sustainability and enhanced effectiveness is embedded
PORTFOLIO MAPPING
Better Health & Patient Outcome Better Care & Patient Experience Better Value & AffordabilityBetter Health & Patient Outcome Better Care & Patient Experience Better Value & Affordability
Empower the person
NHS.uk(2. NHS.uk)
Digital Tools Library
(3. Health Apps Assessment and
Uptake)
Developers’ Ecosystem(3. Health Apps Assessment and
Uptake)
WiFi & Home Page(31. WiFi)
Personal Health Record(4.Widen Digital participation 16.
Personal Health Record )
NIB Patient Reference Group
(6. Patient relationship management)
Support the clinician
Provider Digitisation & GDE Prog
(21. Provider Digitisation )
Digital Academy & Workforce Education
(24. Building a Digital Ready Workforce)
Digital transformation in general practice(9. General practice systems & services, 11. GP Transformation, 12. GP Data Implementation)
Wider uses of Summary Care Record(14. Interoperability & Architecture)
E-Prescribing
(17 Digitising community pharmacy and medicines , 18, Pharmacy supply chain, 19. Integrating
pharmacy across settings)
Decision Support
(5. Clinical Triage Support, 7. Access to Service Information)
Strategic Clinical Reference Group Clinical Requirements
Integrate services
Care of the Elderly
(13. Integration projects)
Care of the Elderly
(13. Integration projects)
Manage the System Effectively
Patient Identity (1. Citizen Identity, 33. National Opt Out)
Information Governance & Transparency (29. NHSMail2 , 32. Data and Cyber Security , 33. National Opt Out )
Interoperability & Enterprise Architecture (14. Interoperability and Architecture, 28. Spine 2 , 30. HSCN)
Personal Health Records & APIs for Apps (16. Personal Health Records, 3. Health Apps Assessment and Uptake)
API/Standards (7. Access to Services Implementation, 14. Interoperability and Architecture)
Individual
Sustainability & Transformation Plans
Analytic and Reporting Capabilities
WH
AT
HO
WIN
FR
AS
TR
UC
TU
RE
(£
65
8m
)S
YS
TE
M
CO
NS
TR
UC
TS ALB / commissioning organisations Provider organisations
NHS First
(2. NHS.uk )
NHS First
(2. NHS.uk )
Social Care
(15. Social Care Programme )
Social Care
(15. Social Care Programme )
CDOCDO CCIOCCIOCD&ICD&ICIOCIO
Have we got it right ?… perspective
Children see nine dolphins –
they see the truth
We see what we want to see
This is a test to determine if you
have a corrupted mind.
If you don’t find the dolphins
within six seconds, your mind is
corrupted
This is all about patient safety and outcomes
…not technology!
A leap of faith?
There are 10 types of people in the world…
There are 10 types of people in the world…
…those that understand binary and those that
don’t
“… and so we come full circle,
to the place from which we set out,
and see it for the first time”
T.S. Elliot
So who is in the crosshairs?
• We all are:
– Leadership at all levels
– Embrace and embed digital technology in new
ways of working
– Maintain the focus on our patients and those who
deliver care
100,000 genomes