Finance and HR: Better Together in the Cloud 2018_Final Presentation.pdftechnology cloud machine learning chatbots e artificial intelligence internet-of-things blockchain hybrid as

Copyright © 2018, Oracle and/or its affiliates. All rights reserved. Copyright © 2018, Oracle and/or its affiliates. All rights reserved.

F i n a n c e a n d H R : B e t t e r To g e t h e r i n t h e C l o u d

Mike AndrusVP HCM Transformation

Oracle

Mary KilmerExecutive Director

Oracle Healthcare

Copyright © 2017, Oracle and/or its affiliates. All rights reserved.

WAREHOUSING

You can’t think of business as usual

REGULATORY COMPLIANCE

BUSINESS

TALENT CRISISWORKFORCE ENGAGEMENT

SIN

GLE

VIE

WO

FYO

UR

AC

RO

SSA

LLC

HA

NN

ELS

WIN

CU

STO

MER

S

SUPERIOR SERVICE LEVELRECRUITING

PROCESS STANDARDIZATION

OP

ERA

TIO

NA

L A

GIL

ITY

COST REDUCTION

IFRS15 & ASC606

INVENTORY MANAGEMENT

Fin

anci

al C

on

solid

atio

n

GLOBALEXPANSIONPROFIT

MA

RG

IN

PLANNING, BUDGETING & FORECASTING

PATIENT EXPECTATIONS

TRANSPORTATION

IOT

LOGISTICS

SOCIAL MOBILE

SEGMENT OF ONE

TECHNOLOGY

CLOUD

MACHINE LEARNINGCHATBOTS

MO

BIL

E

ARTIFICIAL INTELLIGENCE

INTERNET-OF-THINGS

BLOCKCHAIN

HY

BR

ID

SAA

SSO

CIA

L

DATA

3D PRINTING

OPEXCAPEX

REAL TIME

VIRTUALREALITYIN-MEMORY

BIG

DA

TAAR

PREDICTIVEANALYTICS DATA

SCIENCE

DRONESAUTONOMOUS DRIVING

VO

ICE

CO

NTR

OLL

ED

SENSORY DATA

GESTURECONTROL

UB

ER

Walgreens

UHGAmazon

Berkshire

Drivers

MergersCVS

Ris

k

Connected Care

Population Health

2

Google

Walmart

Healthworks

Niche Providers

Cohorts

Bundled Payments

Precision Medicine

ConsumerismQuadruple Aim

Consolidation


• Complicated payment methodologies

• Complicated organizations

• New Operating Models

• Focus on community care

• Changing priorities

• Standardization

• Growth

New Drivers Necessitate New Management Skills

3


• Challenges from new entrants

• Non traditional providers bring a new paradigm

• Focus on experience and consumerism

• Adoption of new technologies mean new skills

• Transformation

Convergence Necessitate New Management Skills

4


Competition for Caregivers

▪ Healthcare Industry unemployment at 2.4% (1.1% hospitals subsector)

▪ Turnover second highest since 2000 for hospital CEOs: 18%

▪ Average total turnover rate for first year healthcare employees: 23.8%

▪ By 2020, nearly half of all registered nurses will reach traditional retirement

Sources: US Bureau of Labor Statistics (August 2018), American College of Healthcare Executives (June 2018), Nursing Solutions Inc. (2018)


Linking Engagement to the Patient Experience

Leadership Development

Succession Planning

Mentoring

Staffing Models

Social Sourcing

Employee Engagement

Patient/Member Experience

58%Patient Safety Incidents between

engaged (top half) and disengaged

(bottom half) work units

+189%Median HCAHPS Overall rating

between bottom quartile and top

quartile organizations

Sources: Gallup 2016, Press Ganey 2017


CHRO Top PrioritiesWith major shifts in focus on population health, reduction in cost and improving patient experience, healthcare leaders are challenged to bring innovative strategies and practices to their organizations to ensure agile business functions and a workforce ready to meet the needs of a rapidly changing continuum of care.

❖ Leverage analytics to link employee performance and engagement with patient experience, cost and safety

❖ Develop leadership models and talent pipelines to align with rapidly changing and expanding organization structures

❖ Develop strategic workforce planning processes to model effects of shifting case mix and service lines on staffing needs

❖ Create employee relations environment that promotes improved patient safety & experience and addresses clinician burnout

❖ Integrate an increasing number of mergers & acquisitions into the organization more quickly

❖ Streamline processes and data for the increasing demands of compliance reporting


CFO Top PrioritiesWith major shifts in focus on population health, reduction in cost and improving patient experience, healthcare leaders are challenged to bring innovative strategies and practices to their organizations to ensure agile business functions and a workforce ready to meet the needs of a rapidly changing continuum of care.

❖ Streamline budgeting process and leverage rolling forecast as part of a more continuous financial performance monitoring process

❖ Support due diligence modeling and integration activities for mergers, acquisitions and affiliations

❖ Predict and manage the impact of changing payment models; value-based contracts, bundled payments, capitation

❖ Drive cost reduction accountability by getting actionable insights to leaders to help understand cost structures and inefficiencies

❖ Improve organizational access to clean, consistent & trusted data and cost measurement systems

❖ Develop models for prioritizing demands for raising and allocating capital, such as technology innovation


Chief Human Resources Officer• Enables Workforce Strategy• Ensures Compliance &

Governance• Aligns Talent to Meet

Corporate Objectives• Designs Employee

Engagement and Retention Strategies

• Develops Performance Initiatives & Succession Strategies

Chief Financial Officer• Develops Business Strategy• Oversees Mergers &

Acquisitions• Executes Financial

Stewardship• Establishes Long Range

Planning• Drives Corporate Forecasts &

External Reporting• Delivers Strategic Reports &

Analytics

Office of the CEO

Decisions

Profit Focused

Cost Cutter

Data Driven

Healthy Business

vs.

vs.

vs.

vs.

People Focused

Cost Center

Culture Driven

Happy Employee

The Opportunity for Collaboration


Chief Human Resources Officer• Enables Workforce Strategy• Ensures Compliance &

Governance• Aligns Talent to Meet

Corporate Objectives• Designs Employee

Engagement and Retention Strategies

• Develops Performance Initiatives & Succession Strategies

Chief Financial Officer• Develops Business Strategy• Oversees Mergers &

Acquisitions• Executes Financial

Stewardship• Establishes Long Range

Planning• Drives Corporate Forecasts &

External Reporting• Delivers Strategic Reports &

Analytics

Office of the CEO

Decisions

Profit Focused

Cost Cutter

Data Driven

Healthy Business

vs.

vs.

vs.

vs.

People Focused

Cost Center

Culture Driven

Happy Employee

The Opportunity for Collaboration


$Identifying Opportunity Executing Strategy

The “What” The “Who”

ActionableInsights“Why” and “How”


CFO and CHRO Are Business Partners: Healthcare Management is a Team Sport

Copyright © 2018, Oracle and/or its affiliates. All rights reserved. Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 13

Work Together to Achieve:

• Organization’s mission, vision and values supporting the goals and strategies that will push the organization forward

• Align the strategic planning with the talent needed to achieve new care models, new products, new technologies, new venues

• Synergy with Workforce Planning with Strategic Budgeting, Planning, and Modeling

CHRO and CFO: Business Partners for the New Healthcare


Work Together to Achieve:

• Care Costing managing care giver resources most effectively across the continuum

• Develop and enforce productivity metrics that fuel efficiencies and cost reduction – adding to the bottom line and funding transformation

• Embrace, adopt, train for new innovation and technologies utilizing AI, Machine Learning,

CHRO and CFO: Business Partners for the New Healthcare


Finance and HR Value Unified in the Cloud

OneUser Experience

One Data Model Universal

Reporting & Analytics

One Provider

Consistent look, workflow and reporting platform

More efficient and effective control with comprehensive security

Faster, easier innovation through a single provider


Streamline Finance and HR Operations

Organizational Hierarchy

• Drive approvals globally with single real time organization hierarchy

Segregation of Duties

• Centralize segregation of duties and policies across global organization

Access & Provisioning

• Everything from systems to assets

Role-Based Reporting

• Access the right information at the right time and in the form that suits your role

• Improve data integrity and control with single global employee definition

Employee Definition

Role Definition

One Data Model


Enterprise-wide Data that Provides the Full Picture

Direct real-time access to enterprise-wide data, no integrations required

Both preconfigured and easily customizable reporting & analytics

Customizable and role based dashboards

Correlated enterprise data that provides true business insights

Universal Reporting and AnalyticsHCM Data Finance Data


Source: MIT Technology Review: Finance and HR: The Cloud’s New Power Partnership 2017

HR and Finance: Power Partnership


Source: Aberdeen Group, Integrated HCM and ERP Solutions in the Cloud Lead to an Agile, High-Performing Healthcare Enterprise 2016


Proven Value Delivered

Avg. Back-Office Productivity

Speed of Processing Variable Compensation

Month-End Closing Speed

Sources: Oracle Customer Case Studies available on Oracle.com, Nucleus Research 2016

Time to complete employee reviews

Recruiter Productivity

5X

30%7%

-50%-2 mos.

System Costs

-29%


• Don’t stay in your traditional lane

• Respect each other’s point of view

• Speak with one voice- one governance approach

• Embrace cloud technology that supports a holistic operating model and business processes with a holisticplatform

• Plan and Execute the strategic vision where each dimension is valued- talent- revenue- etc.

• Utilize robust analytics with data visualization which Will support decision making and change management


Let’s Discuss!Submit questions online


Documents

Finance and HR: Better Together in the Cloud 2018_Final Presentation.pdftechnology cloud machine learning chatbots e artificial intelligence internet-of-things blockchain hybrid as