Healthcare Industry Innovates to Deliver for the Digital Patient

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Healthcare Industry Innovates to Deliver for the Digital Patient

Healthcare Industry Innovates to Deliver for the Digital Patient 2

Research from Gartner: 5 Habits of Other Industries That Healthcare Can Apply to Improve Healthcare’s Consumer Engagement 6

About Hexaware 14

Breakthrough innovations and disruptive advancements in technology are taking place at such a rapid pace that while the landline telephone took 75 years to garner 50 million users, it took Twitter only 2 years to get an equal number, on an incremental plane. Digital’s globe-shaking power is ubiquitous, and the rippling effect is evident in the culture, environment and the economy we live and breathe in. We as consumers are always on the lookout for the next big thing and are fast being spoilt for customized, curated, personalized and on-demand experiences. Businesses today deal with highly aspirational, intensively connected and acutely aware customers who have the whole world selling to them.

Today’s customers engage, appreciate and associate with brands that provide delightful and immersive customer experience (CX). Like all other industries, healthcare providers are also not immune to the unique market dynamics that mold demand for superior customer experience. Patients have come to expect from their healthcare providers experiences that mirror what they enjoy in retail or hospitality.

The US healthcare industry is one of the largest known industries in terms of revenue generated and is a key economic driver. According to the Centers for Medicare and Medicaid Services, the US healthcare spend was a humungous $3.5 trillion in 2017 and is expected to be higher in the coming years. Healthcare providers are gearing to meet a steep rise in patient demand, primarily driven by an aging baby boomer population and rise in chronic illnesses.

We at Hexaware believe these exciting and challenging times call for a drastic change in how hospitals and healthcare providers tackle the all-important patient experience or PX, which is a significant digital transformation driver.

Customer Takes Center Stage

Patient-centric care is empowering in that the patient is the primary source who emanates data and information. Based on this data, and in deference to the patient’s needs, wants and preferences, information is shared with clinicians, family members and caregivers to improve treatment outcomes.

Healthcare providers have to play the role of responsible enablers. To drive proactive engagement, healthcare providers must ensure patients enjoy original and rewarding PX, both inside as well as outside the hospital.

Healthcare Industry Innovates to Deliver for the Digital Patient is published by Hexaware. Editorial supplied by Hexaware is independent of Gartner analysis. All Gartner research is © 2019 by Gartner, Inc. All rights reserved. All Gartner materials are used with Gartner’s permission. The use or publication of Gartner research does not indicate Gartner’s endorsement of Hexaware’s products and/or strategies. Reproduction or distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner’s Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see “Guiding Principles on Independence and Objectivity” on its website.

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Patient-centric care allows all members of the care team to collaborate and realize the Triple Aim of Healthcare of excellent patient satisfaction, lower costs and better population health outcomes.

But is it easy to achieve this?

Hospitals and healthcare providers cannot be viewed as purely for-profit businesses. Patients are not the typical customers and in most cases are not very happy being in the hospital in the first place. Immediate customer satisfaction is the ultimate goal of customer service, but this is not practical in the highly subjective and unique environment in healthcare organizations. The tight bond between caregiver and patient also complicates the unique service business of healthcare because at times what the customer wants is not the best or ideal solution.

Patient experience revolves around the integrated nature of a healthcare encounter, which includes all interactions the patient has across the continuum of care, and it drives clear and measurable outcomes. So, is it possible for healthcare providers to design PX similar to how CX is designed in other sectors?

If the healthcare sector wants to provide the same ‘wow experience’ to customers that many other industries pride themselves in, then it is time to meet the customers where they usually hang – online. Andrew Davis, the author of Brandscaping, means business when he says, “If you want to build a relationship with a prospect, you need to be constantly bumping into them.”

The latest forecast by Gartner, Inc. projects worldwide IT spending to touch a massive $3.8 trillion in 2019. This is a 3.2 percent jump from the $3.7 trillion spent in 2018. Healthcare providers are expected to follow suit and invest in population health management, cloud infrastructure, CRM and varied information management systems, among a host of other initiatives.

Healthcare Recognizes Role of Digital PX

Hexaware is at the forefront delivering cutting-edge solutions to healthcare providers and enabling customer-centric, digitally powered, and sustainable care models. We believe accessible and useful data puts immense power in the hands of providers and patients, ensuring stellar care delivered globally. The CIO survey we conducted in collaboration with Gartner throws light on some interesting facts.

68% of healthcare payers cited improving consumer engagement and experience as one of the top three initiatives their IT organization is expected to enable in 2018. Among healthcare providers, 85% of respondents believe the success of improving patient experience and engagement is either moderately or highly dependent on IT. The time is just right for you to step on the pedal with digitalizing CX/PX efforts.

In the endeavor to go digital with PX initiatives, healthcare providers have to look at smart gadgets first. Smartphones place an unfathomable amount of information right in the pockets of customers. They are also intimate means of communication and hold a significant amount of personal data including financial and health information.

Smart watches, consumer medical devices, wearables, and fitness trackers are all digital devices that can access vast amounts of personal information and share it with caregivers for greatly improved treatment outcomes, post-operative care and continuous monitoring.

If healthcare providers can transform their technologies and stay connected to patients as they go about with their lives, then this could be a game changer to how PX is typically delivered in healthcare settings.

Healthcare providers need to digitalize PX and ensure it delivers not only superior treatment outcomes but also satisfying and engaging patient interactions.

How Other Sectors Have Aced the Game

Customer experience is not a destination you arrive at. It is a continuous and evolving journey where you need to anticipate and predict the next thing your customer needs or demands for compelling PX.

You need to have a deep understanding of your customer, and design proactively to meet her future needs.

If you are planning a vacation, your smartphone can help get things done end-to-end. Start by checking out popular travel bloggers, Pinterest, Lonely Planet guides or travel websites. Subsequently, you need to sort through the plentiful online reviews and user-generated content on popular destinations, shortlist favorite options, visit travel and hotel fare aggregator sites, zero in on most suitable and cost-efficient airline and hotel reservations, and make your bookings online. Web check-in allows you to skip long waiting lines at the airport and mobile key allows you seamless parking to elevator to suite journey.

Healthcare industry needs to aim at providing the same seamless, synchronized, intuitive and highly helpful patient experience. The best ways to do this include;

1. Enable Employees

CX is an extension of brand reputation and corporate culture; to deliver the best PX healthcare providers need to turn their attention to their first customers; clinical teams. Empowered, rested and stress-free employees will be able to provide better care delivery.

It is important for care managers, nurses, physicians and the entire care team to stay motivated and focused on delivering safe and high-quality care. Healthcare professionals are passionate, committed and work to reduce the suffering of their patients. It is critical that this passion for service continues to glow brightly. How can you enable employees and driver improved PX? The proactive steps include;

• consistent and comprehensive training programs

• regular updates on compliance and regulatory requirements

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• access to robust digital technologies that make work effective and easy

• strong HR involvement in employee engagement and PX initiatives

• employee listening programs

• strong performance management, rewards and recognition programs

Home-based caregivers are often overlooked but are delivering critical care to elderly, disabled or chronically ill patients. They also enable value-based care and reduce readmissions. Burnouts are quite common among sole caregivers who are often managing full-time jobs and young children of their own, in addition to administering care to ailing parents or other family members. Digital health initiatives can be tailored for caregivers who are essential to preventive care delivery. Some examples include;

• Telehealth monitoring systems help capture vitals from the patient and safely transmit data to the patient’s doctor or primary caregiver. This enables physicians to coordinate with caregivers and deliver better care, allows evidence-based remote monitoring and reduces caregiver stress.

• Connected personal response systems help patients raise the alarm when hurt or ill, and assist in coordinated care.

2. Make Access Easy

Smart caregiving technologies are intuitive and learn from user interactions of patients and caregivers. Voice-based technologies are catching pace, and ambient listening devices are expected to improve clinician experience by listening for documentation points, taking notes and placing orders as specified in physician-patient interaction. Siri, Alexa and Google Assistant do not yet offer scalable applications in healthcare but are increasingly focusing on health and wellness.

Medication management apps, brain health monitors and online coaching programs for caregivers are some examples of intuitive technology use where user behavior determines outreach.

Providing a delightful experience on the lines of hospitality will require more patient-facing technologies that help the end users manage and improve their care and physician interactions. The catch is, care in itself is not innovative, the new ways to communicate and collaborate are.

3. Tap into Wearables

Wearable technology has revolutionized user experience and has heralded the tipping point time in man-technology collaboration.

225 million wearable devices are expected to be shipped worldwide as per latest Gartner forecast. This is an increase of 25.8 percent from 2018. Consumers are expected to shell out a whopping $42 billion for wearables in 2019, and $16.2 billion of that will be on smartwatches.

Wearables are increasingly used across a range of industry settings. Head-mounted devices, smart glasses, bracelets and wrist-worn devices, sensor-fitted smart clothing, connected helmets, smart finger rings, and worn-on-ear devices are widely used to improve productivity, safety, cost savings and employee engagement.

Wearables have immense potential in healthcare to facilitate and improve collaboration between payer, provider and patient, enable a shift to value-based care delivery and drive population health programs. Wearables that track and provide real-time data on heart rate, blood pressure, physical activity level, sleep duration, breathing patterns, blood glucose level etc. improve patient care drastically and help patients take center stage in managing their health and wellbeing. This critical data, with permission from patients who have opted into data sharing, can help healthcare providers gauge the current health status of users.

Patient experience is the biggest gainer of wearable health technology. The rich data around clinical and wellness values are collated, organized and analyzed to provide valuable consumer insights into the effectiveness of population health campaigns. Population segments at risk can be identified, timelier interventions can be planned, and personalized population health marketing campaigns can be conceptualized. The high level of personalization of health initiatives improves PX and builds deeper engagement between patients and providers.

New Emphasis on Population Health

Population health has emerged as the single most important strategy to ensure universal care. With a huge influx of new lives to be covered and value-based reimbursement structure, payers and providers are focusing on preventive care and improving the quality of services and patient outcomes. Primary preventive care and continued care of the chronically ill and the aged to reduce readmissions have become a priority to both payers and providers.

Healthcare providers are increasingly aware that preventive care programs require proactive patient engagement and participation in continued care. Digital health technology helps drive this.

CarrotCube – Your Go-To Population Health Platform

Hexaware, a global powerhouse in strategic, digital and technological services and consulting, has collaborated with Salesforce to launch CarrotCube, a new-age integrated population health management platform.

Keeping the user at the center and gathering a 360-degree understanding of the person, CarrotCube helps users achieve and maintain their medical and wellness goals. The feature-packed platform actively engages with the entire care community through telemedicine and remote monitoring in compliance with HIPAA and HITECH requirements. Our platform is the perfect solution for healthcare providers shifting to value-based services and helps reduce readmissions and cut unnecessary costs.

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CarrotCube is an effective PHM platform that bridges the gap between EHR and insightful and actionable data required to form a real-time picture of patient health. It captures relevant and timely patient health data, and helps providers build meaningful interactions with users.

The platform integrates into your existing technological environment. You can either pick specific modules of the platform for implementation or can leverage existing business modules of the hospital and integrate into the platform. CarrotCube also has a proactive service layer to it, where we help hospitals through every step of setting up till management. We also provide continued services.

CarrotCube can be an ideal partner to healthcare providers in patient engagement, data capture and analytics if;

• you are looking at improving patient experience, safety of care and timeliness of care

• you are implementing more preventative care measures for patients, and looking to reduce readmission costs, or increase annual shared savings

• you are striving to improve chronic care management, especially amongst high and rising risk patients

• you are moving to value-based care models

• you are looking to engage with patients more effectively around their health

A scalable, robust and interoperable population health management (PHM) platform is critically important to driving effective value-based care. It is also imperative that the solution aligns itself with your requirements, unique use cases, patient population characteristics, existing/maturing technical capabilities and future growth needs. CarrotCube provides comprehensive support to people, processes, and workflows across the entire care lifecycle to deliver superior treatment outcomes, reduced readmissions and excellent preventive care.

How CarrotCube Redefines Population Health Management

CarrotCube redefines PHM by delivering superior patient engagement through an intuitive, easy and delightful user interface that is accessible across multiple devices and mobile platforms, and by vastly improving value-based care delivery through relevant, timely and real-time clinical data, smart analytics and insights that enable decision making.

Key Features of CarrotCube Population Health Platform

1) The industry’s only unified platform for patient engagement and care team collaboration, built to care for the whole person

2) Pre-built industry leading components for a patient registry, risk stratification, patient education, and device integration

3) Meaningful use of data and HIPAA compliant

4) 508-compliant technology to help in pill identification

5) Implementation in weeks, not years

6) Accelerators for integration with EHR/EMR other systems

7) Low cost of ownership

A population health platform succeeds when it is used optimally by patients by collaborating with care providers, engaging family and communities and extracting best treatment outcomes. This, in turn, brings down rising readmission costs, improves the quality of care and places patients at the center of care.

The core principle of population health management, namely value-based care, revolves around outcomes and costs that are measurable, engages specific and well-defined population segments, and provides customized preventive or timely interventions for the segments of the population.

CarrotCube delivers on all aspects of population health. Some of the capabilities include;

a) Helps set wellness and health goals for users, and designs physical and digital programs to achieve and maintain them

b) Provides on-demand virtual consulting programs that are regularly updated to ensure compliance

c) Track positive health outcomes with evidence-based care planning

d) Quality analytics

e) Supporting multiple user roles within care settings, ensuring insight can be provided at all stages of the care continuum

f) Drives wellness programs encouraging healthy living

g) Ability to customize patient education and awareness content to user needs

h) Services beyond medical care such as mental health counseling and behavioral health support.

i) Helps achieve higher scores in the patient and care team collaboration domain under Provider and Hospital-based Value Quality programs

With the powerful, scalable and versatile CarrotCube Population Health Platform, healthcare providers can derive several benefits and evolve into a patient-centric and outcome-based care provider.

Source: Hexaware

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Healthcare CIOs are scrambling to improve consumer and patient engagement. We present effective consumer engagement habits from other industries, apply them to healthcare and discuss how healthcare organizations can improve their consumer engagement.

Key Findings

A study of industry leaders within highly consumerized industries reveal they are skilled at:

• Connecting consumer engagement with business value

• Using voice of the customer (VoC) programs to ensure consumers are represented in decisions

• Fostering relationships with consumers

• Effectively using consumer journey maps to identify and prioritize consumer experience (CX) efforts

• Recognizing the criticality of a consumer’s digital experience

Recommendations

Healthcare CIOs leveraging it for effective healthcare consumer, member and patient engagement should:

• Adopt the top five habits of industry leaders within highly consumerized industries as foundational goals for their consumer engagement efforts.

• Establish an executive guidance council to provide support by forming a cross-functional and cross-business-unit team consisting of the executive leadership of functional departments that interact directly with consumers.

• Adopt an outside-in perspective on experience and engagement by creating consumer personas recognized across the enterprise and defining value from that perspective.

• Build IT capabilities to engage and develop longitudinal relationships directly with

consumers by investing in consumer engagement and experience technologies.

Introduction

A study of industry leaders within highly consumerized industries reveals several ingrained habits that clearly contribute to their success in engaging consumers. In this note, we present five of the top habits. Healthcare CIOs can use these habits to take a leadership role in creating longitudinal engagement of consumers. By doing so, they can accelerate the benefit of consumer engagement while avoiding inconsistent consumer engagement, technology incompatibilities and wasted time in explaining symptoms of incompatible initiatives that are driven by disparate initiatives across their enterprise.

In the past, most healthcare organizations focused on engaging consumers episodically within a narrow portion of a consumer’s health journey. Healthcare providers engaged patients and insurers engaged members, while pharmaceutical companies engaged patients, healthcare professionals and research trial participants. Today, engagement goals are changing in lock step with changes in the business. Engagement is expanding to mirror the increasingly longitudinal role a healthcare company has within a consumer’s health journey. Healthcare organizations of all types are beginning to compete for the engagement of consumers, each with the objective of influencing them to become one of their members or patients in competition with other healthcare organizations.

The desire to engage consumers is powering substantial investments within consumer engagement technologies by healthcare companies across all market segments. In Gartner’s 2018 CIO survey,1 68% of healthcare payers cited improving consumer engagement and experience as one of the top three initiatives their IT organization is expected to enable in 2018. Nineteen percent of life science CIOs cite clinical trial patient engagement (m-health, mobile applications, portals, sharing and clinical trial data transparency) as one of their top five 2018 priorities based on their organizations’

spending plans. It is also very clear that IT has a critical role in the engagement of consumers. Among healthcare providers, 85% of respondents believe the success of improving patient experience and engagement is either moderately or highly dependent on IT.

Across the board, engagement is a priority, and CIOs are being inundated with independent requests for engagement initiatives from nearly all business units, service lines and functional departments within their organizations. The independent nature of the requests has created a material risk that engagement initiatives will be built on a partial view of the consumer based on isolated data reflective of isolated moments of interaction. Just as a chain is only as strong as its weakest link, a fractured approach to engagement can result in the failure of all engagement efforts. Successful engagement requires a strong understanding of consumers’ articulated and unarticulated needs across their entire health journey, not just isolated moments. It requires enterprise processes, tools and mechanisms to drive systemic improvements in CX. And it requires the ability to measure and report on the success of engagement investments to create value for the enterprise.

Analysis

In our cross-industry review of companies with exemplary consumer engagement, we identified five effective habits of consumer engagement proficiently practiced by all of the industry leaders. We then applied a healthcare lens on these habits to identify how healthcare CIOs can use them to lead their organizations in establishing a cohesive consumer engagement strategy. The following habits are appropriate globally for CIOs within life science, payer and provider organizations.

Habit No. 1: Leading Consumer Engagement Companies Are Skilled at Connecting Consumer Engagement With Business Value

To be effective, consumer engagement initiatives must directly contribute to the business objectives of the organization. Indirect or nuanced contributions do not

Research from Gartner:

5 Habits of Other Industries That Healthcare Can Apply to Improve Healthcare’s Consumer Engagement

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FIGURE 1The Business and Financial Value of Engagement

meet this threshold. Highly consumerized industries like retail, high tech and finance have successfully quantified engagement’s contributions to business value creation (e.g., revenue growth, increased average revenue per customer, cost reduction). They create data-driven estimates of impact, and they hold themselves accountable for meeting their goals. The strength of the connection between consumer engagement initiatives and business value has a direct correlation with the amount of funding allocated for solutions that enable, manage and deepen engagement with consumers.

In Gartner’s 2017 Customer Experience in Marketing Survey,2 we asked chief marketing officers, “Has your company calculated the

business or financial value of improving customer experience (CX)?3” As Figure 1 illustrates, almost 50% of companies within all industries have calculated the value. Nearly 60% of companies within highly consumerized industries have done so. Healthcare organizations tell a different story. Only 20% of healthcare organizations have calculated a positive relationship between engagement and business or financial value. Moreover, 47% of them attempted and failed to calculate the business or financial value of engagement.

Compared with other industries, healthcare organizations are comparatively immature in their ability to quantify the benefits of engagement. Leading consumerized

industries are almost three times more likely than healthcare to have calculated the positive relationship between consumer engagement and business or financial value creation. The first and most important habit that healthcare organizations can develop is learning how to calculate and communicate the business or financial value of engagement.

Habit No. 2: Leading Consumer Engagement Companies Use the VoC to Capture and Describe Consumer Expectations, Preferences and GoalsLeading consumer engagement companies have developed the habit of understanding

Source: Gartner (June 2018)

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the expectations, preferences and goals of consumers, and developing products and services accordingly. In these companies, IT is on the front lines using VoC capabilities to collect data and measure CX, VoC strategy development, and design. Within these companies, CIOs have developed an intimate understanding of the VoC.

The purpose of a VoC program is to collect feedback from multiple sources in order to help organizational leaders understand customers’ perceptions and experiences when they engage with an organization across all engagement channels. The VoC program provides timely and relevant insights that can help drive systematic improvement of the CX. It collects and analyses VoC data, and manages actions arising from the vast array of customer feedback available both inside and outside the organization.

Leaders in consumer engagement are spending money on VoC initiatives. In Gartner’s 2017 Customer Experience in Marketing Survey, we found, as a percentage of the total marketing budget, the average investment in VoC across all industries is 50% greater than the investment level of healthcare providers. The high-tech industry spends nearly twice as much as the healthcare industry.

Within healthcare organizations, the initial investments in VoC programs are yielding results commensurate with executive commitment. Aspen Healthcare (U.K.) is an example of provider VoC leadership. Aspen identified patient experience as one of its three quality priorities, along with patient safety and clinical effectiveness. This focus has resulted in 97% of surveyed patients saying that they were “extremely likely” or “likely” to recommend an Aspen Hospital. This gives Aspen a Net Promotor Score (NPS) that ranks among the best of health systems globally.4 Payers have seen a commensurate benefits from consumer centricity within wellness, prevention and chronic care management programs.5 Life science organizations have seen substantially higher rates of clinical trial retention by focusing on patient engagement.6

It is time to graduate beyond placing an empty seat at meetings to represent the patient. Or expecting that a panel of patient representatives can represent the rich diversity of your members and patients. The time has come to build a formal VoC program that collects and analyzes data-driven decision making capable of underpinning strategic consumer engagement programs.

In “Build a Voice-of-the-Customer Strategy to Harness the Power of Customer Data,” we describe the steps CIOs should take to develop a VoC strategy:

1 Assess how VoC data and insight could be used to maximize the impact of your VoC investments. Go beyond common measures of tracking episodic customer satisfaction, NPS, or Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) scores.

2 Inventory, identify and fill skills and resource VoC gaps within the IT team. Assemble the requisite resources to perform necessary tasks, including governing the VoC initiative, executing surveys and dashboards, and producing customer data analyses.

3 Define the operating model, and recognize necessary interdependencies. Produce a plan with defined responsibilities, secure budget, and select vendors, platforms and partners.

We have included recommended reading and representative VoC vendors in Note 1.

Habit No. 3: Leading Consumer Engagement Companies Build and Manage Consumer RelationshipsEnterprise CRM systems track, monitor and manage all interactions and engagement with consumers. Adoption of these systems is widespread. In 2015, CRM became the largest segment within enterprise application software as it overtook the ERP application software market. In 2016, CRM represented 22.1% of the enterprise application software market. In 2017, the CRM market was predicted to overtake the DBMS market to become the largest of all software markets.7

CRM differs from an electronic health record (EHR) system, a claims administration system or a trial management system because it creates a relationship and manages engagement with a consumer well before the individual becomes a patient, member or trial participant.

Highly consumerized industries have been adopting CRM systems for several years. The banking industry deployed 15.6% of CRM systems in 2016. The communications, media and services industry deployed over 25% of all CRM systems in 2016. Healthcare providers only deployed 5.4% of all systems.5 The percentage of CRM deployments completed within the health insurance or government industries is only slightly higher than that of providers. Life sciences didn’t even make the list of top 12 industries using CRM.

Almost all healthcare payers now use a CRM system to manage member relationships, with many payers expanding their CRM to manage consumer relationships. In the 2018 Gartner CIO survey,8 68% of payers cited investments in consumer engagement and experience as one of their top three initiatives. Ten percent of payers cited CRM as the most important technology investment alternative to help them differentiate and win the market.

Healthcare providers have been using CRM on a small scale to manage relationships with physicians and benefactors. Surveys indicate CRM is currently in use by 65% of all healthcare companies, primarily for these purposes.9 Although leading providers are currently investing in CRM to create and manage consumer relationships, there is not a widespread perception that CRM investments are critical contributors to the corporate strategy. In the 2018 Gartner CIO survey,1 only 3% of healthcare providers cited CRM investments as the technology area where the organization will be spending the highest amount of new or additional funding in 2018. Only 2% cited CRM as the most important technology to win on the competitive playing field.

Today, healthcare organizations are considering deploying one, or possibly more CRM solutions. In the race to establish consumer relationships, healthcare

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organizations now run the risk of having multiple systems attempting to manage a relationship with a consumer. These systems have different sponsors, frequently resulting in multiple messages from varied groups being sent to consumers and creating noise and mixed messages that degrade consumer trust. Healthcare companies must begin to look at the long-term coexistence of key relationship systems (claims, EHR, consumer, population health management). We recommend CIOs use the healthcare consumer engagement hub framework to connect systems and create longitudinal engagement and relationships with consumers.

By now, you have probably started the process of assessing the business opportunity and market alternatives for CRM. Note 2 provides you with recommended reading and representative healthcare CRM vendors that can help you accelerate the process.

Habit No. 4: Leading Consumer Engagement Companies Find That Consumer Journey Maps Are Effective at Identifying and Prioritizing CX EffortsIn Gartner’s 2017 Customer Experience in Marketing survey, we found 47% of cross-industry companies have developed consumer journey maps and use them effectively to identify and prioritize CX efforts. An investigation of these companies revealed they have demonstrated superior skill at:

• Providing superior products, services, content and features by better understanding customers’ needs and expectations

• Removing organizational inside-out thinking that is leading to encounter-based disjointed experiences

• Identifying potential for continuous improvement and long-term innovation

• Prioritizing where to focus customer efforts and resources by identifying the strongest influence on consumer satisfaction

• Leveraging customers and their journeys as a rallying point to build organizational consensus and collaboration, and attain financial support

Most healthcare organizations have only begun the process of mapping consumer journeys. Only 24% of healthcare survey respondents considered consumer journey maps effective in identifying and prioritizing CX efforts (see Figure 2). Although healthcare organizations show a similar level of interest in creating customer journey maps as do other industries, they are roughly half as effective in using them for prioritizing actual CX initiatives.

FIGURE 2Cross-Industry Investments in Customer Journey Mapping

Source: Gartner (June 2018)

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Mapping consumer health journeys is difficult because of the complexity of healthcare journeys and the wide variety of patient segmentations that require journey mapping. Customer journey mapping faces the following challenges. A frequent failure to prepare the enterprise for the collaboration and data integration needs of a customer journey mapping exercise often leads to inefficiency and diminished results such as:

• A lack of inside-out perspectives and processes, which distorts the perception of consumer value and experience measurements

• A tendency for marketers to prioritize the visual representations of customer journey maps rather than the vital insights, actions and expected outcomes

Across all industries, we find the chief marketing officer (CMO) leading most customer journey mapping efforts. However, the CMO tends to emphasize engagement goals of attracting consumers and converting them into customers. Few CMOs consider consumer engagement from the perspective of increasing clinical outcomes or lowering costs of care. Outside of competitive markets, healthcare organizations may lack a strong CMO altogether. These organizations are challenged to either create or fully leverage a journey mapping effort.

Outside of the U.S., consumer engagement is increasingly being used to help identify consumers at risk of illness. This risk stratification leads to earlier diagnosis and less-invasive treatment. As the consumer becomes a patient, engagement is used to increase patient activation, resulting in improvements in care outcomes directly correlated with the level of patient activation.10 These clinical outcomes typically result in the Chief Medical Officer being assigned journey mapping.

Organizations responsible for the health of a population tend to assign a population health management executive to journey mapping. This reflects the benefit of engaging and activating chronic care patients to become

active contributors toward achieving their health goals.

Increasingly, the journey mapping process requires cross-organization representation from marketing, clinical, care management, nursing, physician practices, and most importantly, IT. The CIO has become the common enabler of engagement. As such, the CIO is often the most effective person to lead a journey mapping initiative and subsequent improvements. In order to be successful, the CIO needs customer journey analytics (CJA) tools. These tools are capable of:

• Tracking and analyzing the way customers use available communications channels to interact with an organization

• Creating a comprehensive view of customer journeys and channel performance using journey visualization capabilities that provide the insight needed to continuously improve CX

Healthcare organizations that have not created consumer journey maps, or have created them but do not find them effective, should consider CJA solutions. See Note 3 for a list of representative vendors and recommended reading.

Habit No. 5: Leading Consumer Engagement Companies Recognize the Criticality of Consumers’ Digital ExperiencesToday, consumers expect to bank anywhere and at any time without visiting a bank, purchase music or books without visiting a store, and purchase insurance without visiting an agent. For these services, the relationship between the company and the consumer is entirely digital. It is built, monitored and managed using digital experience platforms (DXPs).

A DXP is a rationalized, integrated set of components on which websites, portal sites and mobile apps can be built, deployed and continually improved. A DXP provides a uniform foundation for engagement and interaction with audiences, be they partners, employees, consumers, citizens or patients.

Core components of a DXP include:

• Internal- and external-facing portals

• Web content management

• Content services

• Mobile services

• Search capabilities

• Web analytics and data management

• Orchestration and composition

• Integration and APIs

DXPs are a required capability within companies that provide goods and services primarily digitally. As a result, demand will increase end-user spending on DXPs at a compound annual rate of 14% over the period 2016 to 2021, to reach $18.4 billion in 2021.

Managing a longitudinal CX within digital interactions has proven to be very difficult within healthcare organizations. Challenges include:

• The vast amount of content creation, management and coordination required for multiple service lines and products

• The onerous coordinated governance of what is said, how it is said and when it is said — reflecting the vast number of stakeholders and their divergent interests

• The difficulty in weaving content together that is personalized, relevant and contextual to a health or healthcare event

• The prevailing focus on the marketing objectives of attracting and converting consumers

Healthcare company CIOs should recognize the importance of deploying longitudinal DXP tools. Each digital initiative is an opportunity to deploy a DXP. This includes website redesigns, mobile apps, clinical communication and collaboration (CC&C),

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integration and API services, social listening, or analytics. Every initiative should be an opportunity to take a longitudinal view of investments. Prepare now by forming a cross-company team of stakeholders to create a vision of a single digital front door responsible for comprehensive digital engagement with consumers. Identify the DXP required to support the vision and move toward the vision incrementally. See Note 4 for references to additional reading and a list of representative vendors.

Improving consumer and patient experience is, and should be, a top priority for CIOs across the healthcare industry. To meet demand, CIOs are being asked to complete multiple initiatives that often reflect the isolated interactions a business or functional unit has with the consumer. This approach frequently results in a disconnected journey for consumers that detracts, rather than enhances, a consumer’s experience. The leaders of highly consumerized industries have overcome these challenges by using techniques that have become habitual.

Recommendations

Healthcare CIOs:

• Adopt the following five habits of industry leaders within highly consumerized industries as foundational goals for your consumer engagement efforts:

• Become skilled at connecting consumer engagement improvements with increased business value. The strength of the correlation has a direct relationship to the amount of funding for consumer engagement initiatives. Remember to link your consumer engagement initiatives to revenue or market share growth. Measure your impact, and report on KPIs that reflect your accomplishments. Linking consumer engagement initiatives to revenue and market share growth may be the most important habit you can have.

• Become proficient at capturing and representing expectations, preferences and goals of the customer. Successful

CIOs use VoC programs to identify and prioritize closing the largest gaps in consumer expectations.

• Become the champion of building longitudinal relationships with consumers and understanding their health journeys. The longitudinal perspective is used to guide enterprise consumer engagement efforts.

• Map consumer journeys, and use the maps to effectively identify and prioritize CX efforts. CIOs use the map to create a balanced synergistic approach to CX improvement.

• Recognize the criticality of monitoring and managing the consumers’ digital experience. Use digital experience platforms to monitor and optimize cross-channel engagement.

• Establish an executive guidance council to sponsor and support enterprise initiatives. Start by forming a cross-functional and cross-business-unit team consisting of the executive leaders whose functional departments interact with consumers. The team will provide the executive guidance for enterprise consumer engagement efforts. It should establish a three-year common enterprise vision that defines clinical, experience and financial improvement goals from engagement, and review gaps in CX and engagement identified through VoC and consumer journey mapping efforts.

• Adopt an outside-in perspective on experience and engagement by creating consumer personas recognized across the enterprise and defining value from that perspective. Establish a common understanding of consumers’ orientation and experiences during their interactions with your organization.

• Build IT capabilities to engage and develop longitudinal relationships directly with consumers by investing in consumer engagement and experience technologies. Top considerations include

VoC technologies (see Note 1), consumer relationship management technologies (see Note 2), consumer journey analytics technologies (see Note 3), and digital experience platform technologies (see Note 4).

Evidence1 Gartner’s 2018 CIO Survey was conducted online from 20 April to 26 June 2017 among Gartner Executive Programs members and other CIOs. Qualified respondents were the most senior IT leader (CIO) for their overall organization or a part of their organization (e.g., a business unit or region). The total sample is 3,160, with representation from all geographies and industry sectors (public and private), including 124 healthcare providers and 58 health payers. The survey was developed collaboratively by a team of Gartner analysts and was reviewed, tested and administered by Gartner’s Research Data and Analytics team.

2 Gartner’s 2017 Customer Experience in Marketing Survey was designed to probe companies on the current and future state of the customer experience. Specifically, we examined how companies organize to support customer experience, the investments and activities underway to improve it, and how companies strive to measure and optimize it. The study was conducted using a mixed methodology (online and computer-assisted telephone interviewing) during June 2017 and July 2017 among 280 respondents in North America. Respondents were required to have involvement in CX programs and initiatives. Respondents were all from organizations with $500 million or more in annual revenue. They came from these industries: manufacturing (38 respondents), financial services (37 respondents), high tech (37 respondents), transportation/hospitality (35 respondents), CPG (35 respondents), retail (35 respondents), media (33 respondents) and healthcare providers (30 respondents). The survey was developed collaboratively by a team of Gartner analysts who follow marketing and was reviewed, tested and administered by Gartner’s Research Data and Analytics team.

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3 Alternative responses included:

• Calculated positive relationship — “We have calculated a positive relationship between customer experience or satisfaction and financial or business impact.”

• Attempted to calculate a positive relationship — “We have attempted to calculate the financial or business impact of improving customer experience or satisfaction but have not yet uncovered a positive relationship.”

• Have not calculated positive relationship; will do so within 12 months — “We have not attempted to calculate and do not know the financial or business impact, but we plan to do so in the next 12 months.”

• Do not know — “We do not know the financial or business impact and have no plans to calculate this.”

4 NPS Benchmarks, Healthcare.

5 “Chronic Care Management Program Showing Signs of Saving Money, Improving Care,” Modern Healthcare.

6 “Patient Engagement Efforts With the Clinical Trial Enterprise,” Duke Clinical Research Institute.

7 “Market Share Analysis: Customer Relationship Management Software, Worldwide, 2016.”

8 “2018 CIO Agenda: U.S. Healthcare Payers Industry Insights.”

9 “The State of Digital Marketing in Healthcare Moving Toward 2017,” Greystone.net, Klein & Partners.

10 “Using the Patient Activation Measure to Improve Outcomes and Control Costs,” University of Oregon.

Note 1. Use the VoC to Capture and Describe Consumer Expectations, Preferences and Goals

Gartner Research

“Guide to Understanding the Voice of the Customer”

“Voice of the Customer Drives Sustainable Packaging Options at McDonald’s”

“Build a Voice-of-the-Customer Strategy to Harness the Power of Customer Data”

Recommended Reading

R. Gulati. “Reorganize for Resilience: Putting Customers at the Center of Your Business.” Harvard Business Review.

Representative Vendors

The following vendors are all listed in Gartner’s “Market Guide for Voice-of-the-Customer Solutions.” They are representative of all VoC vendors and are presented in no specific order:

NICE (Satmetrix) — NICE has expanded its VoC capabilities significantly over the past few years through a combination of R&D and acquisitions (including, most recently, the acquisition of Satmetrix). This gives it a broad and capable solution that spans all three types of feedback. The solution also takes advantage of NICE’s wider portfolio, which includes analytics and organizational engagement capabilities.

OpenText (Qfiniti) — OpenText’s viability within the VoC world was accelerated by the acquisition of Qfiniti, an application originally from etalk, which provides multichannel survey and voice/text analytics capabilities. OpenText provides a range of advanced tools to help analyze and visualize diverse sets of CX data, but is not known outright as a VoC vendor.

Service Management Group — SMG provides a multichannel survey platform, complemented by its in-house consulting division, to help customers maximize their CX programs.

Verint Systems — Verint’s VoC offering includes surveying, interaction analytics and journey analytics. The recent acquisition of OpinionLab strengthens its web-intercept survey capabilities, and allows customers to provide feedback at any time using digital comment cards that integrate with web analytics and session replay solutions for the diagnosis of digital interactions and issues.

Note 2. Foster Relationships With Consumers

Gartner Research

“Market Share Analysis: Customer Relationship Management Software, Worldwide, 2016”

“Market Guide for CRM in Pharma and Biotech”

“Magic Quadrant for the CRM Customer Engagement Center”

Representative Healthcare CRM Vendors

The following vendors are presented in no specific order:

Tea Leaves Health — A Welltok company, a CRM and physician relationship management system with extensive reporting capabilities.

Healthgrades — Leverages robust physician search capabilities, CRM and analytics to engage consumers and convert them into patients. Includes physician relationship management.

hc1 — Leverages market intelligence, CRM, EHR APIs and analytics to provide a longitudinal relationship with consumers.

Evariant — A consumer engagement solution that includes market intelligence, APIs and analytics that aid in the attraction and conversion of consumers into patients. Includes patient referral management and physician relationship management. Built on the force.com platform from Salesforce.

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Veeva Systems — Veeva is the global leader in pharma CRM solutions. It uses the force.com platform.

Note 3. Consumer Journey Maps Are Effective at Identifying and Prioritizing CX Efforts

Gartner Research

The following research includes examples of journey maps, descriptions of how to create a journey map, and how to connect journey mapping to CX investments.

“Customer Experience in Marketing Survey 2017: Greater Expectations, Greater Challenges”

“How to Manage Effective Customer Journey Mapping Processes”

“Customer Experience in Marketing Survey 2017: Greater Expectations, Greater Challenges”

“How to Justify the Business Value of Your Customer Experience Investments”

“Market Guide for Customer Journey Analytics”

“How to Manage Customer Personas and Journey Maps to Maximize Their Business Value”

Representative Vendors

The following vendors are all listed within Gartner’s “Market Guide for Customer Journey Analytics” and are presented in no specific order:

[24]7.ai — [24]7 uses journey keys to connect events from different channels, allowing the solution to collect and connect data from digital and physical channels. The solution has a visual query builder to map the customer journeys and display the business impact through journey visualization.

APT — APT’s primary focus is on testing and learning how different combinations of business activity (for example, marketing

campaigns, service delivery, operational processes) can drive improved performance.

CallMiner — Customer journey mapping/analysis capability, based heavily on its ability to extract insight from customer-employee interactions through any channel, leveraging a customer identifier and references to prior contacts.

ClickFox — An on-premises solution and a SaaS solution that can ingest data from any external system or sit on top of an existing Hadoop instance to develop an understanding of the customer journey.

inQuba — Gathers customer feedback in event-driven surveys across several channels. The platform solicits the surveys via email or SMS, leading to a web survey.

Verint Systems — Customer engagement portfolio includes solutions for VoC, workforce engagement management (including workforce optimization and employee engagement), engagement channels, security, fraud and compliance.

Note 4. The Consumer’s Digital Experience Is Critical

Gartner Research

“Forecast Snapshot: Digital Experience Platforms, Worldwide, 2017”

“Magic Quadrant for Web Content Management”

“Magic Quadrant for Digital Experience Platforms”

“Elevate Your Horizontal Portal to a Digital Experience Platform”

Representative Vendors

The following vendors are all listed within Gartner’s “Magic Quadrant for Web Content Management” and “Magic Quadrant for Digital Experience Platforms” and are presented in no specific order:

Adobe* — Delivers DXP functionality through a combination of the Adobe Experience Cloud, Adobe Creative Cloud, Adobe Document Cloud and Adobe Cloud Platform, each of which encompasses many products and services. More specifically, Adobe Experience Manager (AEM), part of Adobe Experience Cloud, acts as the “center of gravity” for Adobe’s DXP efforts.

Sitecore* — The Sitecore Experience Platform is a collection of capabilities built around Sitecore Web Experience Manager, a WCM offering, and Sitecore Experience Database (xDB), a single marketing repository for customer interaction data. In addition to WCM and customer data, the platform offers analytics, testing and optimization, journey mapping, cross-channel delivery, and commerce tools.

Acquia (using Drupal) — Provides software and services based on the popular open-source platform Drupal. Acquia provides managed services and cloud hosting via the Acquia Cloud platform, which offers extended capabilities such as Acquia Lift, focused on personalization and analytics, and Acquia Lightning, a lightweight development framework that includes packaged accelerators.

IBM — IBM offers its DXP functions in two packages aligned with the most popular use cases: IBM Customer Experience Suite and IBM Employee Experience Suite.

*Rated as Leaders in both the “Magic Quadrant for Web Content Management” and the “Magic Quadrant for Digital Experience Platforms.”

Source: Gartner Research G00351293, Mark E. Gilbert, 6 June 2018

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About Hexaware

Hexaware is a global leader and the fastest growing next-generation provider of IT, BPO and consulting services. Our focus lies in taking a leadership position in helping our clients attain customer intimacy as their competitive advantage. Our digital offerings have helped our clients achieve operational excellence and customer delight by ‘Powering Man Machine Collaboration.’ We are now on a journey of metamorphosing the experiences of our customer’s customers by leveraging our industry-leading delivery and execution model, built around the strategy — ‘Automate Everything, Cloudify Everything, Transform Customer Experiences.’

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