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Analytics Strategy:Enablement, Innovation,
Transformation
Analytics Strategy:Enablement, Innovation,
Transformation
Eric D. Hixson PhD, MBA
Senior Program Administrator
Cleveland ClinicBusiness Intelligence
Cleveland ClinicCleveland Clinic
• 5.5 million patient visits
• 157,000 admissions
• 202,000 surgical cases
• 4,450 inpatient beds
• 75 outpatient locations
• 42,000 employees
• 3,000+ physicians andscientists
Multiple Implicit Directiveswith Uncertain DirectionsMultiple Implicit Directiveswith Uncertain Directions
• Prevention
• Accountability
• Consumerism
• Competition
• Complexity
Rapidly Increasing Data DomainsRapidly Increasing Data Domains
• Geolocation
• Physical environment
• Economic conditions
• Public health
• EHR
• Finance and claims
• Marketing
• Mobile / wearables
• Patient reported outcomes
• Device / Sensors
• Genomics
• Family history
• Social media
• Preferences
• Process / Operations
• Health services continuum
• Trials
• Patient- Activation- Engagement- Diagnosis- Options- Treatment / Intervention- Prevention- Prognosis and Progress- Resources
• Care Delivery- People- Process- Outcomes- Efficiency- Alternatives- Recommendations- Partnerships- Channel Selection
Guiding PrinciplesGuiding Principles
• ‘Global’, enterprise perspective
• Consolidated and distributed services
• Prioritization aligned to strategic priorities
• Align initiatives with the customer
• Develop culture and community aroundinformation sharing and delivery
• Account for staff, architecture, life-cycleprocesses, and governance
Key CharacteristicsKey Characteristics
• Minimize data latency
• Reporting tailored for target audiences
• Harmonized vertical and horizontalmessaging
• Transparency
• Actionable feedback
Business Analysts
The Information Management FactoryThe Information Management Factory
Data Sources
Data Aggregation & Transformation
InternalDataStore
DataStore
DataStore
Data Mart
Financial
External
Visualization /Reporting
Data Mart
Data Mart
Data MartExternal
Reporting
ExecutiveDashboards
Internal MgtReporting
Clinical
OperationalOperationalDashboards
Population
Analysis
Infrastructure
Analytics
Other
Governance
Clinical
Operations
Other
Payer
QualityAlliance
Other
DataWarehouse
Technical Resources Data Analysts
Other
Data Stewards
OutlineOutline
• First Principles
• Structure and strategy are intertwined
• Data cultures require time andleadership
Performance Management Evolution
1993 2004 2005 20061995 20021998
MonthlyWheels
MonthlyOperationalIndicators
ContinuousImprovementSummits Web Based
Wheels
DailyDashboard
DashboardTools andDataWarehouse
ExecutiveDashboard
InstituteScorecards
2008
EBI PMDSS Dept DBs
ShortCycle
2010-12
PredictiveAnalytics
2013-15
OutlineOutline
• First Principles
• Structure and strategy are intertwined
• Data cultures require time andleadership
• Align metrics with mission
Analytics ExecutionAnalytics Execution
• Avoid ‘shiny paper’ solutions
• Reduced development time and cost
• ‘Model factory’ capability
• Automated model performance monitoring
OutlineOutline
• First Principles
• Structure and strategy are intertwined
• Data cultures require time and leadership
• Align metrics with mission
• Calculation doesn’t equal implementation
A Cautionary TaleA Cautionary Tale
Presenting a solution What the analyst sees What the audience sees
What the audience remembers What the presenter remembers Feedback on the solution
Successful implementation is moredependent on the communication
plan than on technical functionality.
Emphasis on Delivering anOutcome not a Product
Emphasis on Delivering anOutcome not a Product
Focus should be on what it‘does’ rather than what it ‘is’
Clear MessagingClear Messaging
• What information or capability gap isbeing filled?
• What value does this have to me?
• How does this complement otherresources?
• What does this replace?
• What am I accountable to do?
• Wash, rinse, repeat…
Clear Measurement GoalsClear Measurement Goals
NoEstablished
Norms
Establish processes to monitorand means to measure it
EvolvingNorms
Reinforce and refine processes;improve measurement
StandardizedNorms
Assures performance;optimize measurement
Adoption Strategy:Incremental Transition
Adoption Strategy:Incremental Transition
Depend on existing tools and refer to the new
Use both existing and new tools
Use new tools to complete the existing
Replace existing tools with the new
Stakeholder AlignmentStakeholder Alignment
• Executive leadership
• Clinical service lines
• Support services
• Analytics resources
• Improvement specialists
Work in ProgressWork in Progress
• Strengthening internal partnerships toalign priorities and improve governance
• Enhancing infrastructure to expand thecapability envelope
• Optimizing operations for improveddeveloper productivity and user experience