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Driving strategic vision & value
1. Enabling Executive
Strategy Through
Solution Adoption
InterSystems Approach to Establishing
“Vision to Value” for Customers
Matthew Nee &
Michael Rosenblum
2. Enabling Business Transformation
Act
Understand
Share Notifications & alerts
Capture
Population dashboards
EMR integration
System and Device Interoperability
Engaged and Connected Stakeholders
Patient-centric View
Updated Platform Infrastructure
3. Enabling Business Transformation
Planned Projects
Vision
System and Device Interoperability HIE Exchange
Project Implementation Adoption Project Adoption
Implementation
Outlier Projects
Adoption
Project Implementation
4. MemorialCare Health System
• Six Hospitals
– Mixture of Epic, MedSeries4 with multiple Imaging and Lab
systems
– 195 Providers
MemorialCare Medical Center
– Including acquisitions like Nautilus Healthcare Management
Group
Miller Children’s Hospital
Lab Services
MemorialCare Health Express
MemorialCare Medical Group
5. Business Challenges
• Strategic Interoperability
• Engaging Providers and Patients
• Revenue Protection and Growth (ACO’s)
• People and Culture
Multiple IT shops across enterprise
Redefining of roles and training
Different Best Practice methodology
6. MemorialCare Health Systems Vision
MHS Health Information Exchange
HIEs
MHS Hospital
Provider
Groups/IPA’s
HealthShare Systems
Services
Services
Registries & &
Registries
Repositories
Repositories
Fast, flexible, robust platform that scales to meet
evolving requirements
Laboratories Supports wide array of functionality and
Radiology Independent
External interoperability standards including Direct,
EMRs
PIX/PDQ, XDS, XUA, NwHIN (XCPD, XCA)
External Experienced development and implementation /
Hospital
Systems support teams deliver high quality results
Payers
7. What’s Next for MemorialCare
• HealthShare Patient Index (HSPI)
• Provider management and indexing
• Data Analytics (DeepSee, Active Analytics ?)
• Transitioning Medical Group to Epic
Data migration
HealthShare CCD for historical information
• Patient Portal Integration
• Continued support of system
consolidation
8. “Vision to Value” Overview
InterSystems approach to establishing
“Vision-to-Value ” for Customers
TM
TM
•Many companies acquire technologies to solve a discrete set of
•Many companies acquire technologies to solve a discrete set of
problems that are initially tied to some overriding strategic vision.
problems that are initially tied to some overriding strategic vision.
•The challenge for most individuals is figuring out how to
•The challenge for most individuals is figuring out how to
dynamically add value that is relevant beyond these first projects
dynamically add value that is relevant beyond these first projects
that maps with broader long-term executive visions and
that maps with broader long-term executive visions and
strategies.
strategies.
•Accomplishing this can occur by developing an executive-level
•Accomplishing this can occur by developing an executive-level
"Vision-to-ValueTM"" roadmap with the purpose of driving all
"Vision-to-ValueTM roadmap with the purpose of driving all
projects to be supportive of their long term strategy as well as
projects to be supportive of their long term strategy as well as
expanding solution adoption and value for the customer.
expanding solution adoption and value for the customer.
9. Vision to Value
• “Vision is the art of seeing the invisible.“
Jonathan Swift
Memorializing in a document defining the customer
Vision/Strategy/Roadmap/Projects
• “Value is relative worth, merit, or importance.”
Oxford
A document that manages, monitors and measures the value received
across the spectrum of projects implemented.
10. Vision to Value Through Thought Leadership
• Michael Rosenblum
Clinical Executive – Vision Strategy
Clinical and operational background in…
o Acute care, long-term care, health information
management, PBM, and payer environments
• Thought Leadership
“Customers need breakthroughs, but they have little/ no experience buying/
implementing breakthrough solutions; they want, need and expect help”
“Executives welcome leadership far more than mid-level and lower-level staff”
o Executive-level engagement
Market Leaders are Thought Leaders
o Thought Leaders – “problem-centric”, not “product-centric”
11. InterSystems – Drive Continual Adoption
InterSystems HealthShare is a strategic
healthcare informatics platform that
delivers value at every step along the Value
journey of providing better care Continuum
The Active Dimension
of Analytics
Coordinating Community
Engagement ACT
Strategic
Interoperability
UNDERSTAND
SHARE
CAPTURE BREAKTHROUGH
DIMENSION
12. Information Technology Challenges
Even comprehensive “systems” don’t do it all
Multiple important and urgent projects
System transitions, consolidations, upgrades
“Big” data and the need to report, measure, use it
13. InterSystems: Solving Problems
Strategic Interoperability
Strategic Interoperability Coordinating Community Engagement
Coordinating Community Engagement Active Dimension of Analytics
Active Dimension of Analytics
Clinical/safety implications Regulatory,
ns political impli
c im plicatio cations
Ec onomi
Clinical Preventable
Integration Readmissions
Foundational Population
Interoperability Health
Clinical Patient
Research Engagement
14. InterSystems: Clinical Executive
End-User Health Care Mission:
“Drive the vision, usage and intrinsic value of HealthShare as a
strategic platform to CXOs in InterSystems existing customer base”
External: Internal:
• Trusted advisor to client C-suite • Post-sales on-going relationship
• Ensure InterSystems and HealthShare management as an extension of the
are recognized as a “strategic asset” sales team
Solve large scale needs for the customer(s) • Collaborate with sales team pre- and
• Drive on-going adoption and expansion post-sales
of the HealthShare platform • Jointly work with the HealthShare
• Vision-to-Value: Global Product Team on Use Case
Collaborate with senior-level client
development and execution in client
stakeholders to develop shared vision,
HealthShare strategy, project roadmap, and engagements
tactical initiatives
15. Vision to Value: Objectives
Alignment Align solution with customer
vision and priorities
Solution adoption – component
and end-user
Optimization Vision to Adoption
Value Migrate product from niche
solution to strategic
asset
Strategic Optimize solution use and value
Asset
16. Clinical Executive: Vision to Value Execution
• Execution Framework:
1. Identify strategic/target End-user healthcare customers to engage
o Targets based on operational and clinical attributes and current HealthShare adoption
o Leverage existing relationships as customer entry point
o Engage with and develop connections to senior leadership
2. Develop and document current-state understanding of customers’ business needs
3. Collaborate with customer senior leadership to develop shared vision, strategy and
initiative roadmap to optimize and expand HealthShare value
o Based on HealthShare “delivering” solutions to customer business needs
4. Memorialize, monitor, manage, and measure roadmap and outcomes
o Value-based approach that substantiates value in the CXO’s mind
17. Customer Targets
• Attributes of initial targets
Existing strong relationships
Sub-optimized use of HealthShare
Customer(s) recognized as innovator(s)
Open to collaboration
Opportunity to Thought Lead
Opportunity to drive “Early Wins”
18. Approach
• Clinical Executive
Executive-level engagement
Bi-lateral commitment from InterSystems and customer
• Discovery and Market Triggers
Key client strategies and business priorities, for example…
o ACO/PCMH
o Real-time analytics (structured and unstructured data)
o Health Information Exchange
o Clinical/quality measures
• Memorialize-Manage-Monitor-Measure
• Continual assessment/reassessment
Stay relevant and “visible”
19. Vision-to-Value: Executive Deliverables
Substantiated
Vision-to-Value
Vision-to-Value Value for CXO
Vision
Vision Business Objectives
Mechanism to Achieve
Strategy
Strategy Vision
Roadmap Prioritized Approach for Driving
Roadmap
Strategy
Specific Projects that Tie Back into
Tactical Initiatives
Tactical Initiatives
the Roadmap and Strategy/Vision
Documented and Memorialized
20. Use Cases
• Large Commercial Lab
Initial role for InterSystems was to support tactical projects related to legacy Lab
Information System
• Engaged with CIO, VP Strategy and Innovation, SVP Lab
Operations
• Opportunities Uncovered
Vision developed:
o Enable strategic partnerships and projects to drive customer differentiation and support new
business opportunities leveraging data and analytics
Broader Lab Information System opportunities
• Results to Date
Engaged at CXO level to help drive business transformation
Expanded the role for InterSystems’ solutions
21. Use Cases
• Large multi-state IDN
Covers 4 states with substantial acute care and ambulatory care footprint
Initial role for InterSystems was with interface engine replacement
• Engaged with CIO and CMIOs
• Opportunities Uncovered
Collaboration with CMIOs uncovered a series of problems that the customer has been
unable to solved
o Program around preventable hospital readmissions, referral management, closed-loop lab orders, push-
communications to ambulatory network…
Vision-to-Value process started to transition HealthShare from niche interface engine to
strategic informatics platform
• Results to Date
Expanded use of HealthShare beyond interfacing to address closed-loop lab orders
Series of additional strategic initiatives documented to drive on-going solution roadmap
22. Use Cases
• Large mid-west IDN
3 hospitals with over 1700 inpatient beds
Initial role of InterSystems was to support interface needs
• Engaged with Vice President for System Quality and Patient Safety
• Problem Uncovered
IDN needed to submit data to the Center for Disease Control (CDC) regarding
Hospital-Acquired Infections (HAI) that occurred
Reporting required for incentive payments and penalty avoidance
• Results to Date
Estimated $15MM net benefit
23. Barriers to Overcome
• Getting to the C-suite
• Staying relevant
Remain a strategic-asset
Remain part of future plans and strategies
Problem-centric vs. project-centric
• Discovery
Urgent needs >>> Important needs >>> Useful needs
24. Vision to Value: Key Takeaways
• Engage target clients at a senior level
CXO
Initial execution is all about customer strategy and problems – not product features
and functions
Leverage Thought Leadership
o Move from the tactical to the strategic
o Focus on discovery of urgent needs
• Document current state
Detailed understanding of current status
• Memorialize – Manage – Monitor – Measure
Vision/Strategy/Roadmap/Projects
Continual engagement
Stay relevant
26. Enabling Executive
Strategy Through
Solution Adoption
InterSystems Approach to Establishing
“Vision to Value” for Customers
Matthew Nee &
Michael Rosenblum
Editor's Notes
These customers have been solving a variety of problems through a variety of use cases. It is a journey that oftentimes follows a continuum. It may begin by consolidating multiple HL7 integration engines to normalizing data to create a patient-centric view integrated into the EMR, to engaging patients through applications and connected devices, to creating and feeding population dashboards informed by recent events that drive the next action.
These customers have been solving a variety of problems through a variety of use cases. It is a journey that oftentimes follows a continuum. It may begin by consolidating multiple HL7 integration engines to normalizing data to create a patient-centric view integrated into the EMR, to engaging patients through applications and connected devices, to creating and feeding population dashboards informed by recent events that drive the next action.
Vision = Integrated system across the enterprise with HealthShare at the core leveraging the various services to accomplish the business needs.
Richard Currier – TL and WOW Vision to value starts with Thought Leadership Thought Leadership = leading the customer through a process to uncover urgent needs that you can help solve Urgent needs: Hit a wall (burning platform) Strategic problem/no strategic solution In charge/not in control Wins on my watch Move from the tactical to the strategic Engage at the senior level CXO – respond to “problem-centric” solutions vs. “product-centric” approach Means you must understand customers problems
This is how ISC approaches driving continual adoption and moving along the value continuum (ISC leverages TL and uncovers urgent needs) The goal is to move the client past the breakthrough dimension (the WOW dimension) – meaning, deliver solutions to urgent needs not previously addressed For ISC, it could mean getting the client through interoperability to acting on information Many of ISC’s AP are doing the same thing – providing insight and understanding into their customers’ business – delivering an informatics infrastructure Connectivity across a portfolio of applications Interoperability to interface with their customers’ varied financial, operational, and clinical systems Ability to capture, analyze and deliver data moving across their applications
Lot’s going on for CIOs – they will fill gaps with either your solution or others (underscores the importance of TL) Need to uncover customers’ urgent needs (Thought Leadership) Find the challenges your solution can help solve Ensure “your” solution is recognized as a strategic asset to solving urgent needs Constant flux and need for solutions to problems
This is an example of the type of market and industry issues that we perform discovery around in order to uncover unsolved problems Problems customers urgently need to address Walk through some of the “problems” listed on the slide and briefly define
Example of ISCs’ approach CE – role to drive thought leadership and solution adoption to ISCs’ EUHC customers CE – manages the vision-to-value process Briefly review internal and external goals
4 key outcomes we’re trying to achieve with executing V2V Alignment – as Matt noted, ensure product and project focus remains in alignment with customer business strategies and imperatives Alignment drives value and meaningful benefits Mis-alignment leads to diminishing customer value Adoption – drive continual adoption of both solution capabilities and end-users to enhance customer value Drive enhanced capabilities for added value in solving problems Strategic asset – avoid remaining pigeonholed in that first project/effort/priority. Say in the forefront of delivering solutions to customers problems Optimization – optimize use and value of customer investment. Document and publish.
This is a summary of ISC’s approach – we’re in our early stages with this, but the initial experience has been positive Essentially includes four core steps Identify target clients to engage at a strategic level with (prioritize – can’t do this with every customer) Engage at a senior level and thought lead to identify strategic needs and business imperatives Develop and document vision-to-value (vision-strategy-roadmap-initiatives) Memorialize-manage-monitor-measure
Example of attributes ISC used to prioritize end-user targets to engage with Need the customer to invest in this process Want to have some early successes to build on
ISC model: The CE engages at the senior level Require commitment from customer for this process Initial discovery is around market/industry drivers – operational, regulatory, clinical, etc. Stay relevant and in the forefront
Hierarchy that ties back to the customer’s key business priorities and urgent problems Formal plan that can be shared “holistically” with… Senior management/c-suite BoD Employees Vendors Etc.
CML – HS Foundation customers (bought the product without seeing it) – No real vision beyond interface Defined vision Uncovered how ISC can support strategic initiatives Expanded to a larger scale opportunity around lab information systems in addition to HealthShare opportunities
SCLHS Unsolved problems uncovered – Thought Leadership Elevated ISC within the customer to senior levels including CMIOs and CIO Moves HealthShare from niche interface solution to more of a strategic asset
William Beaumont – if we had engaged earlier could have solved this from the start Urgent need uncovered $15MM impact – magnitude of the impact made this strategic
Need to show value for the process at the CXO level – cannot get pushed down in the organization Try to avoid addressing non-urgent needs
