Enabling Executive Enabling Executive Strategy Through Strategy Through Solution AdoptionSolution Adoption

InterSystems Approach to Establishing “Vision to Value” for Customers

Matthew Nee &Michael Rosenblum

Enabling Business Transformation

ShareShareCaptureCapture

UnderstandUnderstand

ActAct

Updated Platform Infrastructure

Engaged and Connected Stakeholders

EMR integration

Patient-centric View

Notifications & alerts

Population dashboards

System and Device Interoperability

Enabling Business Transformation

Project Implementation Adoption

System and Device Interoperability

Project Implementation

Adoption

HIE Exchange

Project ImplementationAdoption

Outlier Projects

Planned Projects

Vision

MemorialCare Health System

MemorialCare Medical Center

Miller Children’s HospitalLab Services

MemorialCare Health ExpressMemorialCare Medical Group

• Six Hospitals– Mixture of Epic, MedSeries4 with multiple Imaging and Lab

systems– 195 Providers– Including acquisitions like Nautilus Healthcare Management

Group

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

MHS Health Information ExchangeMHS Health Information Exchange

MemorialCare Health Systems Vision

MHS Hospital SystemsProvider

Groups/IPA’s

LaboratoriesRadiology

External Hospital Systems

HIEs

Independent External

EMRs

HealthShareHealthShare

ServicesServices

Registries & RepositoriesRegistries & Repositories Fast, flexible, robust platform that scales to meet

evolving requirements

Supports wide array of functionality and interoperability standards including Direct, PIX/PDQ, XDS, XUA, NwHIN (XCPD, XCA)

Experienced development and implementation / support teams deliver high quality results

Payers

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

“Vision to Value” Overview

InterSystems approach to establishing “Vision-to-ValueTM” for Customers

•Many companies acquire technologies to solve a discrete set of problems that are initially tied to some overriding strategic vision. •The challenge for most individuals is figuring out how to dynamically add value that is relevant beyond these first projects that maps with broader long-term executive visions and strategies. •Accomplishing this can occur by developing an executive-level "Vision-to-ValueTM" roadmap with the purpose of driving all projects to be supportive of their long term strategy as well as expanding solution adoption and value for the customer.

InterSystems approach to establishing “Vision-to-ValueTM” for Customers

•Many companies acquire technologies to solve a discrete set of problems that are initially tied to some overriding strategic vision. •The challenge for most individuals is figuring out how to dynamically add value that is relevant beyond these first projects that maps with broader long-term executive visions and strategies. •Accomplishing this can occur by developing an executive-level "Vision-to-ValueTM" roadmap with the purpose of driving all projects to be supportive of their long term strategy as well as expanding solution adoption and value for the customer.

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.

Vision to Value Through Thought Leadership

• 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”

• Michael Rosenblum Clinical Executive – Vision Strategy Clinical and operational background in…

o Acute care, long-term care, health information management, PBM, and payer environments

InterSystems – Drive Continual Adoption

InterSystems HealthShare is a strategic InterSystems HealthShare is a strategic healthcare informatics platform that healthcare informatics platform that

delivers value at every step along the delivers value at every step along the journey of providing better carejourney of providing better care

Strategic Interoperability

Coordinating Community Engagement

The Active Dimension of Analytics

CAPTURESHARE

UNDERSTAND

ACT

BREAKTHROUGHDIMENSION

ValueContinuum

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

InterSystems: Solving Problems

Coordinating Community EngagementCoordinating Community EngagementCoordinating Community EngagementCoordinating Community EngagementStrategic InteroperabilityStrategic InteroperabilityStrategic InteroperabilityStrategic Interoperability Active Dimension of AnalyticsActive Dimension of AnalyticsActive Dimension of AnalyticsActive Dimension of Analytics

Preventable Readmissions

Foundational Interoperability

Clinical Integration

Population Health

Patient Engagement

Clinical Research

Economic implications Clinical/safety implications Regulatory, political implications

InterSystems: Clinical Executive

External:• Trusted advisor to client C-suite• Ensure InterSystems and HealthShare

are recognized as a “strategic asset” Solve large scale needs for the customer(s)

• Drive on-going adoption and expansion of the HealthShare platform

• Vision-to-Value: Collaborate with senior-level client

stakeholders to develop shared vision, HealthShare strategy, project roadmap, and tactical initiatives

Internal:• Post-sales on-going relationship

management as an extension of the sales team

• Collaborate with sales team pre- and post-sales

• Jointly work with the HealthShare Global Product Team on Use Case development and execution in client engagements

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”

Vision to Value: Objectives

Alignment

Optimization

StrategicAsset

AdoptionMigrate product from niche

solution to strategicasset

Align solution with customer vision and priorities

Solution adoption – componentand end-user

Optimize solution use and value

Vision toValue

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 adoptiono Leverage existing relationships as customer entry pointo 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 valueo 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

Customer Targets

• Attributes of initial targetsExisting strong relationshipsSub-optimized use of HealthShareCustomer(s) recognized as innovator(s)Open to collaborationOpportunity to Thought LeadOpportunity to drive “Early Wins”

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/PCMHo Real-time analytics (structured and unstructured data)o Health Information Exchangeo Clinical/quality measures

• Memorialize-Manage-Monitor-Measure

• Continual assessment/reassessment Stay relevant and “visible”

RoadmapRoadmap

StrategyStrategy

Tactical InitiativesTactical Initiatives

VisionVision Business Objectives

Vision-to-ValueVision-to-Value

Vision-to-Value: Executive Deliverables

Mechanism to Achieve Vision

Prioritized Approach for Driving Strategy

Specific Projects that Tie Back into the Roadmap and Strategy/Vision

Substantiated Value for CXO

Documented and Memorialized

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

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 solvedo 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

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

Barriers to Overcome

• Getting to the C-suite

• Staying relevantRemain a strategic-assetRemain part of future plans and strategiesProblem-centric vs. project-centric

• DiscoveryUrgent needs >>> Important needs >>> Useful needs

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 strategico 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

Questions

Enabling Executive Enabling Executive Strategy Through Strategy Through Solution AdoptionSolution Adoption

InterSystems Approach to Establishing “Vision to Value” for Customers

Matthew Nee &Michael Rosenblum