Estimated estimated 50,000 On April 22, 1889, people were waiting on the border of unsettled land in the Oklahoma region to open 2 million acres to claim it. Later that day, the city and individual lot was stalled, road plans were made, a municipal government was underway and the commerce trade began. It would be known as the Great Oklahoma Land Rush of 1889.
Fast forward to 2010 and a new type of “Land Rush.” Since the demise of Affordable Care Act And the implementation of meaningful use, the level of investment in health care and healthcare technology has skyrocketed, with opportunists expected to “claim” a piece of value resulting from expected legislative-driven change. But when settlers in Oklahoma finally knew what they were doing, the result of the “land congestion” in American health care is uncertain, for both providers, as they “stake their claim” and the entire industry. for.
To answer the call, there has been an explosion of investment in new technologies and advances in data informatics and meta-analysis. Emerging offerings that integrate clinical, financial and operational data and incorporate sophisticated analytical capabilities can unlock greater efficiency. Clinical informatics software can identify patterns in care models and outcomes as well as more effective treatment pathways. Mobile applications can enable patients to care more conveniently and Engage in your own health maintenance More easy care. A clear message for the future of the industry is being portrayed: If you are in the healthcare delivery business, you are also in the information management business.
There are four major avenues for health care providers as they consider their journey towards becoming an information management company:
1. “Big Data” is really about care management: Effective management of health and outcomes requires test care management practices and seamless care coordination, which is impossible without technology but meaningless without human and organizational procurement. For many organizations, care management efforts will focus on enabling better episodic care management, which will reap economic benefits under the traditional reimbursement model and also differentiate a provider as a provider for future population health management efforts will do.
2. Consumer engagement is as much about customer service as it is about new tools for access: Providers first need to focus on serving the clearly articulated basic needs of each patients, many of which can be enhanced with better use of information and technology. From there, they should develop targeted strategies to address the unique needs of each patient community. Using technology to deliver on those strategies for common and more unique patient preferences will be a core competence that will deliver significant returns in traditional care environments.
3. Organizations will need to bring back “unseen”: Organizations need to be constantly reassured about how technology can help solve many “unseen” problems – such as redesigning their existing operations and how to use technology to support new processes and capabilities Do it Cost and revenue management will be even more necessary under future risk-based payment models. Additionally, organizations should not only implement, but also integrate these technologies into day-to-day management and decision making. Over time, there will be a need to dynamically adjust your operations and leverage real-time access to operational metrics to maximize capacity, further reducing unit costs and driving value-added creation.
4. A data-driven culture is essential: Providers should begin to adopt and promote a culture that values innovation (in all forms, including technology) to improve care delivery. Simply purchasing a technology will not translate into embracing an organization and using that technology effectively. However, changing culture takes time and can only be achieved through the consistent reinforcement of a set of organizational principles. Organizations can begin the process by holding leaders responsible for everything that matters, and monitoring and managing them with metrics.
Successful health care delivery organizations of the future will require highly skilled information management companies. To develop a portfolio of initiatives to consider, providers will need to monitor the national distribution landscape to learn from the successes and failures of others. They will also need to advance their capabilities to develop new technology capabilities quickly and effectively. As with any initiative, detailed expectations and deadlines should be defined and efforts must be continuously monitored and measured to achieve desired results and justify continued investment.
Just as the optimal land claim was different for each resident, the optimal investment for providers in this new health care land is no different. Successful providers will need to deliberately invest in technologies and capabilities that physically advance their unique direction.