analytics 3.0: opportunities for healthcare
DESCRIPTION
Examples of how leading healthcare organizations use analytics to deliver better clinical and business outcomes. These slides were put together by Jack Phillips Co-founder & CEO of the International Institute for Analytics and Tom Davenport, IIA Director of Research and Visiting Professor of Harvard Business School For more information on how your healthcare company can be helped using analytics follow this link to take the DELTA-Powered Analytics Assessment TM. It measures how well healthcare providers use data for strategic decision making. http://info.iianalytics.com/healthcarebenchmarkingTRANSCRIPT
ANALYTICS 3.0Opportunities for Healthcare
ANALYTICS 3.0: OPPORTUNITIES FOR HEALTHCARE
July 24, 2013
Jack PhillipsCEO & Co-Founder
Thomas H. DavenportResearch Director & Co-Founder
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INTERNAL ANALYTICS PROGRAM (TACTICAL)
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THE ANALYTICAL DELTA
Adapted from Analytics at Work, Davenport, Harris and Morison, 2010
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LEVELS OF ANALYTICAL MATURITY
Adapted from Analytics at Work, Davenport, Harris and Morison, 2010
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EXTERNAL ANALYTICS ENVIRONMENT
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ANALYTICS 1.0│TRADITIONAL ANALYTICS
1.0 Traditional Analytics• Primarily descriptive
analytics and reporting
• Internally sourced, relatively small, structured data
• “Back room” teams of analysts
• Internal decision support
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ANALYTICS 1.0│ETHOS
► Stay in the back room—as far away from decision-makers as possible—and don’t cause trouble
► Take your time—nobody’s that interested in your results anyway
► Talk about “BI for the masses,” but make it all too difficult for anyone but experts to use
► Look backwards—that’s where the threats to your business are
► If possible, spend much more time getting data ready for analysis than actually analyzing it
► Keep inside the sheltering confines of the IT organization
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ANALYTICS 2.0│THE BIG DATA ERA
1.0 Traditional Analytics
Big Data2.0
• Primarily descriptive analytics and reporting
• Internally sourced, relatively small, structured data
• “Back room” teams of analysts
• Internal decision support
• Complex, large, unstructured data sources
• New analytical and computational capabilities
• “Data Scientists” emerge
• Online firms create data-based products and services
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ANALYTICS 2.0│ETHOS
► Be “on the bridge” if not in charge of it
► “Agile is too slow”
► “Being a consultant is the dead zone”
► Develop products, not Power Points or reports
► Information (and hardware and software) wants to be free
► All problems can be solved in a hackathon
► Share your big data tools with the community
► “Nobody’s ever done this before!”
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ANALYTICS 3.0│FAST BUSINESS IMPACT FOR THE DATA ECONOMY
1.0 Traditional Analytics
Fast Business Impact for the Data Economy
Big Data2.0
3.0
• Primarily descriptive analytics and reporting
• Internally sourced, relatively small, structured data
• “Back room” teams of analysts
• Internal decision support
• Complex, large, unstructured data sources
• New analytical and computational capabilities
• “Data Scientists” emerge
• Online firms create data-based products and services
• A seamless blend of traditional analytics and big data
• Analytics integral to running the business; strategic asset
• Rapid and agile insight delivery
• Analytical tools available at point of decision
• Cultural evolution embeds analytics into decision and operational processes
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ANALYTICS 3.0│FAST BUSINESS IMPACT FOR THE DATA ECONOMY
1.0 Traditional Analytics
Fast Business Impact for the Data Economy
Big Data2.0
3.0
• Primarily descriptive analytics and reporting
• Internally sourced, relatively small, structured data
• “Back room” teams of analysts
• Internal decision support
• A seamless blend of traditional analytics and big data
• Analytics integral to running the business; strategic asset
• Rapid an agile insight delivery
• Analytical tools available at point of decision
• Cultural evolution embeds analytics into decision and operational processes
• Complex, large, unstructured data sources
• New analytical and computational capabilities
• “Data Scientists” emerge
• Online firms create data-based products and services
Today
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ANALYTICS 3.0│COMPETING IN THE DATA ECONOMY
► Every organization—not just online firms—can create data and analytics-based products and services that change the game
► Not just supplying data, but insights and guides to decision-making
► Use “data exhaust” to help customers use your products and services more effectively
► Start with data opportunities or start with business problems? Answer is yes!
► Need “data products” team good at data science, customer knowledge, new product/service development
► Opportunities and data come at high speed, so quants must respond quickly
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EXPRESS SCRIPTS
Uses analytics on data from 1.5 billion prescriptions/yr to drive behavior change and process improvement
Developing proactive, customized messages to educate about more cost effective methods of filling prescriptions
Using predictive analytics to identify patients at risk of skipping doses and proactively intervene
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INTERMOUNTAIN HEALTHCARE
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From Brent James’ “science experiments” to standard treatment protocols for many diseases and conditions
Cost of treatment can be monitored by clinicians along with other variables
Center for Informatics Research offers software and services (with Deloitte) on health outcomes analysis based on 90 million EHR records
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UNITED HEALTHCARE
Using social network analysis to identify potential fraud
Analyzing speech-to-text data from call centers to understand likely attrition candidates
Predicting likelihood of success in disease management candidates
“Health in numbers” marketing
Optum Insights—major revenue source from data and analytics
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PARTNERS HEALTHCARE SYSTEM
Early adopters of EHR, CPOE, knowledge management
Beginning to connect financial, operational, and clinical analytics
Developed and spun out QPID for extracting intelligence from EHRs
Putting in organization-wide EHR transaction foundation now—how to preserve emphasis on analytics?
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CIGNA
Broad use of “smart innovation” testing approaches to understand cause-and-effect from interventions, e.g. disease management calls
Beginning to analyze MyCigna.com web data and call center speech-to-text
PRESCRIPTION FOR A 3.0 WORLD
Start with an existing capability for data management and analytics
Add some unstructured, large-volume data and product/service innovation
Take Hadoop and NoSQL as needed
Embed this result into the organization’s processes and systems
Promote the doctor or pharmacist to Chief Analytics Officer
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RECOMMENDATIONS
► Use five factors (DELTA), five levels (1-5) to establish and measure analytical maturity
► Become a student of the analytics environment
► Educate your leaders on potential of analytics based on what you’re seeing
► Use IIA as your barometer!
DELTA POWERED ANALYTIC ASSESSMENT TM
DEVELOPED IN PARTNERSHIP WITH HIMSS ANALYTICS
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LEARN ABOUT THE DELTA-POWERED ANALYTICS ASSESSMENT TM
http://info.iianalytics.com/healthcarebenchmarking
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ANALYTICS 3.0 RESOURCES
http://iianalytics.com/a3/
Research Note & Diagram
Research Brief
Frequently Asked Questions
E-book
Blogs
IIA Members can download “Big Data in Big Companies” from client website.
JOIN US FOR THE NEXT IIA WEBCAST
August 22 Improving analytic results with decision modelingJames Taylor, IIA Faculty and CEO of Decision Management Solutions
Register at iianalytics.com
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