ICT: Building for the future Dr Pete Sudbury Healthcare Specialist, HP Enterprise Services Pete Thackery Head of Healthcare & Life Sciences, HP Enterprise Services
Agenda Context The prize: Digital health The Journey: Organisational success factors Case Study Summary and conclusions 2
Context Nicholson challenge Un-targets EHR 2014 paperless 2018 Francis I am an optimist. It does not seem too much use being anything else Churchill Moore s law 3
The prize: what does good look like? Cheshire Puss,' she began, rather timidly, [ ] `Would you tell me, please, which way I ought to go from here? `That depends a good deal on where you want to get to,' said the Cat. `I don't much care where--' said Alice. `Then it doesn't matter which way you go,' said the Cat. `--so long as I get SOMEWHERE,' Alice added as an explanation. `Oh, you're sure to do that,' said the Cat, `if you only walk long enough.' Alice s Adventures in Wonderland HP_LPCH_FINAL2.mov 4
Digital Journey: From Episodic Healthcare ( Sickcare ) to Integrated Health Management Low Ecosystem Integration High Stand-alone Best of breed Fragmented systems Low Today s Healthcare Productivity for Providers & Payers Connected Healthcare Access for Patients Digital Hospitals (Integrated EPR) Workflow automation, real time alerts & messages Hospitals / primary care integration Quality for Citizens & Consumers Integrated Healthcare Health Info Exchange (HIE), EHR s at Regional and National level Patient & Providers Access to Data via Health portals E-prescribing Telehealth& home care Quality of Care & Outcomes Efficiency gains Integrated Health Management Patient centered and engaging, collaborative care management incl. social care Preventive & predictive, wellness Personalized, evidenced base medicine, advanced decision support Public health management, chronic diseases High 5
The Journey: organisational success factors
Building business performance & competitiveness with ICT 225 firms: US / Asia / Europe. insead / AT&T 2013 CTOs: 1. Investment in mobility; cloud; communications 2. 20+ performance indicators => 3 overall outcomes Agility Business processes Business outcomes 3. Strength of enablers Business involvement Management talent Technology talent Mature digital platform 7
Weak enablers: investment does not improve performance When firms with weak key business enablers make investments in new technology, they do not increase the likelihood of better performance and essentially risk wasting their investments 8
Organisational success factors From Building business performance and competitiveness with ICT ; insead / AT&T 2013 Outcome = ROI: mobility; cloud, communication investments 9
Mature Digital Platform (c.f. infrastructure spaghetti / data spaghetti / comms spaghetti ) High degree of standardisation and sharing of: Information and communication technology Administrative processes (HR, finance, purchasing) Operational processes Sharing data internally /externally (pace your mess for less ) 10
Moving forward: transformational change Don t be afraid to take a big step if one is indicated. You can t cross a chasm in two small jumps Lloyd George 11
Case Study: BEH-MHT
BEHMHT Strategic Drivers for Change Local health economy IT critical, basis for transformation In-patient home treatment Mobile working estate Stable, secure and transparent IT infrastructure Financial control 13
Starting position IT services historically provided by Local NHS HIS: Shared with 3 PCTs Little resilience Limited visibility of actual costs Little control or transparency of IT estate Limited investment, ageing technology Limited standardisation (20+ laptop builds) IT infrastructure and service not capable of supporting Trust vision 14
Why we picked HP Main decision points: Strategic partner, guide into the future World class IT provider Comprehensive solution design and delivery Understanding of our business Economy of scale Work well with others Innovative and orderly 15
What we have jointly delivered Fully managed IT service Service desk take-on within 6 weeks of contract signature 3,000 users on HP s virtual desktop service, brand new devices: 750 mobile laptops (SIMs and RAS tokens) 1,500 desktops (also supports mobile working). 150 multi function printers: Full managed service (pay per page) Pull print technology (reduces waste) Managed network including wireless. 16
What we have jointly delivered 2 24/7 support backed by SLAs with penalties: Full reporting and visibility Remote access and software distribution Self-service ticketing Self-service requesting (new applications, devices, moves & changes). > 20 applications hosted in HP secure data centre Predictable charges based on use (no VAT) en route to Fixed / mobile convergence and unified comms 17
What happened? Protracted contract negotiations Standing-up solution took longer than envisaged: HP solution NHS applications (Rio and Identity Agent). Communications and Change underestimated Deployment complex over diverse estate. Worked together in an open and flexible manner to get the job done. 18
What next? Finalise remaining project activities Complete 2-way learning Leverage information to manage service and drive improvements Run envisioning workshop for senior executives to update strategic roadmap: EPR replacement and fit to business model True mobile working. 19
What we learnt? Clear understanding of requirements is essential Senior stakeholder buy-in required at all stages Critical importance of communication: Reinforce strategy Explain change Engage Trust in deployment (requirements and scheduling). Need to be flexible but firm: Enforce printer policy Mandate take-up of solution within fixed timescales Choice of deployment method (timed visits v drop in) Mopping up of grey apps 20
Reprise: Organisational success factors 21
Summary and conclusions NHS changes increase need for high-spec IT 7-day working (24/365) EPR / paperless NHS IT / comms major transformational driver Rapid change in technologies, apps Need engagement from within the business Step change; standardisation Need economies of scale and innovation Apply all industry knowhow to drive down cost. NHS is unique environment Hard to do well (apps, organisations) Rapidly growing ITO market proven solution, reliable supplier outsource partnership? 22
Finally Success is the ability to go from failure to failure with no loss of enthusiasm Winston Churchill 23
Dr Pete Sudbury Healthcare Specialist, HP Enterprise Services peter.sudbury@hp.com Pete Thackery Head of Healthcare & Life Sciences, HP Enterprise Services peter.thackery@hp.com 24
Next Steps: Shifts enabling unconstrained IT access The Cloud, Big Data, Mobility, Social Infrastructure Anywhere Applications Anywhere = Services Anywhere Information Anywhere 25
Digital Hospital Value Proposition Technology-enabled orchestration of care to drive improved patient / economic outcomes: HP digital hospital St Olav s, Norway world benchmark in terms of tactical and strategic usage of technology in life and death scenarios Best-in-class Decision Support (Business Intelligence & Analytics) Facilities Medical Comms Business KPIs Advanced systems supporting redesigned Processes for High Quality Care Delivery HealthCare Information system(partner EPR or HP IP) ; leverage HP CoE Workflow, alerts & messaging Quality of Care Diagnostics Rehabilitation Diet Pharmacy Services Patient Hotel Services Productivity Treatment Healthcare Provider Nursing Efficiency Information Converged medical infrastructure supporting Integrated IT, medical, communication, and facilities technologies for efficiency 26 Real-time, Pervasive IT environment for mobile workers and smooth operations ; Full life cycle workplace management & cloud offering
Criticality of organisational factors Using mobility to support new ways of working 27 Source: insead 2013
Critical business enablers: more detail Business involvement Non-ICT executives and operational managers involved in IT infrastructure planning Making IT purchase decisions Key IT responsibilities shared between IT and non-it managers Management-focused talent (available to ICT managers) business development, sales and marketing process, program, project management procurement Technology-focused talent (available to ICT managers) solutions architecture solution development and implementation information management and security IT services management and delivery 28
Organisational success factors From Building business performance and competitiveness with ICT ; insead / AT&T 2013 Outcome = ROI: mobility; cloud, communication investments 29