The Healthcare system will be target of major disruption more than any other industry in the next 10 years.
The Digital economics and increasing demand by consumers for more real time information in order to make better decisions on who they want to "hire" to perform services for them or in their behalf will be the driver of this disruption. Analytics, Big Data and Machine Learning will lay the foundation for the next generation of healthcare yet there are still many challenges to truly revolutionize the healthcare system end to end (Providers, Pharma, Payers)
Big data in the real world opportunities and challenges facing healthcare - v04b - slide share
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2. 2
"From the dawn of
civilization until 2003,
humankind generated five
exabytes of data. Now we
produce five exabytes
every two days...and the
pace is accelerating."
Eric Schmidt
Executive Chairman, Google
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4. Big Data Categories
4
Web & Social
Media Data
Machine-to-
Machine Data
Big Transaction
Data
Biometric
Data
Human-
Generated Data
5. 5
The 3 Vs of Big Data
Volume
90% of the data in the world
today was created within
the last two years
Variety
People to people
(e.g. social media)
People to machine
(e.g. computers, mobile,
medical devices)
Machine to machine
(e.g. sensors, GPS, barcode
scanner)
Velocity
2.9 emails sent every
second
20 hours of video uploaded
every minute
50 million tweets per day
6. 6
Industry Shifts in Data
Data is becoming the
world’s new natural
resource
The emergence of cloud
is transforming IT and
business processes into
digital services
Social, mobile and access
to data are changing how
individuals are understood
and engaged
500 million DVDs worth
of data is generated daily
1 trillion connected
objects and devices by
2015
80% of the world’s data
is unstructured
85% of new software is being
built for cloud
25% of the world's
applications will be available
in the cloud by 2016
72% of developers say
cloud-based services are
central to the applications
they are designing
80% of individuals are willing
to trade their information for a
personalized offering
84% of millennials say
social and user-generated
content has an influence on
what they buy
5 minutes: response time
users expect once they have
contacted a company via
social media
10. 10
Implications in Healthcare
Source: http://www.alphasixcorp.com/images/big-data-infograph.jpg
11. Megatrends Impacting Entire Spectrum of Care
11
A Modern Health Care System is on the Horizon, Demanding a Paradigm Shift
FROM TO
One Size Fits All
Fragmented, One Way
Provider Centric
Centralized, Hospital-based
Fragmented, Specialized
Procedure-based
Treating Sickness
Personalized Medicine
Integrated, Two Way
Patient Centric
Decentralized, Community-based
Collaborative, Share Information
Outcomes-based
Preventing Sickness (Wellness)
13. Connected Health Ecosystem
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Remote
Monitoring
Telemedicine mHealth
General Healthcare
IT (CIS and Non-
CIS)
• Video Diagnostic
Consultation
• Remote Doctor/Specialist
Services
• Distance
Learning/Simulation
• Retail Telehealth
• Teleimaging
• Electronic Health
Records (EHR)
• Health Information
Exchange (HIE)
• Patient Portals
• Hosted Cloud Infrastructure
• Home and Disease
Management
Monitoring
• Activity Monitoring
• Diabetes Management
• Wellness Programs
• Remote Cardiac ECG
• PERS
• Medication
Management
• Professional Apps
• Wellness Apps
• Fitness Apps
• Texting Informational
Services
14. Moving to the Left
Benefits of Proactive Mitigation of Disease Risk
Health Status
20 % of Population Generates
80% of the Cost
Healthy/
Low Risk
At Risk
High
Risk
Chronic
Disease
Early Stage
Chronic
Disease
Progression
End of
Life Care
VALUE COST
15. Exponential Technologies
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EMPOWERING THE PATIENT
ENABLING THE PHYSICIAN
ENHANCING WELLNESS
CURING THE WELL…BEFORE THEY GET SICK
16. What Prevents Insurers from Effectively Using
Data?
Inability to get to accurate, integrated data that can
provide actionable insights.
Lack of a clear strategy and roadmap
Budget and resources
Data fragmentation
System fragmentation
Poor data quality
Data silos across departments
Inadequate analytic tools and skill sets
17. Overcoming the Gaps
Leadership commitment to data as
a strategic asset
Long term commitment to drive
health care value
Alignment with enterprise priorities
Dedicated resources to infrastructure
and quality
Continuous improvement mindset
Strategic decisions consider data requirements
Operational decisions include data implications
18. Strategies
• Implement a data governance framework
• Engage providers
• Foster competition and transparency
• Bake analytics into training
• Provide for flexibility in information transference
• When possible, choose in-house solutions over
vendor-generated solutions
• Create simple, understandable tools such as
dashboards for clinicians on the front lines to
visualize incoming data.
• Don’t scale up, scale out
• Close the quality loop
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Health Care reform redefined how individuals can obtain health insurance. Providers will receive incentives on positive outcomes which will lead to their increased interest in improving the health not only of the patients they visit in their offices but the patients they seldom see. The information available about their patients is growing rapidly and can be harvested from sources that are not typically linked to medical records. In this session you will learn about emerging sources of data and the use of advanced analytics that can lead to the proactive improvement of population health and wellness. - See more at: http://theinnovationenterprise.com/summits/bdhealth-philadelphia-2014/schedule#sthash.TVRsSoX9.dpuf
In order to win in the new market we must be able to harvest actionable information from all the data that is being generated by the internet of things
Web and social media data: Clickstream and interaction data from social media such as Facebook, Twitter, Linkedin, and blogs. It can also include health plan websites, smartphone apps, etc.
2. Machine-to-machine data: Readings from sensors, meters, and other devices.
3. Big transaction data: Health care claims and other billing records increasingly available in semi-structured and unstructured formats.
4. Biometric data: Fingerprints, genetics, handwriting, retinal scans, and similar types of data. This would also include X-rays and other medical images, blood pressure, pulse and pulse-oximetry readings, and other similar types of data.
5. Human-generated data: Unstructured and semi-structured data such as electronic medical records (EMRs), physicians’ notes, email, and paper documents.9
Implement a data governance framework. A carefully structured framework for enterprise-wide data governance is arguably the first and most critical priority to ensure the success of any effort to leverage big data for health care delivery. The Data Governance Institute, a provider of in-depth, vendor-neutral information relating to tools, techniques, models, and best practices for the governance of data and information, defines such a framework as a “logical structure for classifying, organizing, and communicating complex activities involved in making decisions about and taking action on enterprise data.”
Engage providers. Engaging providers is critical to changing the culture of resistance to new approaches to data collection and analysis. Health care organizations are highlighting the importance of big data initiatives by rolling them out at department- wide meetings and rewarding their physicians when they meet standards for data collection and improvement of quality metrics.
Foster competition and transparency. Similarly, health care organizations are attaching monetary incentives to measuring and looking at data; displaying peer and colleague data with respect to patient satisfaction and quality metrics; and using dashboards, all in an effort to leverage competition and improve performance among clinicians.
Bake analytics into training. More institutions are recognizing that physicians and nurses both need training in analytics to understand how big data tools add value to overall health care performance.
Even medical schools, like those at the University of North Carolina at Chapel Hill and the University of Washington-Seattle, are revising their curricula to encourage critical thinking and the use of information.
Provide for flexibility in information transference. There is a growing recognition that work and learning styles vary among clinicians; facilities are demonstrating a growing willingness to deliver data in multiple ways based on clinician preference and style.
When possible, choose in-house solutions over vendor-generated solutions. At times the inflexibility of some vendor-generated solutions can be a major obstacle to leveraging big data technology in a given organization. Organizations are increasingly recognizing that some of the most successful solutions to their challenges can sometimes be developed with “in-house” input and expertise. In most cases, only large organizations currently have the resources to build in-house solutions. However, in the future, even smaller provider groups and companies will need to tap into one or more big data streams. For these groups, vendor-generated solutions are the only options. When looking at commercially available solutions, ensure that they are sufficiently flexible, scalable and configurable to meet the users’ present and future needs.
Create simple, understandable tools such as dashboards for clinicians on the front lines to visualize incoming data. Organizations should strive to update processes and develop capabilities to enable tool use, and focus on real- or near-real time clinical decision support. Traditional analytics use Extract, Transform and Load (ETL) processes that upload data nightly or weekly to a data warehouse, from which it is then extracted for processing elsewhere. Increasingly big data is moving toward real- or near-real time processing, often at the point of care, to derive value from the data far more quickly for clinical decision support.
Don’t scale up, scale out. Some organizations may be prone to lean toward replacing their older servers with bigger and more powerful servers. Today’s trend is to “scale out;” ie, to improve performance and scalability of a system by adding nodes for processing and data storage. This approach may be worth considering because it can make systems easier to manage and to expand to accommodate big data solutions.
Close the quality loop. Achieving health care transformation requires dramatic and sustainable changes to the structure and processes of health care. Data analytics teams must work in lockstep with quality improvement teams so that analytics tools and techniques can be integrated into the various quality-improvement methodologies which, together, can provide a framework that drives the front-line and administrative changes necessary for achieving desired improvements to health care outcomes and efficiency.