Becker's Hospital Review

47 CIO / HEALTH IT Cerner falls but remains dominant alongside Epic for EHR market share By Jackie Drees E pic and Cerner maintained the largest shares of the EHR market for acute care hospitals in 2019. However, Cerner experienced a net decrease in market share for the first time since 2010, according to a KLAS Research report released in May. For its "U.S. Hospital EMR Market Share 2020" report, KLAS Research analyzed vendors in use at 5,457 acute care hospitals across the U.S. Epic and Cerner have been the only vendors to add hospital market share each year since KLAS started tracking the market in 2010. Last year marked Cerner's first decrease, with its acute market share falling by 0.2 percent. Here's how major EHR vendors fared in terms of hospital market share in 2019: Epic: 29 percent Cerner: 26 percent Meditech: 17 percent CPSI: 9 percent Allscripts: 6 percent Medhost: 4 percent None/other: 9 percent Here's each major EHR vendor's net change in hospital market share in 2019: Epic: +55 Cerner: -9 Meditech: +29 CPSI: -5 Allscripts: -29 Medhost: -10 n What's on the AI wish list for 3 execs By Laura Dyrda H ealthcare leaders across the U.S. are examining the most practical and beneficial ways to use artificial intelligence for clinical care beyond the typical narrow approach to solve specific problems. During a panel at the World Medical Innovation Forum on May 11, health- care executives outlined the most useful areas of artificial intelligence in the future. The panel which included Keith Dreyer, DO, PhD, clinical data science officer at Boston-based Partners and vice chairman of radiology at Massachu- setts General Hospital in Boston, Mike Devoy, MD, executive vice president of medical affairs and CMO of Bayer, and Karen DeSalvo, MD, chief health officer of Google Health, answered the question: What is on your AI wish list? Dr. Keith Dreyer: If you think about what AI does today, it's typically narrow AI to be successful. That means there is a tremendous amount of data that is very consistently structured to solve a specific problem. If you take COVID-19 as an example, a new disease that we are discovering the symptoms for, and dis- covering the treatments for and watching hundreds of thousands of people being afflicted with this, the key is to capture as much information as you can in a consistent way and start to look for things like how to potentially prevent the disease by social distancing; how to determine whether someone has the disease by looking at symptoms that are evolving; and also how to be able to monitor that patient through the care process and even prognose what it is that will happen to the patient specifically with the aggregated data that you had before. So I would say monitoring all the way through and as you watch these peaks going from start to finish and then start to come up again, that is when we start to address other areas like contact tracing like we are today. Dr. Mike Devoy: I ascribe to the areas that Keith referred to and will add one. How do we look at treatments we have for other diseases? How can we re- purpose drugs in our armamentarium? Because they will come much sooner than developing drugs from scratch. Dr. Karen DeSalvo: I'll add two things: one, consumer facing, which has been our priority at Google, which is to make sure people have the right informa- tion at the right time that they need about COVID-19 so they can take the ac- tions to respond to social distancing or wash their hands or take care of their mental health. These are ways that the consumer and the community engage with the scientific and public health community. We believe that saves a lot of lives and has been a priority. I would put on the other end, support for vaccine development and vaccine deployment. I think there will be a huge lift for the world to see that we can do this in a very short term way for speed, as the FDA says, but also do it in a way that drives equity across the world. This will take the best tools we have, and AI can help us with the best deployment for vaccines. Consumers and vaccines add nicely to their list of counter measures and what we need to do for public health and the healthcare system. n Linda Reed. Vice president and CIO of St. Joseph's Healthcare System (Paterson, N.J.): We will put more enhancement projects on hold, so any types of requests such as adding modules to the EHR or changing module capabilities. Any of these types of projects will be pushed back a little bit unless it is something that will really make a significant difference. Jeffrey Hoffman, MD. CMIO of Nationwide Children's Hospital (Columbus, Ohio): Financially, our institution had already started 2020 in an outstanding position with significant capital and opera- tional investments in place. Like other pediatric institutions across the country, we have experienced substantial volume and revenue re- ductions, especially in our emergency department, urgent care centers and outpatient clinics. As a result, we have had to make reciprocal reductions in staffing and other variable expenses. Given all the IT demands of telework and telehealth, not to mention the core services we represent, our IT department has not experienced any such re- ductions. However, no one knows what will be needed next year. I think we are all patiently waiting this out a bit more before jumping to any conclusions. n

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