Issue link: https://beckershealthcare.uberflip.com/i/1327468
30 INNOVATION Former Cleveland Clinic CIO on retail competition: Hospitals must make digital changes or 'become relic of the past' By Jackie Drees E dward Marx, former CIO of Cleveland Clinic, co-au- thored a book on digital transformation in healthcare during the COVID-19 pandemic and how hospitals can best compete with retail disruptors. The book, titled Healthcare Digital Transformation: How Consumerism, Technology, and the Pandemic are Acceler- ating the Future, draws attention to the threat that retail, big pharma and big tech companies are presenting to tra- ditional healthcare organizations. Mr. Marx, who serves as chief digital officer for IT company Tech Mahindra Health & Life Sciences, co-authored the book with Paddy Pad- manabhan, CEO of healthcare digital transformation advi- sory firm Damo Consulting. Here are four quotes from Mr. Marx on healthcare digital transformation and how hospitals can compete with dis- ruptors, according to a Nov. 11 news release. 1. On retail disruptors' advantage over traditional hospi- tal visits: "In my experience, convenience always trumps brand. Why would someone spend half a day for a hos- pital appointment when they could get the same quality care just around the corner at a local pharmacy or retailer in just 30 minutes?" 2. On hospitals not prioritizing budget spend on digital engagement since physicians always refer patients: "You have to make changes or become a relic of the past and be eaten by new players. A lot of hospitals could go out of business or become places you just go for acute care." 3. On pandemic-fueled culture shift of using tech to treat patients at home: "When I was at the Cleveland Clinic and we started treating some patients at home, we were finding it was cheaper, higher quality. And guess what? Patients were happier because they didn't have to go to the hospital." 4. On potential financial savings from remotely treating COVID-19 patients: "With digital technology, 25 percent of admissions can be treated at home. This saves a lot of money and you're not wasting resources and saving a lot of [personal protective equipment]. When you have a COVID patient, you have to put on a lot of gear and then throw it away when you're done." n Kaiser Permanente's digital chief Prat Vemana on the 3 principles guiding his pandemic response digital strategy By Jackie Drees P rat Vemana, chief digital officer at Kaiser Permanente, recognizes the power of drawing on patient data to help drive the next wave of digital healthcare during the COVID-19 pandemic. In a Nov. 16 Forbes report, Mr. Vemana, who joined the Oakland, Calif.-based health sys- tem in August 2019, explained how data will support the next wave of digital in healthcare, which is elevating telehealth beyond just a capability to an experience that challenges physical visits. With the next wave of digital healthcare in mind, Mr. Vemana's goal for Kaiser Perma- nente is to use digital capabilities including video, phone and chat to create a framework to personalize patient's interactions and ex- periences with the health system. "If telehealth is here to stay, what does it mean for us to make it more effective and a true experience?" Mr. Vemana said. "at's the bigger wave of change that we're going to see. It's a huge pivot that we are looking to make. is will allow our members to get a different mindset than if the system were not available. is is the most exciting time healthcare is going to be in when it comes to digital." ree factors that have guided Mr. Vemana as he leads Kaiser Permanete's digital strategy in response to the pandemic: 1. Adaptive leadership has allowed the health system to innovate with their digital strategy and adapt to challenges posed by the pan- demic rather than fight against them. Work- ing together gives the organization a stronger chance at solving complex issues. 2. Team empowerment gives employees the space and time to create solutions more freely and without having a set list of instructions on how and when to solve the problem. 3. Purpose and vision that employees want to buy into and support. It's important to give people access to the right tools, technologies and support so they can move independently within the organization while helping their teams succeed. n