Becker's Hospital Review

33 INNOVATION 7 big ideas in healthcare innovation By Katie Adams F rom their thoughts on how health IT will evolve in the next five years, to how to choose which digital health startups to invest in, to which mottos guide their in- novations strategies, here are seven quotes about the role of innovation in healthcare that hospital executives shared with Becker's Hospital Review in September: Chris Waugh. Chief Design and Innova- tion Officer at Sutter Health (Sacramento, Calif.): Healthcare is overly complex. What draws specific focus for us is what any individ- ual innovation means for the mother, father, child or employee who will use it. is allows us to clearly prioritize which one is most im- portant to them, and it also allows for more breakthroughs because the innovation comes from empathy, feelings and relatability versus any particular technology or soware. For us, we think about how we will make this new technology (AI, voice, etc.) most resonant and meaningful and what real problem or oppor- tunity will be solved for the person using it. Tony Ambrozie. Senior Vice President and Chief Digital Officer at Baptist Health South Florida (Miami): Like innovation, we see data as telling us how to respond to the future rath- er than only revealing what has happened in the past. e information, trends and feedback we gather from consumers and patients to cli- nicians and staff marks the goal post for where we want to go. If the data tells a story, we de- cide how we can make that story a better one. Daniel Durand, MD. Chief Clinical Officer at LifeBridge Health (Baltimore): As the chief clinical officer of a health system that includes five hospitals, I start almost every day by asking myself the question, "What will we need hospitals for in 2030?" How much of what we do today will be safely done either at home or in the ambulatory setting in the near future given advancements in point-of-care diagnostics, telehealth, artificial intelligence, nanotechnology, robotics, drones, 3D print- ing, virtual reality, 5G, etc.? Andy Lehman. CIO at Kettering (Ohio) Health: e home will always be the physi- cal manifestation of our families. However, the home is now a classroom, doctor's office and place of business. As healthcare evolves, it will also become a hospital, which will drive significant changes in health IT. Although not all care can be moved outside of the hospital, there are studies indicating an improvement in outcomes when care is delivered in the home for appropriate episodes. Healthcare networks have designed IT infra- structure to support care in the hospital, phy- sician offices and peripheral locations. e home is the next frontier. Nick Patel, MD. Chief Digital Officer at Prisma Health (Columbia, S.C.): When as- sessing a new digital health investment, some of the red flags I watch out for are a lack of maturity of the solution in regards to depth to meet current and future needs, limited interoperability (Fast Healthcare Interoper- ability Resources application programming interfaces, soware development kits), imbal- anced deployment ownership, low technical IQ, poor cybersecurity track record, a road- map to nowhere and shaky financial stability of the company. Once you have checked some of those boxes, you have validated the ven- dor's true track record on successful, on-time execution of their solution. It's important to have eyes wide open on what's "go ahead" and what's "on the road map." R. Hal Baker, MD. Chief Digital and Infor- mation Officer at WellSpan Health (York, Pa.): As the payment model shis to outcomes over visits, the opportunity to find a better way to provide care through more frequent and less costly connections will improve both the ease and cost of care, as well as its effectiveness. Our work to connect companies, like Livongo, through EHRs, like Epic, allows our care team to build on the success of healthcare innova- tors through connecting them to the medical home. We feel this will be the largest change in healthcare IT in the coming years, but this is just the beginning. Gulden Mesara. Senior Vice President and Chief Communications and Marketing Of- ficer at City of Hope (Duarte, Calif.): With the pandemic shiing the way many commu- nicate and seek information daily, social me- dia has been an instrumental tool — more so now than ever before — to communicate with our patients and donors, to stay connected with doctors on our research and innovation- sand to enhance recruitment efforts. We as- sess how our messages are resonating across digital and social media channels through data analysis, which is also increasingly im- portant, and constantly evolve our content to better suit our audience's needs. At the end of the day, for us, it's about connecting and cre- ating dialogue that will deliver top-notch pa- tient care and drive better and faster solutions for the patient community. n Best Buy to acquire remote care monitoring platform: 5 details By Katie Adams B est Buy signed an agreement to acquire remote patient monitoring and telehealth company Current Health, the company said Oct. 12. Here are five details: 1. Current Health's care platform allows healthcare organizations to monitor patients in their homes. It combines patient-reported data with data from biosensors to give caregivers real-time insights about a patient's condition and alert them when a patient needs clinical attention. 2. Deborah Di Sanzo, president of Best Buy Health, said the acquisition will help the company "create a holistic care ecosystem that shows up for someone across all of their healthcare needs." 3. Current Health CEO Christopher McCann said Best Buy was chosen as its partner because the company has strong supply chain logistics, established trust with consumers and a wide reach. 4. Best Buy expects the acquisition to close by the end of the fiscal year, accord- ing to its Oct. 12 filing with the U.S. Securities and Exchange Commission. 5. The companies did not disclose the deal's financial terms. n

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