Summary

A hands-on, analytics road map for health industry leaders The industry-wide transformation taking place across the health and life sciences ecosystem is mandating that organizations adopt new decision-making capabilities, based on science and real-world information. Analytics will be a required competency for the modern health enterprise; this book is about how to "cross the chasm." The ultimate analytics guide for the health industry leader, this essential book equips business leaders with little-to-no experience in analytics to understand how to incorporate analytics as a cornerstone of their 21st century competitive business strategy. Paints the picture for a new health enterprise, one focused on the patient Explores the financial components of this new operating model, using analytics to optimize the tradeoffs between cost and value Deals with the rising role of the consumer, using analytics to create a completely new health engagement model with individual recipients of care Looks at how analytics can drive innovations in care practice, patient-experienced medical outcomes, and analytically driven novel therapies optimized for the individual patient Presents a variety of text, tables, and graphics illustrating the various concepts being described Within each section and chapter, Health Analytics assesses the current landscape, proposing a new model/concept, sharing real-world stories of how the old and new world come together, and framing a "how-to" for the reader in terms of growing that particular set of capabilities in their own enterprises.

Author Biography

JASON BURKE is founder of Burke Advisory Group, an executive consulting firm focused on helping health leaders pursue transformational programs using data, technology, and analytics. He holds an adjunct faculty appointment with the University of North Carolina at Chapel Hill School of Medicine, where he focuses on the development of new health informatics capabilities for health practitioners, researchers, and patients.

Foreword

Preface

Chapter 1 A Changing Business for a Changing Science

The Gathering

How Can Medicine Become Smarter?

Complexity Exceeding Cognition

Learning From Other Industries

Nancy

Characterizing Health Analytics

The Gathering Revisited

Chapter 2 Convergence and the Capability Map

Nice Job, But...

Fifty Flashlights

Convergence Defined

Is Convergence Really Required?

The Rush to Health IT

The Capability Map

Putting the Capability Map to Use

Health Analytics as a Discipline

Chapter 3 The Four Enterprise Disciplines of Health Analytics

Heresy

Health Analytics for the Non-Analytical

Information Management

Statistics

Information Delivery

High-Performance Computing

Maturation & Scale

Enterprise-Class Analytics: Putting It All Together

Chapter 4 Dealing with Data

Callimachus

Not a Drop to Drink

Defining Data

Big Data

Growth in Data Provisioning

The Excuses Every Leader Needs to Know

Building for Tomorrow

Conclusion

Chapter 5 BEST Care, First Time, Every Time

Medicine: Art, Science, or Both?

Leveraging Evidence to Deliver Improved Outcomes

What are Clinical Outcomes?

Supplementing the Unaided Human Mind

Healthcare’s Dark Fiber

Identifying Hidden Patterns

Chapter 6 Financial Performance and Reimbursement

Goals

Structures and Models

Many Names, Common Attributes

What Is Needed

Surviving and Thriving

Chapter 7 Health Outcomes Analysis

No Leeches Necessary

Orientation

The Big Seven+One

Timing is Everything

Groupers

The Population-Patient Pivot

Patients Like This One

One Model, Many Beneficiaries

The Role of Rules Engines

Challenges in Health Outcomes Analytics

Health Outcomes Analytics in Practice

The Marvelous Leech

Chapter 8 Health Value and Cost

An Asymmetrical Industry

Kaplan and Porter’s Stand

The Elusive Health Value

Dissecting Value

Linking Costs to Risk

Value Innovation

Chapter 9 The New Behavioral Health

Dangerous Portals

The Health Mindedness Gene Experiment

Engel’s Model

The New Evolving Science of Behavioral Health

What You Are

What You Experience

What You Do

What You Believe

Influencing Change

Putting Into Practice

Outcomes

Chapter 10 Risk Management

Risky Business

Why Are Risks So Hard?

Re-characterizing Risk Factors

The Example of Customer Segmentation

Risk Interdependencies

Everybody in the Pool

The Catch

Risk Adjustment

Borrowing from Other Industries

Growing Risks

Chapter 11 Quality and Safety

Defining Quality

Not Your Father’s Toyota

On Track

Avoiding the Obvious

We Just Have to Do This

The Growing Inventory

Strategy and Performance Management

Transparency and Benchmarking

Setting Quality Targets

Drug Safety

The Burden of Insight

Chapter 12 The New Research & Development

Returning to Alexandria

The End of Theory

Goals of a New Research Model

Characteristics of a New Research Paradigm

Target Improvement Areas

The Data Conundrum

The Big Four

One That Does What It Should

Chapter 13 Conclusions

Taking on Research

Five Phases of Value-Based Analytical Innovation

Phase 0: The Plan

Managing Capability Maturity

Wisdom & Health

About the Author

Index

Supplemental Materials

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