Using data analytics to fill gaps in care, improve patient outcomes Data analytics is an essential tool when it comes to filling gaps in care. By studying the data, providers can determine what steps need to be taken to improve patient outcomes. Greg Nelson, associate vice president of analytics services at Intermountain Healthcare, shared his insights into analytics product development.
“One of the things we are doing here at Intermountain Healthcare is focusing on how [our patients] experience care and what it looks like for our patient population and members of our community? “Nelson explained that the healthcare company focuses on addressing what they call ‘evil problems’ when it comes to testing. These are the complexities that arise during healthcare testing.” Healthcare data is tough: digitizing health Health data describing the patient’s experience is a modern phenomenon that we have all learned from, “explained Nelson.” Healthcare is still largely in its infancy, whether it is the lack of a universal identifier, the challenges interoperability, incentive structures, system compatibility, complex reimbursement systems. All of which indicates why we can’t always do our best to analyze and apply cutting-edge insights into innovations. “In general, suppliers are held back. based on how organizations think about the role of data and analytics.
Data analysis is often thought of as a utility, an enabler, or a driver. However, suppliers should have the shared goal of innovation rather than thinking about the different roles of the analysis. “What we want to do is get to the point where we engage with our end users in problem solving and push ourselves towards that discovery, be able to automate insights, be able to provide information that otherwise would never have been found.” Nelson said. Another challenge in performing data analysis is the linguistic division when it comes to how the data is processed. “Even if we all speak the same language, we may not understand each other. I see this happening often, especially in data literacy constructs, “Nelson said. In the analytic space, Nelson said there will be winners and losers. The losers will be those who cannot advance their analytical technology to produce better results for their patients. Therefore, results should be the number one priority for suppliers looking to improve their analytical systems. “As we think about how we can modernize our organization, almost reinventing analysis, it is about achieving economies of scale with people. It’s statistics that drive action. It’s about being strategically aligned and value-oriented, “continued Nelson.” In product management, in particular, we talk about holistic thinking of the person. In health, we talk about comprehensive medical care. In the space of analysis, what I want to talk about is the thought of the whole person and the thought of the whole problem. it means understanding and living in the shoes of those who face problems. Being able to position yourself correctly to capitalize on market opportunities is absolutely fundamental “.
Nelson and Albert Martinez, chief analytics officer at Intermountain Healthcare, took the time to discuss where the organization should spend its energy and strategic capital. The couple landed on three strategic themes: embody, empower and engage. The integrated topic covers the organization’s data collection method that creates forecast models, information systems, and reports. “What we found is that the challenge is not so much in formulating the data or the story it tells, but that it takes people away from the decision-making process and into a separate process,” Nelson revealed. “He takes them and shifts his mind to the one against the table. What we want to do is incorporate knowledge and decisions into your work. By being able to provide insight into participation systems, we suddenly began to reimagine how our data should be consumed. ”Instead of simply analyzing data, it is possible to create risk and prediction models to further improve patient outcomes. The second area is a empowerment method that encourages people to use, consume, act and measure data.
The final piece of the strategy focuses on engagement. Another word for this is co-creation. In analytical product management, we are designing products and product lines. So instead of solving an individual problem, we’re solving problem systems, “Nelson said. With data analytics, providers can better identify health disparities by using forecasting and risk models to address gaps in care. Additionally, the technology can detect at-risk patients who don’t appear to have any risk factors by incorporating artificial intelligence. However, Nelson said having good data is essential to do this. “Models are only as good as the data, the design and the process we use to create them. What we need to be really good is to involve people in co-creating those models,” continued Nelson.