Healthcare Leaders Look to Manage Costs and Reduce Variation
Our healthcare industry finds itself in a period of uncertainty. No one knows what the future of payment/insurance reform will be. Regardless of where things land, a new survey of health system leaders conducted by Premier Inc. found that managing costs is their top priority.
Coverage of the survey in Healthcare Finance noted that C-suite executives are focused on improving productivity and reducing supply chain inefficiencies, pharmaceutical costs and clinical variation.
Another priority in the C-suite, according to the survey, is moving from meaningful use to meaningful insight. Systems are looking beyond recording data and are increasingly integrating and combining data to streamline analytics on supply chain, financial and clinical care.
I’ve written before about Big Data, and the need to ensure that we use it, not drown in it. Mike Alkire, COO of Premier, says healthcare leaders are “clearly working hard to make sense of all the data they have, most of which remains in silos. Making sense of that data has clearly become a priority for leaders as has the movement toward a more consumer-centric and accountable care delivery system.” In our universe of intra-company logistics, we see this challenge and the need for solutions as well.
All too often when we first start working with our clients, we find that it’s not only data that is siloed, but even understanding or knowledge of what other departments are doing. Our clients achieve systemness by leveraging their intra-company logistics networks.
The key: The removal of variability—exactly what these health care leaders prioritized in the survey. Done right, systemness integrates all aspects of a health system’s governance, operations, and workflows—across all technologies, clinicians and locations—to deliver seamless, cost-effective, high-quality care.