![]() ![]() That will be the case for most emerging technology that has the capability to even positively disrupt industries that are heavily regulated and watched.īeing patient about emerging tech (no pun intended) is key, Blackwell says. It took healthcare about 10 years to make cloud computinginto something viable, Blackwell claims. Don’t expect success or adoption to happen overnight. You also have to encourage people to use it. Communications, marketing, and a lot of information going out to members about the new process was a necessary part of the project. ![]() ![]() Don’t assume if you build it, they will come.For example, while the agile development process does have some need for a physical space, a lot of work can be accomplished virtually. While the customer is always the primary focus, make use of mobile and digital technology to boost the efficiency of your own teams.Horizon developed its own integrated API and digital integration layer, but it partners with smaller and often more nimble firms that have already developed needed pieces of the technology. What suggestions does the Horizon IT chief have for other healthcare providers looking to go down the digital transformation path? How does Blackwell see the technology evolving over time? While the tele-triage system and front end of the member portal incorporate a lot of decision-making software, plans are to eventually employ elements of artificial intelligence and machine learning to make the software even more intuitive and predictive, he says. In fact, it is quickly becoming virtual business as usual for users who routinely use their smartphones or mobile devices to order pizzas, groceries, or a ride across town and prefer the same “tap and swipe” convenience for medical services. The Phase 1 rollout lets individuals take a more active role in the administrative nuances of medical care, which really isn’t anything new. These services detail which doctors are available, explain how much services will cost, and let a patient schedule a visit. That, to me, is the transformational aspect of what we’re trying to do in healthcare.”īlackwell and his team started rolling out the first phase of Horizon’s digital transformation strategy last year by launching pilot web and mobile services that improve the member experience and make it easier for participants to understand their benefits. “It’s about trying to lower costs as part of that and improve the overall customer and member experience. “What we’re trying to do is change that whole paradigm and say it’s really about the health of the patient, the health of our member that really counts,” Blackwell explains. Prior to joining Horizon, Blackwell held a number of senior IT positions in the financial service, insurance, and software sectors, so he knows the sometimes subtle intricacies of IT-business relations. It gets tougher and tougher every year when you’re dealing with regulations, HIPPA compliance, complicated programs such as Medicare, and a board that gets involved in absolutely every aspect of the business from a governance standpoint, notes Doug Blackwell, senior vice president and CIO at Horizon Blue Cross Blue Shield (BCBS) of New Jersey.ĭoes that mean Blackwell is a rule-bending maverick who prefers going against the grain to get things done? Not really. Horizon Blue Cross Blue Shield of New Jerseyĭoug Blackwell, SVP & CIO, Horizon Blue Cross Blue Shield of New Jersey ![]() Digital transformation in the healthcare industryīeing a “DX DJ” is a bit more complicated when you’re queuing up changes in a highly regulated industry such as healthcare and routinely deal with rules and regulations that often seem to put serial innovation on the backburner in favor of the status quo. The company also uses crowdsourcing digital tools that eliminate the barriers of distance or professional hierarchies by getting everyone involved in the process of coming up with new ways to streamline or expand the business. Other companies, such as Waterton Associates, a Chicago-based real estate investment and property management company, take a more people-oriented approach to DX by establishing an innovation lab that fosters companywide creativity and collaboration. That was the case at Waste Management, the largest provider of waste and refuse collection services in North America, where customers can use their smartphones and other mobile devices to schedule trash pickups and take an active role in the company’s business operations. For some companies, digital transformation (DX) might stem from a new mobile application or deployment that increases the efficiency of a field-based sales team or results in improved customer interactivity. ![]()
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