With the CES and JP Morgan conferences now in the rear-view mirror, HealthLeaders Innovation and Technology Editor Eric Wicklund talks with Peter Micca, a partner in Deloitte's Life Sciences & Healthcare section, about the trends we'll be seeing in healthcare technology and innovation in 2023.
The New York-based health system is rolling out Northwell Health Pregnancy Chats, an AI-enhanced chatbot that can act as both a resource for important information about pregnancy and a care management tool that can alert care providers to an urgent health concern.
Northwell Health is launching a digital health platform aimed at addressing the nation's high maternal mortality rate.
The New York-based health system is rolling out Northwell Health Pregnancy Chats, an AI-enabled chatbot that can act as both an information resource and care management tool, alerting providers to any health concerns that require immediate follow-up.
“Northwell Health Pregnancy Chats are both extremely comprehensive and highly individualized and are designed to complement the interactions patients have with their providers,” Michael Nimaroff, MD, senior vice president of Northwell’s OB/GYN service line and chair of Obstetrics and Gynecology for North Shore University Hospital and Long Island Jewish Medical Center, said in a press release. “It’s a way to ensure women are never without support, whether they’re in a doctor’s office or in their own home.”
The chatbot targets a growing health concern in the US that has attracted the attention of health systems and the federal government. Roughly 26 of every 100,000 women die during childbirth, a rate much higher that many other countries and a particular concern among minorities, where the rate is even higher.
While the Biden-Harris Administration has targeted the issue in a Maternal Health Blueprint released in June 2022, many healthcare organizations are using digital health tools like mHealth apps and remote patient monitoring programs to connect with mothers-to-be at home and monitor them through their pregnancy. Many of these programs continue after childbirth, to monitor the baby's health and the mother's well-being.
“Far too many pregnant and birthing people in this country suffer harm or even die because of problems that are entirely preventable," Dawnette Lewis, MD, MPH, director of the Center for Maternal Health, said in the press release. "Northwell is committed to doing whatever is necessary to reduce those risks. By bringing together high-tech innovation and high-touch clinical care, the Northwell Health Pregnancy Chats will help keep women and babies safe.”
Developed in a partnership with Portland-based digital health company Conversa Health, which is now part of Amwell, the chatbot was deployed in a pilot program and used by some 1,632 patients. The program helped to identify several urgent health problems, including severe preeclampsia and behavioral health concerns, and was positively received by 96% of the users.
The no-cost digital health tool, accessible via smartphones and other mobile devices, will eventually be offered to women receiving pregnancy care throughout Northwell Health's coverage area, according to the health system.
The Weekly Wrap, HealthLeaders' new video series, brings you a quick look at what we're covering around the healthcare industry.
Looking for a quick review of what’s hot in the healthcare industry?
Our Weekly Wrap video recaps the latest news and analysis that HealthLeaders covers each week and features health system, hospital, pharma, and payer executives.
New episodes will be released each Friday.
Subscribe now to HealthLeaders YouTube channel to catch all the episodes. Don’t miss out!
Check out our featured story, podcast, and event for the week:
The state's Medicaid program is partnering with digital health company Pear Therapeutics on the precision digital therapeutics program aimed at treating residents in 24 counties who are living with stimulant use disorder.
The state of California is launching a precision digital therapeutics program aimed at helping people living with substance use disorders.
The California Department of Health Care Services (DHCS) is partnering with digital health company Pear Therapeutics to support the state's Recovery Incentives program, which was launched in 2022. The contingency management (CM) program, operated through the state's Medi-Cal Medicaid department, targets those dealing with stimulant use disorder by offering motivational incentives and tracking behaviors.
Some 24 California counties will take part in the program.
"Participating Drug Medi-Cal Organized Delivery System (DMC-ODS) counties will launch the CM benefit in the first quarter of 2023, in accordance with approval from the Centers for Medicare & Medicaid Services as part of the CalAIM 1115 Demonstration," DHCS reports on its website. "Eligible Medi-Cal beneficiaries will participate in a structured 24-week outpatient program, followed by six or more months of additional recovery support services. Individuals will be able to earn motivational incentives in the form of low-denomination gift cards, with a retail value determined per treatment episode."
Pear Therapeutics, based in Boston, develops digital therapeutic treatments, or software-based tools designed to allow providers and patients to track engagement and adherence and target behaviors through incentives and other methods. An important part of the process is the use of digital health to track patients and enable on-demand collaboration and long-term engagement with care providers.
Advocates, including the Digital Therapeutics Alliance, say the digital health platform is effective and can replace traditional medication-based treatments.
Hinge Health, which focuses on virtual physical therapy for businesses and health plans, is adding in-person visits. It's a nod to the growing popularity of hybrid healthcare.
A digital health company specializing in physical therapy is adding house calls to its portfolio.
San Francisco-based Hinge Health has unveiled a physical therapy house call service aimed at improving the long-term value of virtual care. The service, which will launch in Chicago before a nationwide rollout, aims to complement the virtual care platform by giving patients in-person evaluations.
“As the market leader in MSK [musculoskeletal] care, it’s incumbent on us to transform the member experience by challenging the status quo,” Daniel Perez, the company's co-founder and CEO, said in a press release. “Integrating digital and in-person care is a leap forward in bridging care gaps and reimagining a healthcare model that works for everyone.”
The announcement follows a post-pandemic trend in the healthcare industry in combining virtual and in-person services on a hybrid platform. While telehealth and virtual care saw huge increases in use during the height of the COVID-19 crisis, the pendulum has since swung back in the other direction, with patients often asking for a return to office-based care.
Company officials say the virtual platform improves access to healthcare services, allowing patients to receive physical therapy in the comfort of their own homes and on their own schedules. But many patients, especially those with back, joint, or muscle pain, would also benefit from in-person evaluations that can be more thorough and comprehensive than virtual consults.
The company, which contracts with businesses and health plans, says the house call service will include physical and environmental assessments, hands-on therapy, and guided digital setup services and can be scheduled the next day, evenings, or weekends.
The strategy might appeal not only to those who prefer virtual services, but also to that percentage of consumers who are hesitant to try virtual care or prefer in-person care.
The two San Diego-based healthcare organizations have forged a three-year deal to develop an integrated care management plan for seniors, incorporating everything from primary care to inpatient services to home-based care.
Two San Diego-based healthcare organizations are joining forces to develop an integrated care management model for the nation's growing senior population.
Sharp Memorial Hospital and West Health have entered into a three-year deal to create a "model of excellence for older-adult care," which would bring together best practices for everything from primary care to inpatient services to home-based care.
“In collaboration with Sharp Memorial Hospital, we’re bringing together incredible advancements in geriatric care that have, until now, been largely siloed within medical specialties such as emergency medicine or surgery,” West Health Chair and CEO Shelley Lyford said in a press release. “By coordinating senior-friendly care across the entire health system, we’ll be amplifying those advancements and helping older patients achieve the best-possible healthcare experience.”
“Our population is rapidly shifting; by 2030, the number of older adults in San Diego will be 80 percent higher than the decade earlier,” added Tim Smith, Sharp Memorial's senior vice president and CEO. “These are valued members of our community who deserve the best-possible care. But the needs of older patients are quite different than those of the average adult, and that’s what’s driving our commitment to create new and better standards of care.”
The growing senior population is expected to strain the resources of the nation's healthcare industry, which is already struggling with staff and provider shortages amid a bad economy. In addition, many seniors are looking to remain in their homes for a longer time, rather than move in with family or into senior care facilities, putting pressure on healthcare to improve home-based monitoring and care management services.
Some health systems, like Dartmouth Health in New Hampshire, have developed specific geriatric care programs, and the American College of Surgeons offers certification for geriatric surgery. Sharp Memorial and West Health, a collection of non-profits focused on senior care services and successful aging, want to create a platform of care management that eliminates siloed services and gives healthcare organizations a master plan for treating seniors. It would include care coordination as well as senior-specific programs.
“West Health and Sharp Memorial are reimagining what successful system-wide care can look like for older-adult patients, and we’ll share the model with the world in the hopes others will make the same transformation,” Lyford said in the press release. “Already, hospital systems are seeing the positive impact of geriatric specialty care in emergency settings and operating rooms. Just think of the impact when that level of care extends throughout the entire system in an intentional and coordinated manner.”
“Injuries and illnesses in older patients can have immediate, permanent consequences on their independence and mobility,” added Diane Wintz, MD, a Sharp-affiliated critical care specialist and medical director of the Trauma Program at Sharp Memorial Hospital who helped forge the alliance with West Health. “We see the best results when there’s an exceptional level of teamwork across departments and specialties. We want to see emergency teams, surgeons, pharmacists, and primary care providers taking collaboration to a whole new level for our older patients.”
In the wake of the American Hospital Association's workforcereport released in November, HealthLeaders spoke with NAHQ Executive Director and CEO Stephanie Mercado, CPHQ, about how that quality component is the linchpin to building and keeping a strong workforce. This interview has been edited for brevity and clarity.
HealthLeaders: A takeaway that leapt out on the video summary of the report on your website was that hammers don't build houses, but people do.
Stephanie Mercado: That's right.
HL: Your report is all about the fact that we have all these marvelous information tools now, but we have a workforce that seems at times unable to use or optimize the use of those tools to really make the kind of difference we need to see in healthcare. That includes bending the cost curve, employee retention and all the things we write about over and over again. What was the origin of the report? How did you decide at this time that you needed to do this kind of survey or fact finding? And how did you go about gathering the evidence that you present?
Mercado: Let me rewind the tape a little bit further. I joined the organization about eight and a half years ago. And at that point in time, there were a handful of healthcare quality leaders. CQO [chief quality officer] roles were almost nonexistent. There were a few VPs you'd hear about, but most of the time it was directors and managers and coordinators of quality.
One of the things that occurred to me was how different the educational pathways are for people working in healthcare quality. I had previously come from the American Orthopedic Association and American Academy of Physical Medicine and Rehabilitation, where there are well-worn academic pathways for training – medical school, residency, fellowship, board certification, licensure, the whole thing. But the same is not true for people working in healthcare quality.
Stephanie Mercado, CPHQ, executive director and chief executive officer of the National Association for Healthcare Quality. Photo courtesy NAHQ.
People working in healthcare quality generally are more like-minded than they are like type. And they're usually put into the role because they were really good at something else. I saw a chief quality officer position description the other day sent to me by a recruiter, and it said "MD required and quality experience preferred." And I thought, how could this even be right?
The whole reason why NAQH exists, and of course the impetus for the report, was to say we've got a lot of people and a lot of investments have been made over the years advancing quality, safety, and value. And yet, we do not have any standards for how we educate and train these individuals. That's the reason why we do all of our work.
We started by developing the Healthcare Quality Competency Framework, that has the eight dimensions, 29 competencies, and then, unpublished, 486 skills, stratified against foundational, proficient, and advanced levels. With the framework in hand, we know what work is supposed to be getting done out there in healthcare quality. Creating the standard and validating that standard twice in the market was the first step.
Once we had the standard validated, we were then able to start assessing both individual contributors and contributors within teams. That is really what you see in the workforce report. The first few data tables that you notice are from our aggregated national dataset. And the ones in the appendix are actually from healthcare organizations that we work with, to come in and help them understand how to leverage their workforce, through a solution we offer called Workforce Accelerator. At the end of the day, there's no technology implementation or consultant that will replace a coordinated competent workforce. And so that needs to be the focus of for sustainable systems.
HL: The report includes a data analytics data point, which was that 57% of respondents indicate analytics as part of the responsibility, but most work at lower levels of competency.
Mercado: Well, that is big. All of these competencies must be present in a high-performing organization. And I'm just pulling up health data analytics in particular. So 57% say that they work in that domain, and only 20% are performing at advanced ends of the competency spectrum.
HL: So why the gap here? They're not being trained properly?
Mercado: Oh, so many things. But yeah, there is not a well-worn academic pathway or even training solution that gets people ready to do this work. We have been saying what needs to change in healthcare for more than six decades – what needs to be measured, what we need to be doing, what technology needs implemented, all of these things, but we haven't said how. The whole how part of the equation has been left largely addressed.
The how gets back to hammers don't build houses, people do. A lot of times healthcare leaders, with very good intentions, will deploy technical solutions and then suffer from challenges with operator error because the people don't know how to use the tool. Safety event reporting software is the thing that helps identify risks and events in a hospital. It's a way to engage the workforce. And they will report things like, if there was actually an incident, like a slip and fall or anything like that, that goes into there.
And then there's also things like they put in near-misses or good catches, like, hey, there's water on the floor. And they enter it into the system to say it needs to be cleaned up, or we almost gave a patient the wrong medicine. They implement that into the event reporting. But guess what they don't do: Most organizations do not train their workforce on how to identify those risks and events. So now you have a whole software solution, which is very well-intended and necessary in healthcare, but the competencies required to identify those risks and events have not been part of the solution.
HL: One of the AHA report's recommendations is to foster professional development, expertise, and leadership skills by offering interdisciplinary training across organizations, departments, and sites of care. That would seem to intersect quite nicely with what you're urging.
Mercado: We are 100% on the same page with investing in continued professional development. We would expand upon that to say what we need in order to do that well is create some more of the standard operating procedures of how teams work together.
We have been working with a variety of healthcare organizations, first in pilot, most recently in beta, and are now moving past beta to actually go into healthcare organizations and implement this model.
For example, we are working with the Veterans Health Administration. The VHA implemented NAHQ's implementation model for this, which we call the Workforce Accelerator. VHA did that in beta with us with three of their VISNs [VHA regions]. They just expanded with us, and the VHA now has all 18 VISNs working on the workforce accelerator program with us. So the entire VHA infrastructure is now aligned to this effort. And it also represents the first time that the VHA has ever centralized quality.
This is really big news, that the largest health system in the country is working with NAHQ to deploy this solution with success. Not only are they having organizational success, but individuals are feeling more engaged and more supported at their organization. They're creating succession plans for staffing and things like that. It's been a real success story at the Veterans Health Administration. And we have others -- Bon Secours Mercy Health, Valley Medical Center -- and many other organizations are working with us on this and it is working. We're really excited about that.
HL: How does this effort increase the likelihood that population health efforts are going to be successful at healthcare organizations?
Mercado: Let me tell you a story to answer that.
One of NAHQ's board members works at ChristianaCare. And for a long time, she led the department of quality. And she was so good at it and so effective as a leader, when they got involved in population health, many years ago, they asked Patty, who's my board member, Patty [Patricia] Resnik, to go lead the population health initiative. When she arrived in the population health department and was stitching together her team and getting everything situated and organized, what she realized was that the people who were there didn't have skills in quality and the skills that you need to have an effective population health program. You need to understand data, and you need to be able to do performance and process improvement. You need to be able to understand the different payment models and how you can support populations and measure those outcomes. How you can improve things like vaccination schedules and annual mammograms and all those things? Those are quality skills.
HL: To what degree are the analytics tools a part of the problem? Hammers are hammers. We all know how they work: they pound nails. In the case of technology deployed in the healthcare space, they're not simple. They're tough to evaluate and compare. We often hear this drumbeat of well, you're just using the wrong tool. If you just use this other tool, things are going to be better. And now it's gone beyond use this other tool – it's use this other AI with this other data set and you'll be successful. To what degree has the industry have allowed itself to be distracted by this endless discussion of what's the right tool? Are any of them good enough if you train people adequately on how to use them?
Mercado: They might be. Technology's job is to enable people to do their best work. Technology does not replace, in and of itself, people doing the work.
HL: It's critical thinking skills, too. It's not just their sheer competency with using the tool. It's how critically do they think – how they're able to make connections between things they might not otherwise connect.
Mercado: Absolutely. One of our competencies is in data, health data analytics, collecting data from disparate sources, being able to understand the relationship between it and then moving on to make that information useful and actionable. There's not a technology solution that does that without a human driving the thinking behind that.
HL: We're in an industry that's more and more hammered by spiraling costs, reduction in payments from Medicare and others. In such an environment, how do you persuade organizations to answer the call to action? Can you tell them with any certainty, based on your early work with VA and others, this is going to pay such dividends, that you'll wonder why you never did it earlier. Is it that straightforward? What's the cost involved? And what's the return on investment involved in making this workforce investment?
Mercado: We're researching right now the best way to quantify the value of activating these ideas. What we do know is people and organizations that are working with NAHQ to advance a coordinated, competent workforce, they are continuing to work and they're expanding their work. And they are not only seeing a difference in their quality infrastructure and having a more positive effect, but they are hearing from the workforce that the workforce feels supported, valued, recognized, to do their best work.
HL: You mentioned 486 skills, as yet unpublished. Are you going to publish those?
Mercado: We haven't published them for a couple of reasons.
Number one, we believe that the high degree of variability in healthcare delivery is very much related to the high degree of variability in healthcare quality competencies, so we're not going to solve for the end state problem without moving upstream and getting these competencies figured out. We have also observed that when we do push information into the market, because it is needed, it is needed very badly.
Since we released the report, a handful of weeks ago, I believe we're up to about 4,000 downloads of that report, and lots of sharing. No one person needs a list of 486 things to do. An organization needs it all, because they deploy that holistically. So we only get back to organizations that work directly with us.
HL: Academia has played a role in training the workforce. Should they be also playing a role in this? And how?
Mercado: From an academic, higher-ed perspective, in clinical disciplines we have done a good job at training our clinicians on clinical competencies for quality, how to clinically do their job well. But there is a high degree of variability in non-clinical competencies, in the training there. Even within nursing, they do it, [but] they're working on getting a more standardized way.
So it would not be fair to say they don't have it, but we have a long way to go in terms of standardizing the non-clinical competencies – performance and process improvement, health data analytics, population health, care transitions – the non-clinical competencies. NAHQ works with a handful of nursing programs right now to hardwire our non-clinical competency-based training into nursing curriculums.
It's actually listed in this document which groups we're working with – George Washington, Georgetown, University of North Texas, Western Governors, etc. There are such things as quality and safety Master's Degree programs, but we are not graduating very many people through those programs. So we need a bigger commitment to Master's level training in the discipline of quality and safety as well.
Healthcare executives showed up to CES to talk about the unique value of digital health and look for diamonds in the rough.
Jason Swoboda came to CES 2023 eager to see the newest in consumer technologies. But while others were wowed by the color-changing cars, mega-screen TVs, and interactive games, the director of innovation at Tampa General Hospital had his sights set on digital health.
"I'm thinking about the patient room of the future," he said.
Swoboda was one of a growing number of healthcare executives to brave the crowds in Las Vegas and attend an event that healthcare had for many years kept at arm's length. Where health systems once regarded consumer-facing technology as a fashionable fad without clinical relevance, they're now taking a closer look at tools and platforms that could add value to the patient experience.
And CES has taken notice as well. What once was contained in a tiny corner of one conference hall now has its own dedicated digital health section, where Abbott was showing off the latest in testing tech, Withings had a collection of wearables on display, MedWand was demonstrating its home-based digital health tool, and Vivoo was offering up a smart toilet and home urine-testing platform. Other examples could be found at the nearby Venetian resort and conference center, where healthcare played an integral role in Parks Associates' Connections Summit.
Rene Quashie, vice president of digital health for the Consumer Technology Association, which produces the CES show, said the CTA's VIP tour for healthcare executives was a busy affair, and executives from healthcare organizations took part in several digital health panels, including a digital health keynote that focused on the evolution of hybrid care.
In short, healthcare organizations are interested in consumer-facing digital health as they maneuver the long, slow path from fee-for-service to value-based healthcare. They're interested in technologies that can engage the patient and develop a rapport that affects not only clinical care, but the patient's entire healthcare journey.
For Swoboda, this means finding the innovative new devices and platforms that can improve care at the bedside as he looks to redesign the inpatient experience. It also means checking out the fast-growing smart home technologies that could play a part in Tampa General's remote patient monitoring and hospital at home programs, both existing and in the future.
"Connecting to the home," he says, will be a key element of Tampa General's value-based care strategy, as more non-acute care shifts from the inpatient setting to virtual care platforms. That means finding the right technologies and channels to gather and analyze data from other settings, such as the home or office, and collaborate with patients on care management.
CES offers a glimpse of those technologies, including sensor arrays that integrate with beds, toilets, even refrigerators, and digital health platforms that can facilitate behavioral healthcare, test for viruses, scan blood or urine for certain chemicals, or even help men with their, ahem, sexual needs.
To be sure, CES is filled with technology that has nothing to be with healthcare, but it represents the latest in innovative ideas. Augmented and virtual reality first saw the light of day at this show, along with smart home products, drones, 3D printing, avatars, AI, and robots. Alongside the aforementioned smart toilets (for cats as well as humans), some relatively new ideas getting the spotlight this year included digital twin technology, light-based treatments, sensor-embedded jewelry and shoes, and smart strollers and car seats.
Most of these technologies won’t be found at the traditional healthcare conferences hosted by HIMSS, HLTH, ViVE, or the American Telemedicine Association, and that's fine with Swoboda. Just as healthcare has been pushed to "think outside the box" in terms of innovation, he says he's interested in ideas that haven't yet reached the mainstream but offer new approaches to old problems.
"We have a strategic imperative [that focuses on] consumerism," he says. And that means looking at the healthcare system from the consumer's perspective.
That sentiment extends to the vendors as well. It's what brought Teladoc Health, one of the biggest names in the telehealth field, to CES, where they announced the launch of a new digital health app aimed at "enabling personalized whole-person care to individuals." That includes access to primary care, mental health, and chronic care management services in both English and Spanish.
Shayan Vyas, MD, MBA, Teladoc Health's senior vice president and chief medical officer, said health systems are certainly interested in the consumer health space, but they want one single point of entry, rather than a collection of disparate apps, tools, or platforms. Many are looking for help managing that connected health approach.
"The hospital itself is not the most efficient place right now," he said, watching attendees surge into the CES events at the Venetian on a Thursday morning. "They're focusing on maximizing the investment in their EMRs and they need help" creating a unified platform that incorporates digital health, one that can be scaled outwards.
Indeed, health systems are plagued by plunging operating margins and growing staff and provider shortages, and they need all the help they can get. At the same time, they're not going to spend a lot of money on new or unproven technologies. They're looking for solutions that not only ease their pain but are sustainable either through ROI or growth.
"It's all about maximizing investments," Vyas reiterated.
And that's what Swoboda is looking for as well. Amid all the booths offering nice-to-have solutions or conveniences, he's looking for technology that will make a difference in the patient experience and push Tampa General closer to value-based care.
Healthcare executives speaking at CES 2023 this week in Las Vegas say the industry has to evolve to keep up with the times. How it deals with collecting, analyzing and using data may be the key to that evolution.
Healthcare organizations may have a hard time figuring out what to do with consumer technology, especially in this time of tight profit margins, but there's no denying that the data coming from these tools and platforms will have a significant impact on the future of healthcare.
And at CES 2023 this week in Las Vegas, that's what the experts were talking about.
"Using data to really leverage the journey of healthcare is very important," said Susan Turney, MD, MS, FACP, FACPME, CEO of Wisconsin's Marshfield Clinic Health System.
"When you start getting that data together with making it easier and seamless, that's [the goal] we have to get to," added Stephen Klasko, MD, MBA, former president and CEO of Thomas Jefferson University and Jefferson Health and now an executive in residence at General Catalyst.
Turney and Klasko took part in a high-profile panel on the first day of the sprawling consumer electronics show. Titled "The Future of Care in America: A New Hybrid Model," it included Carlos Nunez, MD, chief medical officer for ResMed, Anne Docimo, MD, UnitedHealthcare's chief medical officer, and Vidya Raman-Tangella, MD, chief medical officer of Teladoc Health.
The panel's topic offered ample evidence of the impact that digital health is having on healthcare, and was underscored by the size and breadth of digital health and healthcare companies and products at CES 2023. And underneath all those tools and technologies, from smart toilets to mobile health apps to companion robots to digital twins to AI and VR and AR, is data. It's what everything collects, analyzes and uses.
Healthcare has been slow to catch on to the value of digital health and data, and the panel was on hand to emphasize that this is how the industry must evolve to take in value-based care. Health systems and hospitals that fail to evolve in this manner risk losing their patients to Amazon, Walgreen's, CVS, and the health plans and health systems that de embrace digital health data.
Nunez referenced a recent Intel report that estimated healthcare data makes up one third of all the data collected around the globe, yet roughly 95% of that data isn't being used. It's sitting out there in many different forms and locations, offering insights into how health and wellness can be measured and improved for every individual.
And yet healthcare hasn't yet caught on.
"The fact that we define hospitals as where we fail to keep people healthy is wrong," Klasko said.
So healthcare needs to evolve to collect and use that data. Klasko pointed out that this evolution is being defined by new partnerships that embrace digital health, with parties that might not have had a presence in healthcare before. Hospitals are joining forces with AI companies, food distribution and nutrition companies, and others to identify and address gaps in care and improve not only clinical outcomes but health and wellness.
"How do we redefine ourselves in a radically collaborative way?" he asked.
Docimo pointed out that a key to harnessing and using data will be finding the right platform, a challenge right now with so many EHRs out there unable to work with each other.
"What we have to get to is a common platform so we can unify that data," she said.
And that's where healthcare should and will be headed.
The Weekly Wrap, HealthLeaders' new video series, brings you a quick look at what we're covering around the healthcare industry.
Looking for a quick review of what’s hot in the healthcare industry?
Our Weekly Wrap video recaps the latest news and analysis that HealthLeaders covers each week and features health system, hospital, pharma, and payer executives.
New episodes will be released each Friday.
Subscribe now to HealthLeaders YouTube channel to catch all the episodes. Don’t miss out!
Check out our featured story, podcast, and event for the week:
