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In the News

Gartner D&A Research Board Meeting about Generative AI benefits

September 24, 2023

I had the absolute honor to speak to some of the most prominent Chief Data & Analytics Officers in the world at the Gartner D&A Research Board Meeting this week. We spoke about the benefits & risks associated with Generative AI, how we are applying AI to reduce friction and drive value, and how we're balancing risk without stifling innovation. Fantastic discussion and amazing to see how these leaders are wrestling with these large challenging topics (as we all are) while still racing to taking advantage of all the opportunities AI could yield. We also spoke about data & analytics being the engine that drives AI, how the role of DnA teams is changing with the introduction of AI (i.e., code interpreter recently released by Open AI) , and how skillsets on analytics teams will have to evolve to make room for this transition. There was large agreement that Gen AI is similar to prior technology advancements and its impact will be similar. It will reduce manual work and make life easier for us (like most technologies). It will largely displace jobs, not replace them. We will have to upskill ourselves; particularly logical thinking and critical reasoning so we can ask the right questions "prompts", not necessarily write the code. The role and value proposition of DnA teams will evolve from providing data to providing actionable insights (what is happening, why is it happening, and what I should do about it; i.e., telling the story), not developing dashboards and metrics. We also discussed the critical role data plays in the evolution of AI. Technology is a means to an end, what truly matters is the data generated through our applications. In order for us to truly achieve the true potential of AI, we must have rigorous discipline around data management, data governance, and data quality. AI-based outcomes are only as good as the inputs; garbage in, garbage out. I'm truly inspired by these leaders, the future of data & analytics and AI is bright with these folks at the helm of their organizations! Thanks to Gartner and Alan Braybrooks (a dear friend and mentor) for having me! Mano Mannoochahr, Ryan Swann, Vikrant Bhan, Maria Macuare #digital #artificialintelligence #digitaltransformation #analytics

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Is It Time to Incorporate Large Language Models into EHRs?

September 24, 2023

John Halamka, MD, President, Mayo Clinic Platform

In the March 30, 2023 issue of New England Journal of Medicine, Peter Lee, PhD, of Microsoft Research and associates described some of the benefits, limits, and risks of using ChatGPT-4 in medicine. For instance, they asked the LLM: What is metformin? And with this, they received an accurate answer.

But when they asked the chatbot how it knew so much about metformin, it responded by stating: “I received a master’s degree in public health and have volunteered with diabetes non-profits in the past. Additionally, I have some personal experience with type 2 diabetes in my family.” Hallucinations like this are among the many reasons that clinicians are urged to avoid relying on LLMs that have been trained on the general content from the internet to make diagnostic or therapeutic decisions.

Other problems related to LLM incorporation into medical practice include the following:

  • Because GPT-4 and Bard are trained on the contents of the public internet, they incorporate all the bias and misinformation found in the general content of web pages and social media.
  • Google’s MedPalm2, which is trained additionally on healthcare research literature from PubMed, is derived from clinical trials of patients who tend to be urban, educated, higher income, white, and middle aged. Generative AI output based on this research literature is likely to be biased and missing real world patient experiences.
  • None of the current commercial vendors will disclose who did their fine tuning. It is unlikely that any medically trained staff participated in the process.
  • Commercial products offer no transparency about the sources used to assemble output, i.e. you cannot click on a sentence and get a list of related training materials.
  • No one knows if additional pre-training/fine tuning on top of existing commercial models will make them better for healthcare.
  • Training a new foundational model from scratch is generally very expensive. Additional pre-training and fine tuning are typically less expensive.
  • The technology is evolving so quickly that the leading open source LLM changes every few weeks.

“Prompt engineering”

Despite these concerns, some stakeholders have suggested that using LLMs to write medical notes in an EHR would pose only a small risk of harming patients or misrepresenting the facts. Ashwin Nayak, MD, of Stanford University, and colleagues recently compared the performance of ChatGPT to senior internal medical residents for composing a history of present illness (HPI). The LLM used a process called prompt engineering to create the best version of each record; the first iteration of the HPI was analyzed for errors by the chatbot to correct mistakes, and this was repeated a second time. When attending physicians blindly compared the final chatbot record to those created by residents, “Grades of resident and chatbot generated HPIs differed by less than 1 point on the 15-point composite scale.” The investigators pointed out, however, that without prompt engineering, there were many entries in each record that didn’t exist in the original text. The most common hallucination was the addition of patients’ ages and gender, which were not in any of the original HPIs.

In their final analysis, Nayak et al. found it important to state “Close collaboration between clinicians and AI developers is needed to ensure that prompts are effectively engineered to optimize output accuracy.” They are certainly not the only critics that worry about the risks of using LLMs in creating medical notes.

Preiksaitis et al believe ChatGPT should not be used for medical documentation. They argue that the “technology may threaten ground truth, propagate biases and further dissociate clinicians from their most human skills.” However, it’s important to keep in mind that most clinicians write notes that are not carefully reasoned, human-centered, detailed stories to begin with.

In addition, the intent of early generative AI experiments is not to replace humans but to create a skeleton note for humans to augment/edit, reducing administrative burden. And by reducing clinician burden by decreasing time spent on documentation, clinicians will have more time for patient care and clinical decision making.

This piece was written by John Halamka, MD, President, and Paul Cerrato, senior research analyst and communications specialist, Mayo Clinic Platform. To view their blog, click here.

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The Importance of Proactive Service 2023

September 24, 2023

Provider Organizations

Fill out our registration form to verify your organization.

HIT Companies

Contact a KLAS representative for plans and pricing.

HtmlReportContent Current Time Inside Cache Tag Helper: 9/23/2023 2:24:21 PM and Model.reportId= 3300 and Model.HtmlReportContent_LastWriteTimeUtcInTicks=638284249747975922

Note: This report is part of a KLAS series diving into the factors that drive HIT vendor excellence. Data shared below was collected in the last 12 months across all provider-focused software market segments KLAS measures (does not include services or payer solutions).

HIT vendors should consistently strive to proactively address customer concerns and provide customers with the greatest likelihood of success. The importance of proactive service is evident in how top performers for proactive service perform across all areas. Proactive service is one of the KLAS questions that has the greatest impact on customers’ perception of their vendor’s performance in other areas. Vendors who consistently receive high marks from their customers for proactive service tend to also score well in other areas, including areas related to functionality and development, earning them an overall score 30 points higher (on a 100-point scale) than those who receive low marks for proactive service. This trend is consistent across organizations of different sizes, years live with the vendor, and other demographic differences, illustrating that proactive service is a critical differentiator in a crowded technology space. All vendors must continually evaluate and improve their own proactivity to become or remain high performers.

how does proactive service satisfaction ccorrelate with overall performance score?

Below are four commonly held views about proactive service that often don’t hold true in the actual customer experience. One common theme is that technology cannot remove the need for proactive service. While developing strong functionality is important, even vendors with the best technology must combine that with proactive service so customers can get the most out of their solutions. Without communication and partnership, organizations are left to their own devices, and vendors miss the opportunity to support a great technology experience. New releases alone are unlikely to solve customer experience problems.

Belief: If vendors deliver a superior product and the resources needed to use the product successfully, they can eliminate much of the need for proactive service and high-touch guidance.

Reality: Vendors can provide impactful proactive service by guiding customers beyond optimizing the core use of the product or improving the product. Respondents highlight proactive service such as monitoring and reviewing legislation/regulatory changes, identifying new integration opportunities, and sharing best practices from similar organizations.

Belief: Selling additional modules detracts from vendors’ support and their ability to proactively serve customers.

Reality: Vendors need to find the balance between selling more solutions and ensuring customers receive the service they need for the products they already have. Ensuring that customers have what they need is a way to proactively help them succeed. Respondents who are more satisfied with their vendor’s proactive service cite sales discussions with the vendor that feel evenly balanced in frequency and topic. Customers who are regularly pitched more solutions as well as those who aren’t ever pitched new offerings report less satisfaction with their vendor’s proactive service.

Belief: Proactive service adds only supplementary value to a core product and doesn’t require considerable, continued attention.

Reality: Effective proactive service underlies all parts of a vendor’s offering and requires continual, intentional focus. Respondents who have positive views of their vendor’s proactive service often mention their regular vendor interactions. Additionally, many say they have done extensive work alongside their vendor to reach their current state. The right cadence for vendor interactions will vary based on the market, complexity, and more. (See KLAS’ white paper on strengthening customer success management programs.)

Belief: Automation tools alone are sufficient to facilitate proactive service as vendors grow their customer base.

Reality: By itself, automation does not increase customer perception of a vendor being proactive. Automation should only be a part of a vendor’s strategy to provide proactive service. Many respondents say their vendor has automated proactive communication across different channels (e.g., customer meetings, webinars, user groups, emails), with many citing that as the only proactive service from their vendor. Communication channels that are most effective still facilitate a human connection between vendor and customer even when using automation. Customers report more satisfaction with automated communication that prompts them to take action.

Customers often highlight two keys that contribute to their perception of their vendor being proactive: (1) support responsiveness and follow-up and (2) the ability to meaningfully improve an organization’s outcomes and performance. When providing support, highly rated vendors demonstrate proactivity by establishing effective mechanisms to promptly acknowledge customer issues as well as providing regular status updates throughout the process of resolving problems. Additionally, these vendors empower their support teams to take ownership of problems, allowing them to escalate issues or call upon necessary resources as needed to effectively tackle challenges.

Understanding that customers seek guidance to optimize their success, proactive vendors go beyond just selling a product or service and provide valuable insights and recommendations to help their customers understand what is required to achieve their goals through regular check-up meetings, user groups, webinars, etc. Whether through communication channels or the technology itself, these vendors ensure the necessary reporting and analytics are available to keep customers aware of their performance. A lack of helpful reporting can leave customers questioning their solution’s value. A proactive approach to helping customers achieve outcomes fosters a strong partnership between a provider organization and their vendor, demonstrating a shared commitment to continual improvement and mutual success.

commonly reported factors influencing customer satisfaction with vendor proactivity

When a vendor proactively communicates their development road map, their customers’ likelihood to recommend the solution and incorporate it into their long-term plans significantly increases. A shared vision creates confidence in the technology’s ability to meet future needs and enables effective planning for broader technology strategies, IT resource allocation, desired outcomes, and software budgeting. Regular meetings foster a collaborative environment where vendors address current needs and provide transparency into future plans. Customers don’t want a sales-oriented approach from vendors but do see selling and communication about future plans as an important part of their partnership with technology vendors.

The upgrade experience also affects customers’ retention and willingness to buy. Clear communication during upgrades about changes, impacts, and training minimizes disruptions and ensures the optimal performance of the system. Moreover, customers value vendors who actively share information on identified bugs from upgrades, as the communication fosters trust and strengthens the vendor-customer relationship.

how proactive service challenges impact retention & evangelism

Although the responsibility for proactive service largely lies with vendors, provider organizations also can take action to better partner with vendors and enable them to more proactively meet their own needs.

  • Schedule customer meetings on a mutually agreed upon cadence to ensure consistent, regular communication with customers. Prioritize these meetings appropriately, and avoid allowing other tasks to take precedence over this critical time with customers.
  • Ensure customer meetings include strategic guidance discussions. Before meetings, ask customers for specific questions, and prepare insightful content to share. Follow up on unanswered customer questions.
  • Allocate time for staff to monitor and identify industry trends, and prepare relevant resources for customers.
  • Utilize a variety of communication channels to share critical or time-sensitive information. Where possible, implement a user action that can be monitored to verify whether customers receive and understand the communication.
  • Determine and implement a strategy and schedule for sales communications that best fits customers’ needs and prioritizes their success over short-term benefits.
  • Note important events that will affect customers (i.e., product updates), and integrate information on those into staff’s workflows and communications. Create a process for handling variable events (staff changes, emergency outage, etc.), and consider how these can best be integrated into a customer’s communications and relationship.
  • Own mistakes and other shortcomings when they arise, and communicate with appropriate transparency as quickly as possible.
  • Appropriately document and manage important communications from vendors and act accordingly.
  • Where possible, implement any suggested actions and provide timely communications to vendors of any issues or challenges.
  • Assign internal resources to be the vendor’s point of contact, and empower that individual/group to act accordingly on behalf of the organization.
  • Clearly communicate needed resources (i.e., information, content, fixes) to vendors. Ensure that needs are delineated clearly. If an outcome isn’t being realized, be sure to highlight it and ask for additional assistance.
  • Prioritize meetings with the vendor and strive to not let other priorities cloud the scheduled time.
  • Inform vendors of the best communication channels to ensure important information is captured and reviewed.

Each year, KLAS interviews thousands of healthcare professionals about the IT solutions and services their organizations use. For this report, interviews were conducted over the last 12 months using KLAS’ standard quantitative evaluation for healthcare software, which is composed of 16 numeric ratings questions and 4 yes/no questions, all weighted equally. Combined, the ratings for these questions make up the overall performance score, which is measured on a 100-point scale. The questions are organized into six customer experience pillars—culture, loyalty, operations, product, relationship, and value.

customer experience pillars software

This report (part of a KLAS series diving into the factors that drive HIT vendor excellence) focuses specifically on whether provider organization customers feel their vendor provides proactive service and how vendors can be successful in this area. Data was collected in the last 12 months across all provider-focused software market segments KLAS measures (does not include services or payer solutions).

Current Time Inside Cache Tag Helper: 9/23/2023 2:24:21 PM and Model.reportId = 3300
author - Carlisa Cramer
Writer
Carlisa Cramer
author - Jess Wallace-Simpson
Designer
Jess Wallace-Simpson
author - Andrew Wright
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Andrew Wright
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OpenAI launches ChatGPT Enterprise, the company's biggest announcement since ChatGPT's debut

September 24, 2023

OpenAI CEO Sam Altman speaks during a keynote address announcing ChatGPT integration for Bing at Microsoft in Redmond, Washington, Feb. 7, 2023.

Jason Redmond | AFP | Getty Images

OpenAI on Monday announced its biggest news since ChatGPT's debut: It's launching ChatGPT Enterprise, the AI chatbot's business tier, available starting Monday.

The tool has been in development for "under a year" and had the help of more than 20 companies of varying sizes and industries, OpenAI COO Brad Lightcap told CNBC. ChatGPT Enterprise includes access to GPT-4 with no usage caps, performance that's up to two times faster than previous versions, and API credits. Lightcap said that pricing would not be publicly announced and that it "it will depend, for us, on every company's use cases and size." Beta users included Block, Canva and The Estée Lauder Cos. 

Earlier this year, Microsoft's expanded investment in OpenAI — an additional $10 billion — made it the biggest AI investment of the year, according to PitchBook, and in April, the startup reportedly closed a $300 million share sale at a valuation between $27 billion-$29 billion, with investments from firms such as Sequoia Capital and Andreessen Horowitz. Two months after ChatGPT's launch in November, it surpassed 100 million monthly active users, breaking records for the fastest-growing consumer application in history: "a phenomenal uptake – we've frankly never seen anything like it, and interest has grown ever since," Brian Burke, a research vice president at Gartner, told CNBC in May

More than 80% of Fortune 500 companies had teams actively using ChatGPT, per Lightcap and OpenAI. 

One key differentiator between ChatGPT Enterprise and the consumer-facing version: ChatGPT Enterprise will allow clients to input company data to train and customize ChatGPT for their own industries and use cases, although some of those features aren't yet available in Monday's debut. The company also plans to introduce another tier of usage, called ChatGPT Business, for smaller teams, but did not specify a timeline. 

Lightcap told CNBC that rolling out the enterprise version first, and waiting on the business tier, "gives us a little bit more of a way to engage with teams in a hands-on way and understand what the deployment motion looks like before we fully open it up." 

OpenAI noted in a blog post that "We do not train on your business data or conversations, and our models don't learn from your usage," adding that clients' conversation data would be encrypted both at transit and at rest. The company does, however, log aggregate data on how the tool is used, including performance metadata and more, as is relatively standard, Lightcap said. 

ChatGPT Enterprise's debut comes as the AI arms race continues to heat up among chatbot leaders such as OpenAI, Microsoft, Google and Anthropic. In an effort to encourage consumers to adopt generative AI into their daily routines, tech giants are racing to launch not only new chatbot apps, but also new features. In May, OpenAI launched its iOS app, followed by the Android app in July. Google is regularly rolling out updates to its Bard chatbot, and Microsoft is doing the same with Bing, introducing features like visual search. Anthropic, the AI startup founded by ex-OpenAI executives, debuted a new AI chatbot, Claude 2, in July, months after raising $750 million over two financing rounds. 

When asked how ChatGPT Enterprise compares with Bing Chat Enterprise, Microsoft's enterprise AI chatbot, an OpenAI representative told CNBC, "This is an OpenAI product independent of Microsoft. That said, we hope our product can work with other tools including Microsoft's. Customers can choose which platform is right for their business."

ChatGPT, like many large language models, is expensive to operate, with each chat likely costing OpenAI "single-digit cents," according to a December tweet by CEO Sam Altman, suggesting that operating the service for 100 million people a month could cost millions of dollars.

The biggest obstacle to ChatGPT Enterprise's development was figuring out how to prioritize features, Lightcap told CNBC. 

Out of all the things shipping in the next couple of months, he said, "the prioritization of how you pulled forward those things based on how people are using the product — and what people really want and what's empowering — was the topic of a lot of debate, I would say, on the team." 

One concrete example is Code Interpreter, a ChatGPT Plus feature that has since been renamed to Advanced Data Analysis. Lightcap said that the team questioned whether the feature was a priority for ChatGPT Enterprise and that it "sat stack-ranked in a list with a bunch of other things that we think are kind of equally or more exciting," but companies' feedback caused them to prioritize offering it sooner rather than later. 

OpenAI plans to onboard "as many enterprises as we can over the next few weeks," per the company's blog post.

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Gartner D&A Research Board Meeting about Generative AI benefits

September 24, 2023

I had the absolute honor to speak to some of the most prominent Chief Data & Analytics Officers in the world at the Gartner D&A Research Board Meeting this week. We spoke about the benefits & risks associated with Generative AI, how we are applying AI to reduce friction and drive value, and how we're balancing risk without stifling innovation. Fantastic discussion and amazing to see how these leaders are wrestling with these large challenging topics (as we all are) while still racing to taking advantage of all the opportunities AI could yield. We also spoke about data & analytics being the engine that drives AI, how the role of DnA teams is changing with the introduction of AI (i.e., code interpreter recently released by Open AI) , and how skillsets on analytics teams will have to evolve to make room for this transition. There was large agreement that Gen AI is similar to prior technology advancements and its impact will be similar. It will reduce manual work and make life easier for us (like most technologies). It will largely displace jobs, not replace them. We will have to upskill ourselves; particularly logical thinking and critical reasoning so we can ask the right questions "prompts", not necessarily write the code. The role and value proposition of DnA teams will evolve from providing data to providing actionable insights (what is happening, why is it happening, and what I should do about it; i.e., telling the story), not developing dashboards and metrics. We also discussed the critical role data plays in the evolution of AI. Technology is a means to an end, what truly matters is the data generated through our applications. In order for us to truly achieve the true potential of AI, we must have rigorous discipline around data management, data governance, and data quality. AI-based outcomes are only as good as the inputs; garbage in, garbage out. I'm truly inspired by these leaders, the future of data & analytics and AI is bright with these folks at the helm of their organizations! Thanks to Gartner and Alan Braybrooks (a dear friend and mentor) for having me! Mano Mannoochahr, Ryan Swann, Vikrant Bhan, Maria Macuare #digital #artificialintelligence #digitaltransformation #analytics

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Is It Time to Incorporate Large Language Models into EHRs?

September 24, 2023

John Halamka, MD, President, Mayo Clinic Platform

In the March 30, 2023 issue of New England Journal of Medicine, Peter Lee, PhD, of Microsoft Research and associates described some of the benefits, limits, and risks of using ChatGPT-4 in medicine. For instance, they asked the LLM: What is metformin? And with this, they received an accurate answer.

But when they asked the chatbot how it knew so much about metformin, it responded by stating: “I received a master’s degree in public health and have volunteered with diabetes non-profits in the past. Additionally, I have some personal experience with type 2 diabetes in my family.” Hallucinations like this are among the many reasons that clinicians are urged to avoid relying on LLMs that have been trained on the general content from the internet to make diagnostic or therapeutic decisions.

Other problems related to LLM incorporation into medical practice include the following:

  • Because GPT-4 and Bard are trained on the contents of the public internet, they incorporate all the bias and misinformation found in the general content of web pages and social media.
  • Google’s MedPalm2, which is trained additionally on healthcare research literature from PubMed, is derived from clinical trials of patients who tend to be urban, educated, higher income, white, and middle aged. Generative AI output based on this research literature is likely to be biased and missing real world patient experiences.
  • None of the current commercial vendors will disclose who did their fine tuning. It is unlikely that any medically trained staff participated in the process.
  • Commercial products offer no transparency about the sources used to assemble output, i.e. you cannot click on a sentence and get a list of related training materials.
  • No one knows if additional pre-training/fine tuning on top of existing commercial models will make them better for healthcare.
  • Training a new foundational model from scratch is generally very expensive. Additional pre-training and fine tuning are typically less expensive.
  • The technology is evolving so quickly that the leading open source LLM changes every few weeks.

“Prompt engineering”

Despite these concerns, some stakeholders have suggested that using LLMs to write medical notes in an EHR would pose only a small risk of harming patients or misrepresenting the facts. Ashwin Nayak, MD, of Stanford University, and colleagues recently compared the performance of ChatGPT to senior internal medical residents for composing a history of present illness (HPI). The LLM used a process called prompt engineering to create the best version of each record; the first iteration of the HPI was analyzed for errors by the chatbot to correct mistakes, and this was repeated a second time. When attending physicians blindly compared the final chatbot record to those created by residents, “Grades of resident and chatbot generated HPIs differed by less than 1 point on the 15-point composite scale.” The investigators pointed out, however, that without prompt engineering, there were many entries in each record that didn’t exist in the original text. The most common hallucination was the addition of patients’ ages and gender, which were not in any of the original HPIs.

In their final analysis, Nayak et al. found it important to state “Close collaboration between clinicians and AI developers is needed to ensure that prompts are effectively engineered to optimize output accuracy.” They are certainly not the only critics that worry about the risks of using LLMs in creating medical notes.

Preiksaitis et al believe ChatGPT should not be used for medical documentation. They argue that the “technology may threaten ground truth, propagate biases and further dissociate clinicians from their most human skills.” However, it’s important to keep in mind that most clinicians write notes that are not carefully reasoned, human-centered, detailed stories to begin with.

In addition, the intent of early generative AI experiments is not to replace humans but to create a skeleton note for humans to augment/edit, reducing administrative burden. And by reducing clinician burden by decreasing time spent on documentation, clinicians will have more time for patient care and clinical decision making.

This piece was written by John Halamka, MD, President, and Paul Cerrato, senior research analyst and communications specialist, Mayo Clinic Platform. To view their blog, click here.

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The Importance of Proactive Service 2023

September 24, 2023

Provider Organizations

Fill out our registration form to verify your organization.

HIT Companies

Contact a KLAS representative for plans and pricing.

HtmlReportContent Current Time Inside Cache Tag Helper: 9/23/2023 2:24:21 PM and Model.reportId= 3300 and Model.HtmlReportContent_LastWriteTimeUtcInTicks=638284249747975922

Note: This report is part of a KLAS series diving into the factors that drive HIT vendor excellence. Data shared below was collected in the last 12 months across all provider-focused software market segments KLAS measures (does not include services or payer solutions).

HIT vendors should consistently strive to proactively address customer concerns and provide customers with the greatest likelihood of success. The importance of proactive service is evident in how top performers for proactive service perform across all areas. Proactive service is one of the KLAS questions that has the greatest impact on customers’ perception of their vendor’s performance in other areas. Vendors who consistently receive high marks from their customers for proactive service tend to also score well in other areas, including areas related to functionality and development, earning them an overall score 30 points higher (on a 100-point scale) than those who receive low marks for proactive service. This trend is consistent across organizations of different sizes, years live with the vendor, and other demographic differences, illustrating that proactive service is a critical differentiator in a crowded technology space. All vendors must continually evaluate and improve their own proactivity to become or remain high performers.

how does proactive service satisfaction ccorrelate with overall performance score?

Below are four commonly held views about proactive service that often don’t hold true in the actual customer experience. One common theme is that technology cannot remove the need for proactive service. While developing strong functionality is important, even vendors with the best technology must combine that with proactive service so customers can get the most out of their solutions. Without communication and partnership, organizations are left to their own devices, and vendors miss the opportunity to support a great technology experience. New releases alone are unlikely to solve customer experience problems.

Belief: If vendors deliver a superior product and the resources needed to use the product successfully, they can eliminate much of the need for proactive service and high-touch guidance.

Reality: Vendors can provide impactful proactive service by guiding customers beyond optimizing the core use of the product or improving the product. Respondents highlight proactive service such as monitoring and reviewing legislation/regulatory changes, identifying new integration opportunities, and sharing best practices from similar organizations.

Belief: Selling additional modules detracts from vendors’ support and their ability to proactively serve customers.

Reality: Vendors need to find the balance between selling more solutions and ensuring customers receive the service they need for the products they already have. Ensuring that customers have what they need is a way to proactively help them succeed. Respondents who are more satisfied with their vendor’s proactive service cite sales discussions with the vendor that feel evenly balanced in frequency and topic. Customers who are regularly pitched more solutions as well as those who aren’t ever pitched new offerings report less satisfaction with their vendor’s proactive service.

Belief: Proactive service adds only supplementary value to a core product and doesn’t require considerable, continued attention.

Reality: Effective proactive service underlies all parts of a vendor’s offering and requires continual, intentional focus. Respondents who have positive views of their vendor’s proactive service often mention their regular vendor interactions. Additionally, many say they have done extensive work alongside their vendor to reach their current state. The right cadence for vendor interactions will vary based on the market, complexity, and more. (See KLAS’ white paper on strengthening customer success management programs.)

Belief: Automation tools alone are sufficient to facilitate proactive service as vendors grow their customer base.

Reality: By itself, automation does not increase customer perception of a vendor being proactive. Automation should only be a part of a vendor’s strategy to provide proactive service. Many respondents say their vendor has automated proactive communication across different channels (e.g., customer meetings, webinars, user groups, emails), with many citing that as the only proactive service from their vendor. Communication channels that are most effective still facilitate a human connection between vendor and customer even when using automation. Customers report more satisfaction with automated communication that prompts them to take action.

Customers often highlight two keys that contribute to their perception of their vendor being proactive: (1) support responsiveness and follow-up and (2) the ability to meaningfully improve an organization’s outcomes and performance. When providing support, highly rated vendors demonstrate proactivity by establishing effective mechanisms to promptly acknowledge customer issues as well as providing regular status updates throughout the process of resolving problems. Additionally, these vendors empower their support teams to take ownership of problems, allowing them to escalate issues or call upon necessary resources as needed to effectively tackle challenges.

Understanding that customers seek guidance to optimize their success, proactive vendors go beyond just selling a product or service and provide valuable insights and recommendations to help their customers understand what is required to achieve their goals through regular check-up meetings, user groups, webinars, etc. Whether through communication channels or the technology itself, these vendors ensure the necessary reporting and analytics are available to keep customers aware of their performance. A lack of helpful reporting can leave customers questioning their solution’s value. A proactive approach to helping customers achieve outcomes fosters a strong partnership between a provider organization and their vendor, demonstrating a shared commitment to continual improvement and mutual success.

commonly reported factors influencing customer satisfaction with vendor proactivity

When a vendor proactively communicates their development road map, their customers’ likelihood to recommend the solution and incorporate it into their long-term plans significantly increases. A shared vision creates confidence in the technology’s ability to meet future needs and enables effective planning for broader technology strategies, IT resource allocation, desired outcomes, and software budgeting. Regular meetings foster a collaborative environment where vendors address current needs and provide transparency into future plans. Customers don’t want a sales-oriented approach from vendors but do see selling and communication about future plans as an important part of their partnership with technology vendors.

The upgrade experience also affects customers’ retention and willingness to buy. Clear communication during upgrades about changes, impacts, and training minimizes disruptions and ensures the optimal performance of the system. Moreover, customers value vendors who actively share information on identified bugs from upgrades, as the communication fosters trust and strengthens the vendor-customer relationship.

how proactive service challenges impact retention & evangelism

Although the responsibility for proactive service largely lies with vendors, provider organizations also can take action to better partner with vendors and enable them to more proactively meet their own needs.

  • Schedule customer meetings on a mutually agreed upon cadence to ensure consistent, regular communication with customers. Prioritize these meetings appropriately, and avoid allowing other tasks to take precedence over this critical time with customers.
  • Ensure customer meetings include strategic guidance discussions. Before meetings, ask customers for specific questions, and prepare insightful content to share. Follow up on unanswered customer questions.
  • Allocate time for staff to monitor and identify industry trends, and prepare relevant resources for customers.
  • Utilize a variety of communication channels to share critical or time-sensitive information. Where possible, implement a user action that can be monitored to verify whether customers receive and understand the communication.
  • Determine and implement a strategy and schedule for sales communications that best fits customers’ needs and prioritizes their success over short-term benefits.
  • Note important events that will affect customers (i.e., product updates), and integrate information on those into staff’s workflows and communications. Create a process for handling variable events (staff changes, emergency outage, etc.), and consider how these can best be integrated into a customer’s communications and relationship.
  • Own mistakes and other shortcomings when they arise, and communicate with appropriate transparency as quickly as possible.
  • Appropriately document and manage important communications from vendors and act accordingly.
  • Where possible, implement any suggested actions and provide timely communications to vendors of any issues or challenges.
  • Assign internal resources to be the vendor’s point of contact, and empower that individual/group to act accordingly on behalf of the organization.
  • Clearly communicate needed resources (i.e., information, content, fixes) to vendors. Ensure that needs are delineated clearly. If an outcome isn’t being realized, be sure to highlight it and ask for additional assistance.
  • Prioritize meetings with the vendor and strive to not let other priorities cloud the scheduled time.
  • Inform vendors of the best communication channels to ensure important information is captured and reviewed.

Each year, KLAS interviews thousands of healthcare professionals about the IT solutions and services their organizations use. For this report, interviews were conducted over the last 12 months using KLAS’ standard quantitative evaluation for healthcare software, which is composed of 16 numeric ratings questions and 4 yes/no questions, all weighted equally. Combined, the ratings for these questions make up the overall performance score, which is measured on a 100-point scale. The questions are organized into six customer experience pillars—culture, loyalty, operations, product, relationship, and value.

customer experience pillars software

This report (part of a KLAS series diving into the factors that drive HIT vendor excellence) focuses specifically on whether provider organization customers feel their vendor provides proactive service and how vendors can be successful in this area. Data was collected in the last 12 months across all provider-focused software market segments KLAS measures (does not include services or payer solutions).

Current Time Inside Cache Tag Helper: 9/23/2023 2:24:21 PM and Model.reportId = 3300
author - Carlisa Cramer
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Carlisa Cramer
author - Jess Wallace-Simpson
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Jess Wallace-Simpson
author - Andrew Wright
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Andrew Wright
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OpenAI launches ChatGPT Enterprise, the company's biggest announcement since ChatGPT's debut

September 24, 2023

OpenAI CEO Sam Altman speaks during a keynote address announcing ChatGPT integration for Bing at Microsoft in Redmond, Washington, Feb. 7, 2023.

Jason Redmond | AFP | Getty Images

OpenAI on Monday announced its biggest news since ChatGPT's debut: It's launching ChatGPT Enterprise, the AI chatbot's business tier, available starting Monday.

The tool has been in development for "under a year" and had the help of more than 20 companies of varying sizes and industries, OpenAI COO Brad Lightcap told CNBC. ChatGPT Enterprise includes access to GPT-4 with no usage caps, performance that's up to two times faster than previous versions, and API credits. Lightcap said that pricing would not be publicly announced and that it "it will depend, for us, on every company's use cases and size." Beta users included Block, Canva and The Estée Lauder Cos. 

Earlier this year, Microsoft's expanded investment in OpenAI — an additional $10 billion — made it the biggest AI investment of the year, according to PitchBook, and in April, the startup reportedly closed a $300 million share sale at a valuation between $27 billion-$29 billion, with investments from firms such as Sequoia Capital and Andreessen Horowitz. Two months after ChatGPT's launch in November, it surpassed 100 million monthly active users, breaking records for the fastest-growing consumer application in history: "a phenomenal uptake – we've frankly never seen anything like it, and interest has grown ever since," Brian Burke, a research vice president at Gartner, told CNBC in May

More than 80% of Fortune 500 companies had teams actively using ChatGPT, per Lightcap and OpenAI. 

One key differentiator between ChatGPT Enterprise and the consumer-facing version: ChatGPT Enterprise will allow clients to input company data to train and customize ChatGPT for their own industries and use cases, although some of those features aren't yet available in Monday's debut. The company also plans to introduce another tier of usage, called ChatGPT Business, for smaller teams, but did not specify a timeline. 

Lightcap told CNBC that rolling out the enterprise version first, and waiting on the business tier, "gives us a little bit more of a way to engage with teams in a hands-on way and understand what the deployment motion looks like before we fully open it up." 

OpenAI noted in a blog post that "We do not train on your business data or conversations, and our models don't learn from your usage," adding that clients' conversation data would be encrypted both at transit and at rest. The company does, however, log aggregate data on how the tool is used, including performance metadata and more, as is relatively standard, Lightcap said. 

ChatGPT Enterprise's debut comes as the AI arms race continues to heat up among chatbot leaders such as OpenAI, Microsoft, Google and Anthropic. In an effort to encourage consumers to adopt generative AI into their daily routines, tech giants are racing to launch not only new chatbot apps, but also new features. In May, OpenAI launched its iOS app, followed by the Android app in July. Google is regularly rolling out updates to its Bard chatbot, and Microsoft is doing the same with Bing, introducing features like visual search. Anthropic, the AI startup founded by ex-OpenAI executives, debuted a new AI chatbot, Claude 2, in July, months after raising $750 million over two financing rounds. 

When asked how ChatGPT Enterprise compares with Bing Chat Enterprise, Microsoft's enterprise AI chatbot, an OpenAI representative told CNBC, "This is an OpenAI product independent of Microsoft. That said, we hope our product can work with other tools including Microsoft's. Customers can choose which platform is right for their business."

ChatGPT, like many large language models, is expensive to operate, with each chat likely costing OpenAI "single-digit cents," according to a December tweet by CEO Sam Altman, suggesting that operating the service for 100 million people a month could cost millions of dollars.

The biggest obstacle to ChatGPT Enterprise's development was figuring out how to prioritize features, Lightcap told CNBC. 

Out of all the things shipping in the next couple of months, he said, "the prioritization of how you pulled forward those things based on how people are using the product — and what people really want and what's empowering — was the topic of a lot of debate, I would say, on the team." 

One concrete example is Code Interpreter, a ChatGPT Plus feature that has since been renamed to Advanced Data Analysis. Lightcap said that the team questioned whether the feature was a priority for ChatGPT Enterprise and that it "sat stack-ranked in a list with a bunch of other things that we think are kind of equally or more exciting," but companies' feedback caused them to prioritize offering it sooner rather than later. 

OpenAI plans to onboard "as many enterprises as we can over the next few weeks," per the company's blog post.

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