It's Tuesday News Day and today we discuss Best jobs in Health IT, Signing Day, Digital Strategy, and CommonSpirit's CDO/CIO. Hope you enjoy.
Bill Russell: 00:08 welcome to this week in health it news where we look at as many stories as we can at 20 minutes or less. That's going to impact health it. It's TuesDay, news day. And we're reporting again from the outset, the wonderful outdoors, uh, taking my own advice and getting out and enjoying the sun while it's out here. So It's TuesDay, news day and here's what we have on tap, common spirit names, new chief information and digital officer, which is important for a couple of reasons. And we'll go into that. UPFC Carnegie Mellon to use a Amazon AI tools. We'll talk about that interesting dynamic, which is going on across healthcare. Uh, let's see, report most health systems still lack of longterm digital strategy. I think that's an interesting story and we'll talk about why that's happening and why that's important. And the best jobs in America that pay more than a hundred thousand dollars as Barron's article.
Bill Russell: 00:54 And, uh, the cool thing, it's a bunch of those are in health it. So that's why it's relevant. That's why we're going to talk about it. My name is Bill Russell. Recovering healthcare CIO and creator of this week in health a set of podcast and videos dedicated to developing the next generation of health leaders. This podcast is sponsored by health lyrics. Professional athletes have coaches for every aspect of their life to improve performance, which makes sense. Yet many CIOs and health executives choose to go it alone. Technology is taking center stage. Get a coach in your corner, contact health lyrics to schedule your free consultation. If you want to support the fastest scoring podcast in the health it space, there's five easy ways you can do it. Share it with the peer. Follow our social accounts, Linkedin, Twitter, youtube, interact and repost our social media content.
Bill Russell: 01:38 Send me feedback, bill at this week in health it.com, which has been phenomenal. You guys have been telling me what's working and what's not working in this news show and I appreciate it. So we keep adjusting and, uh, subscribe to our newsletter and other services on the website. So, uh, speaking of other services, um, we launched two services over the last three weeks. Uh, we launched the insights and staff meeting insights. For those of you who are looking to develop your career and to catapult your career forward, uh, you can sign up for that. Get two videos a week that will, uh, help you with your career and, uh, staff meetings for managers who want to get their staff meeting off on the right foot, introduce your, your team to some new thinking and uh, get a conversation started. So, uh, we launched those two services.
Bill Russell: 02:23 If you're interested in either those, hit the website, subscribe and you should be off to the races. Let's get to the news. So common spirit names, a chief information and digital officer. A common spirit, if you don't know, is the a combined entity of Catholic health initiatives and dignity health. They, uh, combine their $29 billion nonprofit Catholic health system operating in 21 states and they have named Suja Chandrasekaran. Oh Gosh, Suja Chandrasekaran formerly with Kimberly Clark as their first senior vice president. Chief Information and digital officer. I think it's important for a couple of reasons. One is a Suja is a woman, and that is phenomenal to continue to have women, uh, move forward in health it careers. Uh, which is exciting. I think the other thing that is really exciting is the combination of these two roles. I, I'm a firm believer that these two roles either need to be so closely linked that the, uh, two people would have to share a brain and really be on the same page.
Bill Russell: 03:30 Uh, or the second thing is it could just be the same person. And so I think it's, uh, exciting that you're seeing this happen. I think it's happening for two reasons. One is, um, chief information officers want to have the ability to impact the consumer experience with digital tools. And so, uh, the chief digital officer has been making inroads into healthcare and uh, CIOs see that as an area where they can really have an impact. Uh, I think the other thing is you're seeing chief digital officers say, you know what? I need to have a little bit more control of the platforms and the data and how things move around the system in order to be effective in the role of chief digital officer. And I think either having them all in the same organization, uh, or having them be the same person is a, is a really cool way to do that.
Bill Russell: 04:16 So you're seeing that happen more and more. Um, you're also seeing healthcare go outside and we, we covered that. Uh, I think we even covered it last week. We covered it because we talked about the Kaiser. Uh, so they, they cite in this story, uh, Kaiser hired a Prat Vemana from the home depot as their new chief digital officer. And we talked about that person. We talked about Aaron Martin who came from Amazon, who's at Providence. Uh, they, they note in this article, Eduardo Conrado, chief digital officer for ascension who came from Motorola. And there are several others that are out there. And, uh, that trend continues and I think it's a good trend. I mean there are a whole bunch of things that we can learn from other industries around, um, uh, using digital tools to create experience, to reduce friction, to improve the, uh, convenient factor, uh, for, uh, healthcare.
Bill Russell: 05:10 So, um, one of the Suja, big tasks will be to create interoperability between the technology capabilities or the formerly independent health systems. The health systems said, uh, she would redesign business processes with technology and operating models that connect the 150,000 employees and 25,000 physicians across the different geographies and communities of common spirit health. In addition to designing digital capabilities to transform the patient experience, she will seek to lead the integration of monetization of technology systems to connect the health systems 142 hospitals and more than 700 care sites. So, um, uh, wish Suja the, the best of luck. Just reading that off, you can imagine that this role, uh, is a pretty high level role that uh, you're going to see common spirit, uh, hiring key people, uh, just underneath Suja to handle certain things like cloud infrastructure, data analytics, um, uh, the development of platforms. And API's, uh, all those things have to be put in place.
Bill Russell: 06:13 And, uh, quite frankly, knowing what I know of these, uh, two health systems, there's an awful lot of emrs in play. There's an awful lot of technologies in play. There's probably thousands of individual apps in play and data silos. Uh, so there's an awful lot of work. I'd love to see them go greenfield on a lot of this stuff and just rethink and redesign the whole platform. Uh, I've talked about this too much. Uh, but it's exciting story. Uh, glad they're doing this. Uh, the next story, a UPFC Carnegie Mellon to use Amazon AI tools. So EPMC and other prominent Pittsburgh research organizations announced Wednesday that they plan to leverage Amazon division's machine learning capabilities to accelerate breakthroughs in patient care and product commercialization. Amazon web services will share it's machine learning, a type of AI and cloud computing resources with Pittsburgh health data alliance. A big data consortium formed in 2015 that includes upmc University of Pittsburgh and Carnegie Mellon University.
Bill Russell: 07:14 Uh, I mentioned this not to really go in depth in this cause we've talked about this a bunch and we will talk about it more in the future. Uh, I mentioned this because it's almost become like signing day, you know, in like college football when the high school students announced what college they're going to, uh, that's almost what's going on here. If you watch this uh, closely as, as I am, you're seeing Amazon sign up different entities, entities, you're seeing Google sign up, different entities, you're seeing Microsoft sign up different entities. Uh, and a lot of it is because people have got to decide where they're going to start in what platform they're going to start on. I think some of these entities try to do with themselves and have realized that the capabilities that these cloud providers are bringing are far superior as far advanced as to what they were able to build out themselves.
Bill Russell: 08:02 And now it's signing day. And it's Kinda funny, I, I'm almost thinking of doing a segment called signing day and, and talking about who signed with whom. Uh, as you start to see this thing roll forward, saw providence signed with Microsoft, um, uh, you saw [inaudible] in Beth Israel deaconess do some stuff. I think it was with a Amazon as well. So you're seeing Amazon make, uh, some inroads. You're seeing some people signed with uh, apple and with Google and other things. So it's, it's, uh, it's interesting signing day. So there you go. UPMC is signed with Amazon. I don't think that locks them in. I think it's a starting point. I think there's gonna be things that, uh, Amazon's capabilities are going to be good at and there's going to be things that, Google's capabilities and so forth and so on. So you might see some of these, uh, entities sign with multiple players.
Bill Russell: 08:50 We'll see what happens. All right, let's move on to our next story, our next story. A report. Most health systems still lack a longterm digital strategy. This comes to us from Rajiv Leventhal who we've tapped on a couple of stories. Actually. Health care, uh, comes from healthcare innovation group. Let me read a couple things from this. The survey of CIOs and other executives examined digital health maturation and how patient care organizations are strategizing for the future. Healthcare is digital transformation is still in the early stages of maturity relative to other sectors. But CIO's do understand the imperative to drive digitization, uh, comes from a new report from the advisory firm, DAMO consulting, which is Paddy's company. We'll get to that in a minute. Uh, let's see. According to researchers, there's four models. So let me give you the four models real quick. Um, they are a reliance on the EHR systems to drive digital engagement.
Bill Russell: 09:44 That's model number one. Model number two is digital strategy, singularly focused on virtual virtualization of care. The third model is a standalone digital initiative driven by internal demand and the, uh, fourth models, strategic investments in longterm digital health platforms. And uh, he goes on to say most health systems, especially smaller and mid tier one's operating models one and two, and only the nation's largest health systems are operating in model four the majority of CIO's in the focus group, however, acknowledged that all enterprise need to shift to a model four, uh, the findings revealed. And, uh, Paddy, uh, in my discussions with health system CIOs, what emerged was not only, uh, is that not only are most health systems in the early stages of adoption, but there's no clear consensus on what digital transformation looks like and how to achieve it. Said, Paddy Padmanabhan, CEO, Damo Consulting, most health systems consider their EHR systems as their digital strategy in our developing standalone solutions on an as needed basis without longterm digital strategy in mind.
Bill Russell: 10:49 All right, so before I go on here, there's just a wealth of stuff right there. These four models, I've found it to be true. The more health systems I talked to, um, you know, you, you do have a fair number of people who rely very heavily on their EHR and are focused on their a care model. So what you see there is a health systems that are saying, ah, you know, this reduce clicks. Let's, uh, focusing on the patient, not the patient experience on the physician experience, the clinician experience. Uh, let's automate processes internally. They may be looking at a new technologies, but typically they, those come through either the EHR provider or a close partners with the EHR provider. They might even be doing AI, machine learning, uh, internet of things and some really interesting things. There are a lot of things you can do in a model one and two.
Bill Russell: 11:37 Uh, I think the point of this article is that it's a sort of like, hey, what's the next thing coming from my EMR? There's no longterm vision and strategy for it. I think what you're seeing in the model three and four a care providers, especially the model for a care providers who are strategic making strategic investments in health platforms is first of all the word platforms. Uh, they are looking at it as how am I going to be able to deliver a, uh, an experience? How am I going to be able to, to deliver, uh, to extend my care and the services that I offer across digital platforms to the communities. I think that's one aspect. I think the other aspect is they've taken the time to think through, uh, their, the, the people who live in their, their catchment area, the people who live in their communities, they've taken the time to, uh, talk to them to understand what they're looking for from a health system, what their, what their goals and what they're trying to achieve.
Bill Russell: 12:31 And then they start to organize their investments around that. If you spend any time at all, uh, in those, uh, kind of innovation models, incubators and um, uh, even vcs and private equity that floats around healthcare, uh, within, within health systems. So there's, I'm still talking about health systems that have those models. Um, they have spent an awful lot of time saying, what is the next thing? How are we going to extend this? What is the new model for care? They are looking at what healthcare will probably be in three to five years, not what it is today. And trying to fine tune it. Um, they do that as well, but they really do try to, um, come up with new models, new models for care and new models for reaching those people. So you're seeing them. One of the key differences is, uh, an internal focus in a models one and two, and really an external focus and models, uh, three and four, that's not always the case.
Bill Russell: 13:24 A lot of times you'll see model three players. When I talked to model three players, a lot of times what I get is, hey, we're starting to do telehealth. And telehealth is strategic and it is a way of, uh, it is probably the, uh, the first way of moving your, uh, ability to deliver care outside of your health system, uh, effectively is through telehealth. But there's an awful lot of other digital tools for engagement to keep people healthy, to, uh, to reduce friction, to, uh, to, uh, provide convenience. All right. So let's go on the, uh, the article goes on to say health system CIO's in the focus group who are developing patient engagement applications expressed that they are actively looking at monetizing the capabilities by offering them to pure systems that are yet to make the investments. The only thing I will say to people who are making that statement is, uh, validate your market before you make that assumption.
Bill Russell: 14:16 I, I've talked to too many CIOs are like, hey, we're creating this really cool thing. And I'm sitting there going, I know, I know 15 other companies that are doing that today. So you might want to validate that or have a market already in mind because, uh, you know, sometimes I'm, we're developing a new portal and we're going to take it out there. There could be a ton of people already doing that. So you still have to, even if you're doing it within a health system, you still have to do that initial work to validate your market and to validate your, your, uh, your assumptions to make sure that there's something after you've spent all the money to, uh, develop. Uh, according to Padmanabhan, uh, it also comes, he's talking about CEO roles and he says it comes down to whether it helps us, we can afford to have another executive.
Bill Russell: 15:02 And what they found is that the larger or the smaller health systems tend to not have a chief digital officer and that, uh, work resides within the chief information officer title. I don't think that's the worst thing, as we've talked about earlier. I don't think that's the worst thing in the world. I think that's fine. Um, what I would encourage the smaller health system to do is to rely on organizations like Avia who has an awful lot of, uh, digital strategy work that's going on that they can provide to you. Uh, the advisory board used to do that, but I think Avi is a much better organization today, uh, for that. Don't, don't shoot the Messenger at this point. Um, but, uh, you know, so they do a lot of stuff there. Um, I would say, uh, hit hit your existing vendors today and, uh, look to those, look to partner with those innovation groups.
Bill Russell: 15:47 You know, you have them. Uh, you have them at dignity, you have it at a providence, you have it at Cedars, you have it at UPFC, you have it at Ivy, fill in the black, there's a Vanderbilt and they're there all over. Um, and you know, find the ones that are closer to you. Um, I think you'll see atrium start to do the same thing. Find the ones that are closest to you that are investing in innovation and see if you can partner with them and uh, um, and, and leverage off what they're doing. If you're, if you don't have the capital to invest, uh, yeah, just, just partner. It's a great way to go. Let's talk about the best jobs in America that pay more than a hundred thousand dollars, uh, which have a high number of openings. So, uh, bearish did this article. Companies are always keen to use Intel to improve efficiency, to learn more about their customers.
Bill Russell: 16:33 And so data scientists are in high demand. They are the number one on Glassdoor's best jobs in America for 2019 for the fourth straight year, by the way, they boast the median annual salary of $108,000 a year. But Glassdoor also says that there are signs that the salary growth has been leveling off. Uh, they were followed by nursing managers at number two and marketing managers and number three and occupational therapist and number four and product managers at number five. So the glass door, a glass store job score is determined by weighing three factors equally, earning potential median annual salary, a base salary, overall job satisfaction rating and number of job openings for job title to be considered a must have, have received at least a hundred salary reports and at least a hundred jobs satisfaction ratings. Uh, let's read one more thing and I'll comment on it. There were six, uh, there were other six figure jobs among Glassdoor's top 20 list with relatively high number of job openings.
Bill Russell: 17:31 And that criteria at number six was Dev ops engineer, uh, who work with developers and it staff to oversee code releases, data engineers at number eight software engineers and number 10, physician assistant and number 12, a strategy manager at number 16 and security engineers at 17. I'm surprised that one's only number 17. I have a feeling, uh, with the number of openings and um, the scarcity of resources have really, really good security engineers. I would think that that number is going to go up, uh, in the coming years. So, uh, you know, here's my comment on this. There's a lot of great jobs within health it and a, a lot of, uh, Opportunity for growth. I think a lot of them are going to come in. Data analytics, um, development and design product managers I think is an interesting title. I think, uh, we're going to see a move towards more of a, uh, an it shop that has a lot more product managers as opposed to analysts.
Bill Russell: 18:30 I think people are going to insert those product managers who own a product for the duration and the life of the, uh, of think of it as an application. I would have a product manager for a epic, I would have a product manager for fill in the blank. Um, this is really common within Silicon Valley and those people are constantly working with the end user community to understand what the requirements are, what the demands are, uh, and what they can do with the product. And then, uh, working on the development side to, uh, to make those things into a reality. So these are some, a, uh, interesting titles, a lot of, uh, a lot of really good opportunities. I know that, uh, with mergers and acquisitions, people are worried about, uh, you know, am I going to be able to keep my role? And the answer is who knows
Bill Russell: 19:18 I mean there's so much, uh, merger and acquisition activity going on. Uh, but I don't think that means there's going to be fewer jobs in health it, I think there's going to be more jobs in health. It, I just think they are going to change. Uh, they're going to change a little bit every year and uh, eventually you're going to have an awful lot of people on the, uh, on the data side and on the application side, once we get through this automation stuff we're doing today, I think you're going to see the infrastructure get automated. I think you're going to see the acquisition of data get automated and I think it's going to be a matter of, uh, creating new applications around, uh, the capabilities that we've created. So I'll, let's see. Well, you know, that's all for this week. I had some, uh, some other interesting stories to talk about as always have about 10 stories lined up here. We'll uh, we'll save something for next week and we'll get to them. So, uh, that's all. Uh, every Friday, check out our interviews and, , with industry influencers, uh, keep the comments coming. Love it, Bill @ this week in health it.com good, bad, or indifferent, it all helps. Uh, this show is a production of this week in health it for more great content. You can check out our website this week health.com or these channel this week help .com slash video will get you there. Thanks for listening. That's all for now.