Digital Health Transformation – Building Core Competencies

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In this webinar, Dr. Kadrie presents on the topic: 2020 Digital Health Transformation – Building Core Competencies.

In this webinar, we will:

  • Review the contemporary healthcare landscape
  • Identify innovative approaches for creating an agile environment to sustain and scale digital health transformation
  • Examine new wave of digital health technologies to support the transition to value-based care and population health management and post COVID-19 pandemic
  • Assess successful case studies at leading health systems that have implemented digital innovative transformation

Presenter: Dr. Mountasser Kadrie, Ph.D., MHA., FACHE., FACMPE., BPE.



Hi everyone, and thanks for attending the mini-lecture series with the George Washington University Online Healthcare MBA. We are happy to invite back a faculty member from GW of School Medicine and Health Sciences. Dr. Mountasser Kadrie to present. Dr. Kadrie will be joined by a member of our admissions team to take on your questions during Q&A, and we’re glad you’re all able to join us today. So before I introduce you to our speaker, let’s go over some housekeeping items. This presentation is being recorded. Your lines are coming muted to ensure sound quality, but anytime, please forward your questions or comments to me via the Q&A window. It’s the purple icon on your menu bar at the bottom of the screen. And other functions to note are resources icon in green, where links are online healthcare, MBA program website, and other valuable resources that are provided. Next to that is a Grey link chain icon to book a telephone appointment with a member of the admissions team.

So for today’s agenda, we’ll meet our presenters. Dr. Mountasser Kadrie, we hope you stick on the topic; 2020 Digital Health Transformation – Building Core Competency. After that, Rajiv Sharma of the admission team will go over the admission requirements and we’ll invite Dr. Kadrie back to take your questions during Q&A. Our webinar is scheduled for 45 minutes, but you’re welcome to stay behind for Q&A if it does go over time.

Now, I’d like to introduce you to our speaker. Dr. Kadrie has over 25 years of healthcare executive management experience gained from holding executive leadership appointments at well-renowned health systems, academic medical centers, and higher education institutions. Dr. Kadrie’s expertise has been focused on promoting strategies for maximizing healthcare performance and creating transformational change. Dr. Kadrie’s professional and research interests are focused in areas of U.S. healthcare system, innovation, and high-reliability organizations. Dr. Kadrie is a fellow of the American College of Healthcare Executives and a fellow of the American College of Medical Practice Executives. He serves as a board examiner for the Baldrige Performance Award Program at the National Institute of Standards and Technology. He serves as a council member of the New England Journal of Medicine cabinets counsel, and he is an advisor for the American Council on education. Welcome, Dr. Kadrie.

Dr. Mountasser Kadrie:

Thank you. Welcome, Kira. Welcome, everyone. Thank you. Can hear me?


Yes, we can.

Dr. Mountasser Kadrie:

Good. Thank you. Welcome, everyone. Good afternoon, welcome to our Digital Health Transformation – Building Core Competency. I’m happy to have you and to discuss this important topic for our healthcare delivery system. Let’s review our learning objectives. We are going to have four primary objectives is to review the current healthcare landscape and then to identify the innovative methods to create agile environment to sustain and scale digital health transformation. And then we’re going to examine the digital health interventions and technologies that are really supporting the transition to value healthcare and population health. And as we speak to COVID-19 pandemic crisis. And then we are going to access to the successful case studies that some leading a health care system in the United States have implemented digital health interventions and technologies to really excel and become a center of excellence.

Over the COVID-19 crisis in the last three months, I had some time to watch movies on Netflix. And one of the movies that I have watched is the Graduate. I’ve seen this movie for almost 15 times and I repeat watching it, and I had my kids to see it. And one of the key issues or key things in that movie is when the graduate, Dustin Hoffman graduated. He had a party in his house with his dad and his dad’s best friend told him, “Son, the future is plastic.” And this is way back in 1960s. And that was through … Dustin was a major commercial commodity that has really transformed the U.S. economy and the global economy in its applications and potential. Well let’s jump 50 years later, this is 2020, and truly the future is analytics and digital transformation

Just want to give you some news the McKinsey Company, which is a major leading consultant company just last week announced that because of the COVID-19 and the demand for telehealth and AI applications, almost a quarter of a trillion-dollar of new business in healthcare will be created as people and patients and healthcare consumers will demand remote healthcare access to healthcare. And because of the disruption that COVID-19 has impacted our healthcare delivery system. So telehealth and digital transformation is all about right now, analytics and the big data transition.

Let’s talk about what is going on in our healthcare delivery system. So the canvas that we really need to use to understand what is really happening. Our healthcare system as you know is very complex, very interrelated into our daily lives. And we have a very complex healthcare environment where we don’t have as other countries’ universal health care system. Our healthcare system is fragmented. We have 50 States with 50 different health systems and different regulations. And we have private players and we have the government, and then we have for-profit and non-for-profit entities. A second driver of the healthcare system that we really need to understand is more and more consumers are becoming more informed and engaged in the way they would like to see healthcare services provided.

Thanks to the internet and the access to information online, information are becoming available and data are becoming really accessible as well. Healthcare consumers become more engaged, more informed, and they want to really see healthcare organization provide or deliver the highest level of care or the most valuable way possible.

Population health has been promoted significantly in the last 10 years thanks to your healthcare reforms, such as the Affordable Care Act and the [inaudible 00:07:18] healthcare. But with the crisis, right now we’re having with COVID-19, the population health and the coordination of care becomes so critical and so important. And as a result, we really see another factor such as transition into digital healthcare that is driven by data and by information and applying those information to make decisions for improving the patient’s care outcomes, and also as well, improving the business outcomes in a way.

Another factor that is really impacting the health system today and going forward is the huge entrance of retail giants, such as the Amazon, Walmart, CVS, and other companies into the healthcare system as they try to disrupt the healthcare system and to really enhance the value for the consumers and the patients, and to make the healthcare system more agile and effective. As we speak there are significant issues and trends impacting the healthcare system. We have right now, patient population because of the baby boomers, as you know, and we have more of these baby boomers who develop and have multiple chronic diseases. Their healthcare needs are really becoming more and more complex and more demanding. At the same time, we are facing a pandemic as we speak. And as a result, the focus on technological advances are becoming more and more critical. The most important driver in our healthcare system today is the healthcare consumerism and their expectations and demand for a better patient experience as they engage in the healthcare system.

So as other companies have utilized digital tools to enhance the consumer experience, the expectation is that healthcare providers, the system, and the entities will really have to utilize and

leverage digital tools and to adopt transformation innovation strategies to really make better outcomes for the healthcare system to really improve clinical outcomes and to also improve the efficiency of healthcare business outcomes. We spend the most money per capita on healthcare than any other country, but we have little to show for. And COVID crisis has shown that our healthcare system is really not responding well to crisis and two major issues.

If we look at the healthcare marketplace, we need really to look at it from two perspectives, the healthcare consumer, and the system itself. The healthcare consumer, that is you and I, and everyone else. We really need three things from our healthcare providers. We need convenience, we need quality, and we need affordability. Healthcare is expensive, and we need to do it in a convenient way because we are busy and we have jobs, we have kids and families, and we need to really have the healthcare system follow the best practices as other industries in becoming more convenient for the healthcare consumer. And at the same time, we are requiring healthcare systems to be more accountable and to improve the quality of care.

Well, the healthcare system are responding to those expectations and they see that one of the best ways to do it is to really pursue a digital transformation innovation strategy. And their top imperatives to do the strategy is to really make the data secure and interchanging between different providers within the same system and outside the system. And to really use the digital transformation to empower their workforce, to become more efficient and more engaging, and also to create innovation environment that really allows the different stakeholders within the healthcare system to really become adaptable to innovation, to promote innovation, and to implement it. And then to really correct [inaudible 00:11:54] saying that by leveraging working out or collaborating with the right mix of partners, whether within the healthcare system or outside. And we have seen so far many healthcare systems working with Amazon and Walmart and Microsoft and other companies to really find [inaudible 00:12:14] for specific healthcare issues.

One of the things is to really look at how healthcare consumers are really engaged in the healthcare industry, and they are using different tools is to really look what they are looking for. So many consumers are open to really use digital technology to access healthcare or to find out what is going on in healthcare. And this survey from Mackenzie it’s 2019. So it is prior to COVID-19. And I will tell you this once things are settled, you’ll see, in fact, explode. So as you can see healthcare consumers, they are using digital tools to find out what is the doctor’s rating, how to schedule, or how to really find a doctor, or how to really access their healthcare records? So these numbers are really high as we speak. And I continue to believe that as we rely more and more on digital tools, those numbers will be higher. So as you can see, the consumers are ready and engaged, and if you give them the right tools, they will really be looking out for that and to use the technology to their best advantage.

So all of this talk about creating and pursuing a digital transformation strategy, innovation requires our healthcare organization to be agile and to be ready for it. So what are really the foundation to be an agile 2020 organization, and then dynamic and disruptive economy and healthcare settings? Based on research from, generally speaking, that has been done on the U.S. economy and the U.S. companies done by [inaudible 00:14:12] and others. They said that agile organizations must really have five pillars to really claim or to define an organization as an agile organization. And those pillars must be really there and systematically applied throughout the organization’s journey.

The number one is to really have catalyst leaders who really pursue best practices and competitive advantage. And the organization must really always learn and open to new ideas. And also the organization must deploy and implement open communication tools and infrastructure. And then those organizations must have really strong longterm business governance and strategy parameters. And then, those organizations they are looking for the mastery of what they’re doing. So they want to be

the best. Those agile organization, when we talk about those we can remember Google, Microsoft, Facebook, and Amazon. Amazon 20 years ago, it was almost nothing right now it’s one and a half-trillion-dollar company business that really has done incredible work. And it was really a very strong business model of doing the COVID-19 as the entire economy, the brick and mortar came into a halt and the online economy such as Amazon came and provided support for the business and consumers. So this kind of approach really is universal, the agile organization approach, and we really need to implement it into the healthcare delivery system.

So if we look at the healthcare leaders who really want to build agile healthcare organization and really support digital transformation, they really have to have three major areas of focus. They need to understand the industry sales, they need to have the focus and expertise. They must also have mature and impactful leadership skills in terms of working with the stakeholders, trust, agility, and taking initiative. And also they really need to take some risk and properly align the risk with the organizational goals and outcomes. So throughout studies in the healthcare industry for those companies, their systems have really implemented robust, effective digital transformation strategies. The common denominator is those three aspects that are mentioned in this slide, the industry focus and expertise, the leadership skills, and the ability to really take risks and the alignment with the organizational goals.

Further research shows that those leaders really have the ability to create agile organizations that are ready and capable of implementing transformational digital strategies, they really have to build a culture of digital innovation. And the culture is based on four ethical aspects. First of all, they really must develop the creativity muscles within the organization so they can really create breakthroughs and take risks as possible with the alignment with the strategic goals. They really need to have in place some inventive thinking, and critical thinking, and thinking outside of the box, and learning from other entities within the healthcare industry and outside. They really need to hold the entire workforce accountable for the improving of care delivery and to really meet consumer expectations. And one of the key aspects of those leaders developing a culture of digital innovation is their ability to harness skills and talents and create hubs of innovative experts or innovation experts. And another example that I will provide to you later on in this webinar, those organizations really implemented those four aspects accordingly.

Having said that, the role to adopt and embrace transformational digital strategies is not easy. We know that our healthcare system has a significant issue. As I mentioned in the early slide, we have a complex healthcare environment. The complexity comes from five or six factors. We have poor performance, and let’s face it we spend the most on healthcare, yet we show very little for … our healthcare system rank, according to the WHO, the World Health Organization in 2017, we rank at number 37, if we spend the most money on healthcare. The current pandemic crisis has exposed our health care system to really show that we are not ready, we were not prepared, and we lack you know agile infrastructure to respond to a pandemic.

The recent article in Forbes magazine last week, a huge article, very excellent article. I would love for all of you to review it if you can. That talks about how our healthcare system that we spent $4 trillion and it failed to really meet the basic needs of our population during the pandemic. We have significant barriers to access, that is social-economic and regulation, and manmade. Many of healthcare consumers do not have the same quality access to health care resources, as a result, that creates poor quality outcomes. And as a result, because of the issues with the poor performance and poor access to care, we have irrational and inefficient use of resources. For example, 75% of Medicare spending spent on senior citizens who are in the age of 71 to 76. This is really incredible amount of money if you think about it.

And then we have the high cost per capita. We spend about $11,000 in 2019, the highest than any other country. Compare us to France, France ranked number one globally, in terms of healthcare outcomes. Yet they spend almost 45% less than us. As a result, we also have low satisfaction within the healthcare industry. Our physicians are burned out because of the demand on them. Our healthcare consumers are not happy sometimes. And the many healthcare organizations are struggling to meet the consumer expectations.

So we are really overdue for digital transformation in healthcare. And we need to do it, but yet we face some hurdles and we faced some challenges. The three most often one that really comes to fruition why we are really not doing healthcare transformation and why it’s really holding us back it’s not really about the resources or the commitment. It’s really about three things that we really need to pay attention to. First of all, number one is the culture and mindset is really a significant obstacle that slows down the implementation to transform our healthcare system in a digital way.

I can remember many years ago when I was in the healthcare industry working there, I was in a retreat where the CEO invited over 600 nurses to talk about the transition into the electronic medical record. He had a nice presentations and he opened the mic for Q&A, and one of the nurses, bless her heart. She said, “Mr. John I am a nurse here for 22 years. I have been using papers for 22 years, and you’re going to ask me to retrain myself to use an EMR? I’m retiring in a year and a half can you delay the implementation of this project after I retire?” It was funny, but it’s an indication of where things are going. We still have some healthcare providers, physicians or nurses, or some other providers who really resist using or transition into the digital tools. So this is a major issue.

We have organizational structure that is really becoming a challenge to deploy resources and to adopt strategies to transform our healthcare system and the digital fashion the structure could be the misalignment between the needs and benefits and interests of the doctors, the administrators, the community, and the stakeholders. And then, we have the governance issue that results in silo mentality, and not really looking at the long vision to really embrace digital transformation in healthcare.

If you are a typical healthcare organization wanting to move forward with a healthcare digital transformation you face some headwinds. They are some internal and some are external. The internal is really the high cost to fund those digital systems and applications and strategy. And it’s going to become more hard for many organizations considering COVID-19 pandemic issues that has really disrupted the business cycle of many organizations. They are really struggling financially and many of them are financially low if not bankrupt when things settle down. I hear stories that many patients are delaying their medical services, and many hospitals are not really busy and some clinics really almost empty. So this is going to create additional financial pressure, and perhaps they are going to maybe focus on a digital transformation. So this is an internal issue

There is also some perception that the reluctance of some medical staff members of adapting and pursuing a digital health strategy, the external challenges are plenty. COVID-19 right now is an opportunity and a challenge, as we speak the state and federal regulations … And also the difficulty of freely deploying robust digital assistance, it’s not that easy to do. It’s really difficult and challenging, and it requires significant resources as we speak.

We spoke about the landscape, we spoke about how to really prepare our organization to become agile and embrace digital transformation. So let’s take a look at the next generation of healthcare, and of course the next generation of healthcare could be unknown as we move forward with the pandemic. But I think we have a good idea what’s going to be, and I totally believe in that statement when you are going to see the next slide. I totally believe that the next generation of healthcare, it is all about digital. We have seen how the use of applications and tools are really being embraced in healthcare. And before I talk about those items here, I remember last year I attended the 2019 Global

HIMSS Conference, which is the largest professional meeting worldwide for healthcare technology, about 55,000 people show up in Orlando, Florida.

The head of CMS, the head of the Center of Medical Services, which is about 30% of the U.S. spending and healthcare, she was a guest in one of the sessions. And she made this bold statement, and this is before COVID-19, this is 2019, by the way. She said, “Any healthcare organization that does not embrace a strategy of data analytics and digital strategy, they will not survive in seven years.” It was a robust aggressive statement, but I guess, I think right now in speaking about this statement, perhaps the period is not seven years, maybe two to three years as we look what is going on in our healthcare system.

The next generation of healthcare is really relying heavily right now on AI, artificial intelligence, and machine learning tools. We are integrating big data and advanced analytics right now. We see more of image analytics and precision medicine. Pretty much many healthcare organizations are adapting into connected sensor-enabled devices and wearables. And because of COVID Telehealth was a sleeping giant right now it’s waking up, and Telehealth is becoming a major digital application tool to really improve access to care, to enhance access to care. And to really not only provide healthcare services but also training for physicians and nurses mostly as the disruption of COVID might continue.

I’m going to share with you one aspect of the economic impact of AI on the U.S. economy which is really critical to know, and this is 2017. This is two years old data I’m sure by 2019 or 2020 this number will be much higher. Believe it or not, healthcare was the biggest beneficially of the economic impact of AI. It contributed almost $45 billion versus the finance sector which is really heavily dependent on technology, but it only impacted finance and this way by $43 billion. This is very promising, and if you look at the key growth drivers and the healthcare AI market, there are plenty of reasons. I think the top one I’m going to talk about those briefly, is we really need to deploy AI and digital tools to really ease and relieve the workload of our healthcare providers and to improve quality of care.

We also can use it and leverage machine learning and AI to really address the shortage of healthcare workers. It’s a significant issue. The COVID-19 is really another factor that will increase demand for digital solutions and remote healthcare services by using Telehealth and AI applications. And definitely, AI and other digital tools and really help the healthcare system to manage costs and to some respect to really decrease healthcare costs as we deploy those technologies throughout the system.

Another aspect to see you how digital transformation is impacting not only our country but many other countries is this a slide where it shows how the AI is really impacting the biggest developed economies in the world right now if you take a look at this slide, it shows that by deploying AI it was really enhanced labor productivity by at least 35% in the United States by 2035. So almost in 12 years, the labor productivity will improve by a third in the U.S. and that you can see for other countries. If you have imagined, or if you have really looked at different surveys that in the last 30 years, the U.S labor productivity has increased by less than 5%. Take a look at how AI will shape the U.S. economy going forward in the next 10, 15 years. It’s a major, major change, and the healthcare is going to be part of this change, hopefully.

So let’s talk about a successful digital health transformation implementation stories. There are many stories and I really struggled on which one I should be talking about. Well, I want to talk about that those organizations that have really thrived to COVID-19 and during COVID-19, because if they really thrived and done well during COVID-19, it means that they have really done something correctly. One of my favorite organization is the Cedars-Sinai LA, a big large academic healthcare system really was the leading champion for dealing with the COVID-19 crisis in the LA County and the State of California and the Governor of California had used the Cedars-Sinai way off really dealing with the COVID-19 as a prime

example of how a healthcare entity can use technology and digital applications to really manage the healthcare needs for their population. So this entity way back in 2010, they adopted a brand new innovative digital transformation strategy. And the basic driver for it is to really embrace innovation, sell the innovation to our stakeholders, the employees, and the providers, and the caregivers, and to really make everyone accountable for the improving of care delivery.

Even though they are your system and they have so much resources, they opted to really work with partners outside the industry or within the industry to really create value. And they created a separate company, where then the system called Accelerator to really become a magnet to attract investors and talents. And those were really ones to improve the delivery of care to the patients and consumers who are really innovators, who can really help the system to develop care accordingly. They created also significant opportunities for training and to pursue additional training and educational opportunities. So they created a fellowship for IT staff, physicians, nurses, and researchers.

So what this kind of strategy has made a difference doing COVID-19? Sinai was really one of the leading healthcare organizations in the U.S. to help the public health department to deploy resources by really looking at their electronic medical record and identifying those communities or those populations that really at risk of getting COVID-19 or Corona. As we know if you have a multiple chronic disease and if your age is higher, your probability of getting Corona is higher than those who are in the opposite direction. So they were able to really dig down into their systems and find out who are really their members. And they were able to send the healthcare tracers to trace those patients, and to really connect with them and to provide access to care and testing and educational opportunities.

One of the leading stories about this center is that their length of stay is one of the best in the industry. They use technology and digital tools to discharge patients to their homes using remote sensory devices, and they monitor their health accordingly. Another one is that is my favorite because they were in the Epicenter of the COVID-19. This is the New York Langone Health, one of the leading healthcare systems integrated system in the country, and that you really shine during the COVID-19 time.

Well, they have been pursuing a healthcare transformation technology for about 15 years. They have a robust proactive leadership, and they followed simple but really strategic strategies to deploy and implement digital transformation. They created Tech-Ops with the internal stakeholders within the system, the physician, the executive leaders, the members of the academic universities within the New York region, and the business, and engineering schools to really assess technology and deploy tools to really use in the healthcare system.

They created a culture, an environment of innovative culture that promotes the innovation at every single level and supports that with resources as well. They also took this Shark Tank approach by creating a Shark Tank innovation events to really bring out people and ideas together, and then identify early ideas that can really be adaptable and deployed to the benefit of the system. To this system during the COVID-19, because of their significant investment in the digital tools and the applications were able to really help the local health department of public health to really identify those high-risk patients and their locations, because they were able to go into the electronic medical record and really data mine the patient’s profile and then develop a data visualization instruments that already updated on a daily basis that will identify the hotspot of the COVID-19. And you would think that those systems were not able to do anything. They were really able to reduce the number of cases. And right now we see that New York state after three months is really controlling the spread of COVID-19.

So they have deployed in the last 10 years and they have implemented anything that you can talk about from healthcare transformation, whether it is AI, machine learning, electronic medical record,

decision support systems, even social media, and to really help the healthcare consumers be connected with the healthcare system.

Another example is, this is a national-wide organization. It’s Kaiser Permanente. This is a state-of-the-art system that exists in many states if you have one. I have known this system for almost 30 years. When I used to live in California, one time I visited this facility because I had some medical needs, and I was amazed that at that time in 1989, they had a computer in the hall and you could go there and access information as a healthcare consumer. And this was really an early adopter of how to use technology and digital tools to really help the consumer and the provider to really use healthcare services.

So they really fully integrate everything digitally throughout the landscape or this system. Remember, this is a $50 billion business Kaiser Permanente, and they spend about 6% of their revenue on digital investments. So you’re talking about $3 billion a year on digital investments. They really use and deploy and secure seamless care transition, coordination of care. So any healthcare patients or issue can access from anywhere and the patient is tracked digitally for his or her coordination of care. They have really deployed very effectively Kaiser Permanente HealthConnect [postpone 00:40:07] throughout the system. You could do it online application or app on your smartphone, or when you visit their facility, and you could access the information about your care all the times for all patients, without any headache or any issues. So this also was one of the major success stories including COVID-19, the State of California relied heavily on the nurses and the provider of Kaiser Permanente. They are in thousands, by the way, to really help the State to address their COVID-19 response and using digital tools to really track and search and follow up with COVID-19 patients and cases.

So what are our takeaways from this discussion? There are many takeaways that we can really rely on and conclude. I think if you want to pursue an agile healthcare digital transformation strategy, we really need to understand some key takeaways. And the key takeaway is based on the research and study of those leading healthcare systems and also other companies outside of the healthcare. We really also need to learn from the best outside the healthcare.

When you are pursuing digital transformation, you really need to make it clear to yourself that digital innovation is not optional anymore. Remember what the head of CMS said last year, and this is going to be going forward a strategy. “Everything is going to be digital in healthcare.” The healthcare innovation and transformation really must have a priority because we have a lot of unmet needs, but yet have limited resources and bandwidth to really take on all the items. So we have to really have a priority to focus our strategy.

You really need to commit to the innovation even when your resources are limited. So great company is doing this pandemic crisis they’re struggling maybe financially but they have not dropped the ball, continue pursuing digital transformation. Of course, with limited resources and you need to validate your digital transformation projects. You really need to look at the financial strategy. Yes, the ROI or Return on Investment matters. You cannot just continue to support initiatives that really does not achieve two things, improve the healthcare outcomes, and also creating a financial support for that development and program. It’s all about the consumer, the consumer and healthcare customer is the target. So if the project or a tool is valuable to the consumer, the customer, then we need to do it. No questions about it as other industry has pursued this kind of thinking.

Collaborate with many stakeholders, whether they are in the industry or outside the industry, you do not need to start from scratch. There are a lot of things that have been done, all you have to do is benchmark, network, and collaborate effectively.

More takeaways that really need to be focused on, start small and focus, and then you build your success incrementally. And then as you build your confidence and buy-in from different stakeholders, you’re going to expand and become more strategic as well. Make sure that what you do when you’re pursuing a digital transformation, innovation strategy, as track and evaluate an impact is very important because you’re dealing with a board of directors that really want actions and want measures. And maybe you are dealing with a funding agency that going to fund your strategic digital transformation, but they need actionable outcomes.

Also, you really need to align your digital transformation with the Triple Aim, not with a specific need for someone within the system or just to keep one group happy because they want this, the rationale for developing a strategic innovation transformation system in the healthcare is really about how to improve a quality outcome for patients, for the population in an affordable way and in a convenient way. So the Triple Aim is your guidance. When you are trying to pursue and build effort in digital transformation, the focus is not on the apps and the product itself. The focus is really on building culture of team building and a problem solving for the entire organization.

So if I can summarize the core competency that needs to be done and the way to do it, is you really need to deploy a change management strategy. And where you need to have leaders at the top who really are creative, risk-takers, and inclusive, and they collaborate. You really need to have the entire organization, everyone in the organization on different levels really committed to bringing the organization forward into the digital age. And you really need to learn from the best outside and inside healthcare, and benchmark. You’ve got to really use a robust communication with your stakeholders, especially your partners and your vendors that you are trying to deploy the resources from them. And don’t forget to focus and allocate resources to support continuing education and training and awareness about digital technology.

I hope that has given you some highlights about the digital transformation and the innovation strategy. Thank you for your attendance, and I’ll give it right now to Kira and the audience to ask any questions. Thank you.


Thank you, Dr. Kadrie. I’m just going to invite a member of our admissions team, and that is Rajiv Sharma, who will be going over the next couple of slides on the logistics of how to apply to our program and upcoming start dates. And then in the meantime to our audience, I’m sure you have lots of questions for Dr. Kadrie to pick up during the Q&A, please send them to me and to do that, just activate the Q&A button on the bottom menu of your screen, and just type in your questions or comments. And we’ll go ahead and relay them to Professor Kadrie as well as Rajiv for Q&A. Thanks.

Rajiv Sharma:

Hello, good afternoon to all the participants. And thank you, Professor Kadrie for such an illuminating discussion on digital transformation, which is really the way things are [inaudible 00:47:33] forward and it was very enlightening. Also, to all the participants I welcome you on behalf of the admissions team here for Online Healthcare MBA program offered through the School of Business. As a member of the team, you have been interacting with my colleagues and I would request you to continue with that interaction. They are there to support you, and we also will always step in. So if someone is not available, the rest of the team is there to support you to anybody to seamlessly start your application process and start in the program with us.

Regarding the application requirements, you are well aware that the minimum requirements, of course, is the completion of a minimum four-year undergraduate degree, a minimum of three years of full-time professional work experience. And you are able to complete the program in a flexible format. We are also having a requirement for a standardized test score, either a GMAT or GRE, but in quite a few cases I have observed they can be waived, especially if you have very good work experience and qualifications.

The application process is fairly simplified. It’s a 100% online process. Our team members will share with you the application link in the instructions, and it has to be completed online. And we are able to have a view in the application portal and we’ll be able to support you through the entire process. That being said, I would say definitely we are looking at the basics here is the completion of the application forms online, and updated CV or resume, receiving a minimum of one professional letter of recommendation, a Statement of purpose which is just really a 500-word statement with two discussion points. And to begin with, we will accept unofficial transcripts of all university-level education followed, of course, by you ordering the official transcripts to come to us. In our program, we do attract a lot of physicians. So definitely if you are both certified, we would require you to send out a copy of your board certification and any other licenses or certifications because these documents will help your request for the GMAT waiver request as well.

And of course, in sudden cases where they may be a requirement. We may discuss profiles or aisles where applicable. By attending this live session today, you would also be able to request a waiver from the $80 application fee. Looking at the current situation due to COVID we have made a decision to waive the GMAT, GRE for all applicants for fall. And we do have rolling admissions. So currently, of course, we are accepting applications for the fall 2020 semester which has a start date of the 31st of August. And we are currently accepting applications, but having rolling admissions, we are also looking into available stock opportunities for next year. And then, of course, you have your team of admission coaches, on the slide, you can also see our email, our toll-free number, as well as the local number. We are always accessible through email and phone, and we are here to support you through this entire process. And we look forward to closely working with each one of you individually and supporting you till the time you start school with us. Thank you, Kira.


Thank you, Rajiv, so much. And I like to bring back Dr. Kadrie. We have a few questions coming in for you on the topic that you presented today. So the first question is how the digital transformation can help to save money and have a better health care outcome?

Dr. Mountasser Kadrie:

Okay. So example, in mini healthcare right now are deploying AI tools to verify [inaudible 00:51:49] for their patients. They come up or when they make an appointment for a healthcare visit or a procedure as the verification takes a few seconds and it will give the provider ways to verify the insurance, be deductible, and out of [inaudible 00:52:07]. And then all of a sudden the patients come, they get their medical procedures and their billing in a very quick way in less than 48 hours. The [inaudible 00:52:23] and they get paid within 5 business days versus before in the old traditional takes about 25 to 40 days to get paid. That is a significant cash infusion for the healthcare provider on cash flow to their cash position and to avoid using let’s say a line of credit to sustain operation. Because we know and healthcare procedure, you come, you bill, and the lag is between 20 to [inaudible 00:53:00] it would be AI technology

IT systems that process is right now becoming [inaudible 00:53:12] everyone is happy, and get paid and have the financial resources.

So this might [inaudible 00:53:20] so much money for the healthcare [inaudible 00:53:23] denials of claims, delays of claims, and this is freeing up their cash flow significantly. When it comes by looking at digital transformation tools, such as a city medicine and precision medicine and artificial intelligence. So it applies to a specific population, really have some specific medical issues or constraints such as the [inaudible 00:53:51] or they have history [inaudible 00:53:54]. The coordination of care as a result of building those programs based on AI or data mining [inaudible 00:54:02] patients will help the healthcare organization or the provider to custom make medical interventions or profile specific population or the specific [inaudible 00:54:16] patients and choosing the right treatment and the right approach. This way is really going to [inaudible 00:54:22] so much resources coming from a healthcare system.

I’ll make one example. 20 years ago, a typical long stay for a cardiac surgery about 20 to 25 days right now with the use of readable and remote devices [inaudible 00:54:42] if they have medical complications, follow up to home on day five, day six we send with them whatever devices [inaudible 00:54:53]. Imagine how much money and improvement in health care outcomes when the patient is at home. Now, [inaudible 00:55:02] they are happy, they are [fine 00:55:04], and we have been monitoring them remotely using digital tools and AI [inaudible 00:55:12].


Wonderful. Thank you, Dr. Kadrie. The next question is a key driver of patient experience and outcome of care is the care coordination. How will the digitalization of healthcare a ramp of growth of telemedicine impact this effort of care?

Dr. Mountasser Kadrie:

The biggest example is 2019. So those three systems or examples, we have really used the care coordination to track, to identify first those patients to get COVID-19 because they were able to look at data from a data mining systems and they really use data application to [inaudible 00:55:58] and then they identify [inaudible 00:56:01] by zip code, by specific DRG or by specific factor or even a zip code factor to pinpoint the resources needed to commission with them.

For example, Cedars-Sinai in LA, they were able to look about 10 million [inaudible 00:56:28] through their systems and high profiles for the state, the public health department to really develop [inaudible 00:56:36] to deal with high risk patients who might be exposed to COVID-19. And because they were able to use all the protocols COVID care before they get infections during COVID-19 and post-recovery. This is [inaudible 00:56:55] how those views the different tools within the digital landscape to really help the local population and also deploy resources, and help the state and federal government to really allocate resources where we’re back in early April, where resources were very limited and not enough ventilators, but they were able to deploy resources according to the risk factors.


Great. We’re coming up to the hour Mark. I do apologize if we’re not able to get to your questions within the hour. We’ll certainly have team members reaching back to you to answer your question. So we have time for one more and it has to do with, what do you think, or how do you see the role or importance of the electronic health records system?

Dr. Mountasser Kadrie:

Honestly, the role of electronic health record will be right now supported of the digital transformation. The function of the electronic health record is to collect data. [inaudible 00:58:02] huge amount of data in the last 10 years since the [inaudible 00:58:07] HITECH Act of 2009 under president Obama. Right now the information [inaudible 00:58:16] use of EMR [inaudible 00:58:19] the different tools within the digital [inaudible 00:58:25]. You can’t do AI for, let’s say, [inaudible 00:58:29] population without having the data. And the data comes from this EMR and other systems. So the EMR is the foundational aspect for the digital transformation and the data that is needed to really look at the clinical outcomes. And then, [inaudible 00:58:49] the clinical outcome with [inaudible 00:58:52] efficiency are meant for the health care system and specific organization. The beauty of digital … is to really address [inaudible 00:59:02] and healthcare [inaudible 00:59:04] of quality of … and also the efficiency and the care and improving their business outcomes.


Wonderful. Thank you, Dr. Kadrie for providing insights about the future of digital health transformation, and especially to our audience, I hope you found our webinar to be informative and beneficial part of your Healthcare MBA discovery process. Thank you for spending time with us, especially during this very challenging time as well. And we understand you’re passionate about making a difference and want to equip yourself with the right knowledge and expertise to make a difference and an impact in this healthcare landscape.

So to find out more about a program and how you can achieve your goals, please reach out to our admissions team, and our numbers and contacts are on your screen. We are again, currently accepting applications for the fall 2020 term. It’s the final term for the year, and we look forward to having you join us. And then once again, Dr. Kadrie and Rajiv, thank you so much for presenting today. And to our audience, I hope you stay safe and all the best.

Dr. Mountasser Kadrie:

Thanks, everyone.

Rajiv Sharma:

Thank you.