From Analytics to Action – Part II

In Part I of this two-part series, we noted that the rise of data analytics in the business of health care represents important changes in roles and responsibilities.  This includes the fact that more physicians and clinicians – because of their prior experience in analyzing data – are finding themselves moving up to the executive suites of their organizations.

The graphic above shows few examples of how Big Data and the need to implement a value-based care approach have been key drivers in the creation of these new roles. Out of these, the roles of Chief Strategic Officer and Chief Data Officer are seen to rely heavily on data analytics. A general description of each role follows:

Chief Strategic Officer – This might also be referred to as Chief Technology Officer (CTO).  Some of the primary responsibilities include improving performance management systems, imparting the CEO’s vision to the clinical team and staff, overseeing business and corporate development, leading market research and integration.  An example of this new role currently in action is David Cannady, Chief Strategy Officer of Mercy Health, Ohio’s largest non-profit healthcare system.

Chief Data Officer – Alternate names for this role include Chief Data (Analytics) Officer (CDO) or Chief Health Information Officer (CHIO).  This role focuses on providing a centralized control of data management, leveraging analytical tools, tackling issues of interoperability, and harnessing data to strategize population health initiatives and improve patient outcomes.

Some current leaders performing in this role are: John PyhtilaPh.D., Chief Data and Analytics Officer at Partners HealthCare, a Boston-based non-profit hospital and physicians network; and Terri Steinberg, MD, MBA, Chief Health Information Officer and VP Population Health Informatics for Christiana Care Health System, a Delaware-based private, non-profit hospital network.

Bringing analytics to action continues to present challenges and opportunities within the health care system, including changes within senior management roles and responsibilities.  As the health care industry continues its march toward a value-based, consumer-driven approach, data analytics and strategic decision-making will go hand-in-hand.  At the same time, the influence of other industry C-suite models will continue to be felt within health care leadership.

The PLSG remains connected to the growing impact of data analytics affecting health care and the life sciences.  Reach out to us to learn more.

Up Next: From Analytics to Action – Part I