This document outlines an agenda and presentation on digital transformation at Geisinger Health. The presentation discusses Geisinger's digital strategy, two case studies on portal consolidation and intelligent automation, assessing digital maturity, and best practices for digital transformation roadmaps. The speakers are Karen Murphy, Chief Innovations Officer at Geisinger, and Paddy Padmanabhan, CEO of Damo Consulting. The presentation provides an overview of Geisinger's multi-year digital transformation efforts to enhance care, grow revenue, and improve efficiency through technology.

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CEO, Damo Consulting
Paddy Padmanabhan, CPHIMS
DISCLAIMER: The views and opinions expressed in this presentation are solely those of the author/presenter and do not necessarily represent any policy or position of HIMSS.
Chief Innovations Officer, Geisinger
Karen Murphy, PhD, RN
Enterprise Digital Transformation
Session 47, August 10, 2021

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#HIMSS21
Welcome
Chief Innovations Officer
Geisinger
Karen Murphy, PhD, RN
CEO
Damo Consulting
Paddy Padmanabhan, CPHIMS

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Conflict of Interest
Paddy Padmanabhan, CPHIMS
Karen Murphy, PhD, RN
Has no real or apparent conflicts of interest to report.
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Agenda
• Learning objectives
• Digital transformation priorities and market trends in a post-COVID era
• Geisinger Health Digital Strategy
• Case study 1: portal consolidation
• Case study 2: intelligent automation
• Assessing digital maturity
• Digital transformation roadmap & best practices
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• Identify best practices and learnings from how a
large integrated health system is driving a multi-year
digital transformation roadmap
• Discover how technology is enabling digital
transformation at the front and back end of
healthcare operations and best practices in
technology strategy and technology partner
selection
• Recognize how centralized governance can
accelerate transformation and maximize value from
technology investments
Learning Objectives

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How healthcare CEOs
are approaching
consumerism in a
COVID-19 era*
* Modern Healthcare CEO Power Panel Survey 2020

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Non-traditional
players are
moving
aggressively
into healthcare

8. Partnerships focused on
data and analytics are
on the rise
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Geisinger: Integrated
health $7.1 billion in
combined revenues
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We care for patients.
• 10 hospital campuses
• 125 clinic sites
• 23,828 employees
• 1,677 employed physicians
We provide quality,
affordable healthcare
coverage.
We teach, research
and innovate.

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Steele Institute
was established
to lead
Geisinger’s
innovation
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Purpose
Lead the nation in building transformative, scalable,
measurable, and sustainable solutions that lowers cost of
care while improving health, care delivery, and patient
experience.
Definition of innovation
Guiding principles

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Geisinger Digital
Transformation
• It’s not about digital – It’s about
transformation
• It’s not a five-year strategy – It’s a forever
journey
• It’s not about one function – It’s all
services

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Geisinger Digital Strategy
8/13/2021
Enhance
Care
Grow
Revenue
Improve
Efficiency
Make it
Easy
Value Levers
Make it easy for Geisinger
and customers to complete
tasks by streamlining and
simplifying interactions
Empower customers to
save on costs by
personalizing and
proactively engaging them
in the care journey
Provide connected care
solutions to reduce medical
costs stemming from chronic
care and ED visits
Leverage enhanced and new
Geisinger digital capabilities to
deliver on the Digital Vision:
Going above and beyond to
understand our communities to
make healthcare easier and
more affordable so you can
live your healthiest life.
Digital Strategy Vision
+
Powered by Digital
✓ Disruptive
✓ “Fundamentally different approach”
✓ Results in better care, better experience and lower costs

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Digital Transformation Organization Model
Driving digital initiatives across the enterprise
Geisinger Digital
Transformation Office
( Damo)
Clinic Marketing IT Patients Operations
Execution Arm
(A Business and Transformation Office Partnership)
Technical Architecture
Governance Structure
Steering Committee
(bi-directional)
(bi-directional)
An Aligned Geisinger
Enterprise =
An Exceptional Consumer
Experience
DS DS DS DS DS

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Deliver a superior digital experience through a
unified account, that is personalized and easy to
use driving customer loyalty and stickiness across
all enterprise services.
~2-3 year future state website, portal
& communication vision supporting
OneGeisinger

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• Customers log into mobile responsive web/portal through
one account to manage health, health plan coverage,
finances, pharmacy, etc.
• Customers manage their communication
preferences centrally, and Geisinger can send
communications tailored to channel preferences (print,
email, text, app notifications, IVR/phone)
• Superior digital experience drives consumers to opt-in for
digital communications, driving down print, mail and
phone costs
• Geisinger enhances compliance with increasing data
privacy, consent management, security, accessibility
standards
OneGeisinger Website/Portal/Comm
Transformation
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Deliver easy to use experience that creates customer loyalty and stickiness across all enterprise services
*draft designs, mobile responsive

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Scale / Maturity
(infrastructure/experience)
Value Optimization
(within current operation)
Intelligent Automation Hub
Power Automate
Development
Application Developers working with
automation tools to create bots
Process
Design/Architecting
Partners with the business to identify
and scope automation opportunities
Annual Value Generator
Program Goals
Three Tenets
Infrastructure
Management
Oversees IAH technical operations
and Steele Institute application
management
$2M+
Realized
Benefits
Annually
24+
Digital Workers
Across Geisinger
& Growing!
6000+
Hours Saved
• Automate manual, high
volume processes within
multiple lines of business
• Accelerate operational
efficiency
• Establish a foundation for an
intelligent automation culture
within the Enterprise
Data as of 5/5/21

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COVID, Flu, RSV Result Automation
Four automated ways to get results to ensure optimal
communication time to patients
Within 24 hours results
being available, patients
receive an automated call
and documentation in
their chart
Outbound call to
patients
Patients call in to get
their result
Automatic letter
generation
Calling any Community
Medicine main line or the
COVID Hotline, a patient can
press 1# and authenticate to
hear their results
When a result is available,
an automatic letter with a
patient's result is
immediately generated,
printed and mailed to the
patient
Patient's have
immediate access to
their lab result via the
myGeisinger portal under
“tests & labs”
Example Success: Clinical Services Optimization
5 automations + IVR component
in just one process
Bot productivity 23x more
productive than human (91
patients/hr called by Bot vs 4
patients/hr called by human)
Prior to automation, patients with
positive test results only were
called due to resource constraint.
Automation made it possible to
call patient with negative results
as well.
Symptom monitoring
volume/saving data is part of the
volume and saving of COVID
Positive
Key Highlights and Data
Symptom Monitoring
Realized Benefits
Realized Benefits
Hours Saved
Hours Saved
myGeisinger
portal

18. Structured &
collaborative approach
has delivered significant
benefits to date
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☞ Quantified benefits: multi-million $$ impact
☞ Technology strategy that lays strong foundation for enabling
digital transformation
☞ Improved governance for faster decision-making and
implementation acceleration
☞ Best in class partner selection for improved chances of success

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Assessing Digital Maturity in Health Systems*
*Source: Damo Consulting DigiMTM maturity model framework
EHR as primary platform
for digital engagement
• “< EHR vendor name> is
our digital strategy”
• Focus on specific
functionalities e.g. access
and scheduling, real-time
video consults
Model
Digital initiatives focused
on virtualization of care
• Telehealth, eVisits
• “Digital front doors”
• Remote monitoring
• Patient communications
Model
Stand-alone digital
innovation initiatives
• Enterprise-specific point
solutions: Homegrown and
partner-developed
• Innovation programs for
commercialization of in-
house development
• Departmental initiatives:
specialized clinical needs
Model
Long term strategic bets on
multi-year investments
• Comprehensive, enterprise-
level transformation strategy
• 1-2 key strategic
partnerships, alongside EHR
• Robust governance model
to leverage startup
ecosystem
Model

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Digital Front Door Strategies for healthcare providers*
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Not implemented Implemented
with EHR
Stand-alone tool with
FHIR/HL7 integration
Stand-alone tool
with no integration
Section Digital Initiative Provider 1 Provider 2 Provider 3 Provider 4 Provider 5 Provider 6 Provider 7 Provider 8 Provider 9 Provider 10
Digital
Front
Door
Online scheduling
Chatbot
Find-a-doc
Symptom triage
Online payment tool
Online registration
Online check-in
Wait-time estimator
Slot management
Mobile app
Video visits
Second Opinion
* source:Damo Consulting Research

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Digital Maturity - Select Providers*
Relative maturity levels based on strength of vision and strength of execution
P r o v i d e r 1
P r o v i d e r 2
P r o v i d e r 3
P r o v i d e r 4
P r o v i d e r 5
P r o v i d e r 6
P r o v i d e r 7
P r o v i d e r 8
P r o v i d e r 9
P r o v i d e r 1 0
Execution
Weak Strong
Note: Size of bubble
indicates relative size
of the organization in
the sample
Vision
Weak
Strong
* source:Damo Consulting Research

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Developing a Digital Transformation Strategy *
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* From Healthcare Digital Transformation : How Consumerism, Technology
& Pandemic are Accelerating the Future, Taylor & Francis, Aug 2020
Readiness
assessment and
benchmarking
Digital
Roadmap
development
Design strategy
and enterprise
version
2
1 3
Prioritization
&
dependencies
4
Operating
model &
funding
5
Technology
platform & partner
selection
6
• Where does digital
transformation fit in
overall enterprise
strategy?
• What are the goals
and objectives of a
digital strategy?
• What are the risks in
not executing on a
digital transformation?
• What are the current
digital initiatives in
flight?
• What benefits have
these initiatives
delivered?
• How do current
initiatives compared to
industry benchmarks?
• What is the universe of
digital opportunity
areas?
• How do they map to
patient engagement,
caregiver enablement,
or organizational
efficiencies?
• What is the expected
level of investment
over a 3-year period?
• What is the right
prioritization and
sequencing of the
digital roadmap
opportunities?
• What is the business
case for each
digitalization use case?
• What are the major
technical
dependencies? What
is the level of technical
debt?
• What is the optimal
operating structure to
deliver on this strategy?
• What is the
governance structure
for digital
transformation?
• What is the funding
structure and funding
sources? How much is
Capex or Opex?
• What are the key gaps
in talent? What are the
key skills to be
developed in-house?
• Who are the strategic
technology partners to
help execute the
vision?
• What is the role od the
internal development
teams?
Phase 2
Phase 1 Phase 3

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Best Practices In Digital Transformation
Start with the end in
mind: define the future
state before developing
a technology solution
Prioritize high-impact
digital engagement
opportunities in patient
journey; leverage
synergies across
enterprise
Establish robust
governance and
processes early; ensure
compliance with process
for consistency and
optimal outcomes
Define the scope and
requirements clearly:
avoid overdesigning
solutions, consider inter-
dependencies
Research potential
vendors carefully for their
healthcare market
presence, and especially
their understanding of
the provider landscape
Build an engaged
community of
practitioners; establish
regular communication,
share best practices
Address near term
enterprise needs without
losing sight of longer-term
strategy
Leverage existing
technology partnerships
where possible e.g. Epic,
Salesforce. Look for best-
in-class solutions where
necessary.
Recognize changes in
enterprise and market
needs and reprioritize
digital roadmap items as
necessary
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4 5 6
7 8 9

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Q & A

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Thank you!
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Paddy Padmanabhan
+1 630 649 8548
paddy@damoconsulting.net
www.damoconsulting.net
Karen Murphy