1. New Mandates, New Roles:
Understanding Emerging Leadership Positions in
the Rapidly Changing Health Care Market

2. Roadmap for The Discussion
A New World
(Again)
New and
Emerging
Leadership
Roles
Taking Action

3. Objective:
 Ensure optimal care to as
many people as possible
Focus:
 Pay-for-Performance
 Population-Oriented
 Prevention
Aspirations:
 Better Patient Outcomes
 Holistic Care
 Lower Costs (Better
Quality)
Objective:
 Help as many people as
possible
Focus:
 “Heads in beds”
 Fee-for-Service
 The Individual
Reality
 Inefficient
 Reactive Care
 Unnecessary and More
Expensive Treatments
 Medical Exchanges
 Fee-based
reimbursement
 Medical Homes
 Population Health
Management
 Risk-Based Payment
Healthcare
Reform
Volume Value
Healthcare reform is driving a shift from “volume-based” to
“value-based” care.

4. A number of factors stand in the way of moving towards a value-
based care model.
 Incentives based on volume not quality
 Paper-based processes
 Complex regulations
 Need to fully engage physicians
 Uncertainty about magnitude of change VBP would bring
 Belief that VBP may be a fad
 Uncertainty (e.g., about exchanges)
Volume ValueSTOP

5. Though not the only answer, digital technologies offer a key
means for transforming healthcare organizations to a value-based
model.
Volume ValueDigital Technologies
Big Data
 Population management
 Innovation
 Process improvement
 Cost efficiency
Social
 Patient chat rooms
 Patient-Patient support
 Idea-sharing/medical research
Mobile
 Rapid, point-of-care
information sharing
 Clinician/Patient connectivity
 Remote medical advice
 Wireless tracking

6. Case Examples
Geisinger: XG Health Solutions
 Geisinger’s traditional focus on IT
leads the organization to identify
new applications/opportunities for
information and technology
 Goal is to assist provider
organizations in becoming high-
performing population health
management systems using data
capture, analytics and dissemination
Excellus
 Excellus has identified new
opportunities in customer
sales/service as result of healthcare
reform
 Goal is to use technology to market
directly to customers through online
and retail channels

7. Digital transformation is not about implementing IT projects, it’s
about wholesale organizational change.
 New equipment
 Systems upgrade
 Information security
 New payment models
 Remote treatment
 Data-driven decision making
IT Projects Fundamental Change

8. Roadmap for The Discussion
A New World
(Again)
New and
Emerging
Leadership
Roles
Taking Action

9. While many new titles are emerging, three primary responsibilities
sit at their core.
1. Strategy/Innovation
2. Driving Change
3. Digital Expertise
Chief Innovation
Officer
Vice President, Digital
Ventures
Chief
Accountable
Care Officer
Chief Digital
Officer
Chief Analytics Officer
Chief Transformation
Officer
Emerging Titles New Core Responsibilities

10. Core Responsibility #1: Innovation
Common Titles
 Chief Innovation Officer – externally focused
 Chief Strategy Officer
Required Competencies:
 Superior interpersonal
/communication skills
 Highly developed
political skills
 Continuous Quality
Improvement – safest
patient centered care
 Knowledge of
population health
management and pay
for performance
Background Experiences:
 MD/PhD, RN,
 CMIO, CIO
 Thorough knowledge of
trends, forces shaping HC
delivery – patient centered
medical homes, chronic
disease optimization
 Effective leadership/
management in complex
system
 Commercializing or
research - IP
Accountabilities:
 Setting Strategic Vision -
developing a new care model
 Transforming HC services
 Improving quality, efficiency
and safety
 Identifying, assessing new,
emerging HC technologies
 Developing ACO /Population
Health strategy/products
 Delivering HC at lower cost
 Generate non-traditional
business opportunities that
result in innovative HC
solutions

11. Role: CHIEF INFORMATION OFFICER/CHIEF INNOVATION OFFICER
Objective:
 To re-conceive the method by which D-H makes and supports its core
clinical and administrative systems.
 To identify and implement innovations that provide optimal platforms
and opportunities for new business creation and commercialization.
Requirements:
•Knowledge of medical informatics, clinical use of data and
telecommunications
•Knowledge of value-based care delivery and population health
management.
•Lead new business innovations

12. Role: VICE PRESIDENT DIGITAL VENTURES
Objective:
 Develop a digital strategy that is focused on innovation, research,
technology development and new product introduction.
 Improve patient care, reduce costs and position the company to
better meet the needs of its clients.
Requirements:
• Strategic vision, innovation and managing change
• Analytical thinking and business planning
• Versed in analytics and outcomes
• Customer Focus

13. Core Responsibility #2: Driving Change
Required Competencies:
 Exceptional
Interpersonal skills
 Change management -
success persuading
stakeholders to adopt
changes
 Track Adoption,
utilization
 Effectively leads in a
cross functional, matrix
reporting structure
Background Experiences:
 Most often a physician
or nurse leader – MD,
MSN, RN, MBA or
MHA
 Long tenure within
organization
 Health Plan and
provider
 Care
Management/primary
care
 Familiar with clinical IT
Common Titles
 Chief Transformation Officer – internally focused
 Vice President, Population Health
Accountabilities:
 Operationalize process
improvements to
increase quality,
efficiency and patient sat
 Identify and close gaps
in population
management capability
- Implement change that
minimizes resistance and
maximizes employee
engagement

14. Role: CHIEF TRANSFORMATION OFFICER
Objective:
 Drives internal transformation agenda (elimination of preventable harm and
delays)
 Assures Innovation is the collaborative engine that drives transformational
improvements
 Effectively translates innovations into operations
 Ensures the collaboration and coordination of results and methodologies and /
or best practices to and from the consulting practice.
Requirements:
Lead and manage significant change activities
Think strategically as related to organizational effectiveness competencies
Project management and data analysis skills

15. 15
Role: CHIEF TRANSFORMATION OFFICER
Objective:
 To accelerate Vanguard’s transformation to compete more
successfully in the rapidly changing healthcare delivery environment
 To lead the rollout of efforts including new ventures.
Requirements:
•Strategic business development and operations experience
•Information technology with concentration in e-Commerce strategy
•Use of mobile, social media and online platforms as convenient ways
for customers to manage their health and access products

16. Core Responsibility #3: Digital Expertise
Common Titles
 Chief Digital Officer
 Chief Information Officer
Required Competencies:
 Strategic and Business
Acumen
 Relationships and
Influencing
 Ability to drive
innovation
 Technical Depth
Accountabilities:
 Assessing digital
opportunities and risks
 Use the data and
insight to improve care
delivery
 Use the data and
insight to better
position organization
 Use the data to provide
more consistent
experience across
digital platforms
Background Experiences:
 Strategic business
development & operations
 Information technology
 E-Commerce strategy
 Use of social media
 Consulting

17. Role: CHIEF DIGITAL OFFICER
Objective:
 Connecting current and future digital initiatives
 Ensuring that CVS Caremark continues to use the most innovative
technology available to seamlessly meet customer needs
 Develop and lead teams driving CVS Caremark’s companywide digital
innovation efforts
Requirements:
•Experience leading digital innovation in an information intensive
industry (Financial Services, Media, Transportation and Health care)
•Building and deploying digital capabilities via disrupting the business
from the inside
•Leverage corporate information and platforms

18. Role: CHIEF INFORMATION OFFICER
Objective:
 Developing Master Information Technology Strategy and corresponding
roadmap that works in concert with the Mayo Clinic Operating Plan
 Promote a greater “systemness” in Mayo Clinic’s IT strategy, ensuring
organization maintains an interconnected network of care that is more readily
accessible and more affordable.
Requirements
•Generating, evaluating, integrating and managing knowledge and
information.
•Using analytics as a driver for successful planning, implementation
and transformation
•Working in a constantly changing, fluid and undefined environment

19.  Strategy & Vision
 World-Class Data & Analytics
Capabilities
 Insight & Impact – Leverage
Data
 Influence vs. Ownership
These new roles require new leadership skills.
Traditional Skills
 Technical Expertise
 Operational Excellence
 Top-Down Management
 Business Acumen
New Skills

20. Roadmap for The Discussion
A New World
(Again)
New and
Emerging
Leadership
Roles
Taking Action

21. Healthcare Transformation Diagnostic
Vision & Strategy
 Strategic Plan: We have a formal strategic plan that clearly outlines how the organization will move from volume-based
reimbursement to value-based reimbursement.
 Data and analytics: Data and analytics (“Big Data”) play a central role in our plan to effectively move to a volume-based
reimbursement model—e.g., by helping us better manage risk, predict patient behaviors, drive operational efficiency.
 Digital Technology: New digital technologies, such as mobile devices, cloud computing, and social media, play a central role in our
plan to effectively move to a value-based model.
Leadership Team
 CEO: Our chief executive officer fully understands the obstacles preventing our transition to a value-based reimbursement model and
is actively working to overcome them.
 Leadership Team: Our executive leadership team fully understands the obstacles preventing our transition to a value-based
reimbursement model and is actively working to overcome them (within each of their respective functions and collectively across the
business).
 Board: Our board fully understands the obstacles preventing our transition to a value-based reimbursement model and is actively
working to overcome them.
 Transformational Leadership Roles: We have targeted transformational roles at the C-suite level with specific accountability for:
strategy/innovation, change/transformation, data /analytics, and digital responsibilities.
Organization and Culture
 Awareness: Our employees across the organization fully understand the difference between volume- and value-based
reimbursement and are aware that we have a formal transformation strategy.
 Application: Our employees across the organization understand how our transformation strategy specifically impacts their day-to-day
work.
 Engagement: Our employees are engaged in and excited about our transformation to a value-based model.
 Systems & Processes: Our technology systems and internal/external processes fully support our transformation to a value-based
model.
 Measurement & Reward: Our performance, remuneration and recognition systems clearly reinforce our transformation to a value-
based model.

22. Emerging Positions
TITLES
Chief Transformation Officer
Chief Innovation Office
Chief Analytics Officer
Vice President, Digital Ventures
Chief Digital officer
Chief Accountable Care Officer
QUESTIONS
How many of your organizations are ready to
embrace the changes resulting from volume to
value based care?
What are some of greatest obstacles that you
see?
Mobile, Social, Big Data – are these digital
technologies being implemented in your
organizations?
Are any of these roles being created within
your organizations?
What are the titles and responsibilities?