The document discusses the concept of a "Digital Hospital" which is a network of interconnected components that leverage technologies like analytics, electronic medical records, telehealth, and mobile apps to improve patient care. It notes that digital hospitals aim to provide an "omnichannel experience" for patients across physical, mobile, social and web channels. It also discusses some of the complexities healthcare organizations face from factors like rising chronic diseases, technology advances, and changing consumer expectations. Leading organizations are adapting by reshaping customer relationships, building operating flexibility, and innovating through experimentation.

1. What in the world is a Digital Hosital ?
Global Experience in Digital Healthcare.
Dan Gordon PhD.
IBM Confidential
© 2013 IBM Corporation

3. The Digital Hospital is a network of interrelated components
Health Analytics
Master
Data Mgmt
Staff Management
Library and
Evidence base
Care Orchestration
Resource
Scheduling
Electronic Medical Record
Data
Warehouse
Care Settings
(inpt, amb,…)
Performance and
Quality Mgmt
Staff scheduling
and credentialing
Clinical, Allied and
Staff Development
Patient Referral and
Coordination
Specialty Services
Care process
optimization
Telehealth
Chart Mgmt and
Coding
Ancillary
Services
Client / Patient Services
Enterprise Master
Patient Mgmt
Business Management
Human Capital
Financial Mgmt
Clinical Logistics
Real time
Location RTLS
Tracking and
Alerts
Clinical
Messaging
Integrations/Operations
Data
Management
Data Centre
Mgmt
IT Operations
Infrastructure
Intelligent Buildings
Med. Grade
Network
Energy Mgmt
Eligibility
Mgmt
Servers and
Storage
Water Mgmt
Enterprise
Content Mgmt
Compliance /
Reporting
CRM / Patient
Billing
Patient
Engagement
Enterprise Resource
Planning
Device
Integration
Waste Mgmt
Bed Mgmt
Smart
room
BYO Device
Application
Management
Unified
Communications
Space Mgmt
Security and
Privacy
Building
Operations

4. The digital hospital – the mobile omnichannel experience
Scalable Delivery
Infrastructure
Omnichannel
Physical, mobile,
social, video, and
web channels
Average app usage is
72 seconds
50% of mobile
sessions are
sequences of apps,
manually
"integrated" by the
user

5. Big data is a result of the hyperdigitization
of the digital revolution
Smartphones
(100s of millions)
The Digital Revolution
Global IP Traffic
(Pbytes/month)
Connected
Devices
(Billions)
2012…
2020
Sources: Cisco, Hyperconnectivity and the Approaching Zettabyte Era, June 2010; Ericsson CEO,
Hans Vestbert, “Ericsson CEO Predicts 50 Billion Internet Connected Devices by 2020”,
Intel CEO Paul Otellini, “Intel CEO: How we will compete with ARM”; Morgan Stanley,
“Ten Questions Internet Execs Should Ask & Answer”, November, 2010, July 2011
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Data, Devices,
Internet Traffic,
Smartphones, Apps
Social messaging
The Internet of things

6. Hyperdigitization causes complexity
39%
CEOs who identify technological complexity as one
of most significant external factors impacting their
organization
“The complexity our organization will
have to master over the next five years
is off the charts;
a 100 on your scale from 1 to 5.”
Edward Lonergan
President and CEO, Diversey, Inc., United States
Currently experiencing
high level of complexity
60%
Expect high level of complexity in
future
Feel prepared for expected
complexity
79%
49%
Source: IBM Global CEO Study 2010, “Capitalizing on Complexity”
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7. Sources of complexity in the healthcare ecosystem
Consumer expectations
for better quality,
outcomes and value
Escalating incidence and
cost of chronic disease
Healthcare
Ecosystem
Advances in
technologies and
treatments
Changing
demographics and
lifestyles
Globalization of
health care
Increased competition
and new entrants
Source: IBM HCLS, IBM GBS Institute for Business Value
Critical resource shortages
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8. Healthcare industry leaders anticipate
substantial change
% CEOs expecting substantial change
80%
Electronics
76%
Telecoms
74%
Healthcare
71%
Energy
70%
Entertainment
66%
Defence
Agriculture
62%
Automotive
62%
Retail
61%
Airlines
59%
Source: IBM Global CEO Study 2010; n = 1538; Expect substantial change
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9. Leading organizations are embracing this dynamic
environment and finding creative renewal opportunities
• Reshaping customer relationships and
their customer value proposition
• Building operating dexterity
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10. Industries are reinventing their customer relationships and value propositions
“ Earth’s most customer centric company “
“ Everything you need to be
entertained ”
“ Wheels when you want them “
“ The brick is back “
“ Find your magic “

11. And are developing operating dexterity
“ Affordable Solutions for better living “
“ Drivers wanted “
“ Making Technology work for you “
“Movies for you”
“ Helping the world communicate “
“Simplification and standardization are key strategies that we have been using for several years to
reduce existing and future complexity.”
Brenda Barnes,
Chairman and CEO, Sara Lee, United States
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12. Engaging patients beyond the walls of the
hospital…
And understanding them better
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13. Hospitals are instrumenting their clinicians
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14. Personalized medicine

15. To develop and implement these strategies, these
organizations all have one characteristic in common –
their capacity to innovate
Experiment
Allocate
Disseminate
knowledge
Resources
Build
Constituencies
The Organizational Innovation Engine
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16. How will your digital hospital
initiative realize better value and
outcomes for your customers ?
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17. For more information
Dan Gordon, Ph.D.
Executive Consultant
Centre of Competence, GBS
IBM Healthcare and Life Sciences
dangordon@ca.ibm.com
@dangordonpraxia
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