1、NOWNEXT April 2020 COVID-19: What to do Now, What to do Next Navigating the human and business impact of COVID-19 Resilient infrastructure to support surge care capacity May 2020 2 Were all in this together COVID-19 has turned into a global crisis, evolving at unprecedented speed and scale in recent

2、 history. It is creating a universal priority for governments and organizations to take immediate action to protect their people. It is now one of the biggest global events and challenges of our lifetimes. As such, it is changing human attitudes and behaviors today and forcing organizations to respo

3、nd. However, the need to respond wont end when the viruss immediate threat eventually recedes. COVID-19 has becomea global crisis, evolving at unprecedented speed and scale. As a result, health providers are having to scale for extraordinary circumstances: Creating elastic care capacity Enabling phy

4、sical distancing Deploying new digital tools and processes rapidly These capabilities should be activated within daysnot weeks or months. 3 Organizational resilience: Tested like few times before The COVID-19 pandemic has tested the limits of health providers operational resilience. It impacts inter

5、actions with patients, families and healthcare personnel. Communications and processes are strained. The capture of data to glean insights that drive population health outcomes is complex. Manual processes in data center services, supply chains and business processes are sources of vulnerability and

6、 inefficiency Possible response: Increased automation Capacity to support unpredictable patient volume across contact centers, data exchanges and reporting is difficult to activate within required timelines Possible response: Seamless scalability The traditional face-to-face care delivery model shou

7、ld adjust to support physical distance, increasing the need for proactive, geographically available and predictive virtual care tools Possible response: Cloud-based virtual care 4 1. Achieve IT resiliency and business process efficiencies through automation in the public and 2. Deliver surge capacit

8、y in hours (versus days or weeks) across multiple cloud services 3. Enable cloud-based virtual care 5 Resilient technology infrastructure is key to seamless scalability. Replacing unhealthy or unresponsive systems protects against interruption and application downtime while enabling rapid process au

9、tomation is the way forward. Resilient technology infrastructurein the public cloudscales up or down on demand based on real-time changes in usage to support variability in care volumes. It identifies traffic spikes and automatically adjusts capacity to drive responsiveness and overall business cont

10、inuity while providing cost efficiencies. A resilient infrastructure supports the secure management of large volumes of patient, supply chain and operational data, even when demand is unpredictable and highly variable in both volume and sources. Actions you can take NOW Investing in the public cloud

11、 is likely the wisest use of operational and fiscal resources to enable future-state services and capabilities. The renewed business case for public cloud is based on the fact that an average of 70% of provider applications can be moved to the cloud. Return on investment results from: Agile, rapid s

12、ervice deployment Dynamic services consumption Labor efficiencies and risk reduction through automation Data-driven products and services and Improved security posture The cloud removes dependencies on manual intervention to support unplanned events, allowing key personnel to focus on other mission-

13、 critical activities. 1. Achieve IT resiliency and business process efficiencies through automation in the public cloud 6 It is both cost-prohibitive and inefficient for healthcare organizations to build out staff and IT environments to scale for worst-case surge scenarios. The elasticity, scale and

14、 automation achieved through public cloud enables spikes in capacity to support services like contact center channels, web portals, clinical tools and operational capabilities. These service requirements can surge to many hundred times the typical capacity during a crisis. Review those assets most s

15、ubject to demand variability and design an approach for the cloud. 2. Deliver surge capacity in hours versus days or weeksacross multiple cloud services 7 3. Enable cloud-based virtual care Rapid deployment of digital triage toolsthrough bots, telehealth and other remote care and monitoring capabili

16、tiessupports the need for physical distance while decreasing uncertainty around level of care for high-risk patients and cutting queues for urgent care. Virtual healthcare is here to stay, its future is cloud-based and mobile, predicated on interoperable data within and between organizations, legacy

17、 integration and digitization of healthcare business processes. Assess your current digital health strategy and assets and re-tool to accommodate increasing demands of virtual care. 8 Narrow the divide between business and ITs understanding of clouds strategic value. Its not simply a place to host a

18、pplications but rather a resilient home for healthcare capabilities Assess your application and business process needs to eliminate overprovisioned IT infrastructure. Up to 70% of data and IT applications can transition to a “pay for use model,” where infrastructure can be scaled up or down in hours

19、 to support unforeseen needs Redesign core platforms to handle uncertainty through resilient architecture without dependency on human intervention Start the journey to scale 9 Principles for looking beyond the immediate future NOWNEXT 1. Nowwithin the next days Re-assess future data center support F

20、ocus on performance engineering Establish an alternative sourcing strategy for operations, infrastructure and security Define an automation plan 2. Nextwithin 2 weeks Drive business and technology alignment Adopt a cloud strategy with a business plan and operating model Enable interoperability by de

21、coupling data from the EHR Assess cloud service provider partnerships 3. Futuregoing forward Accelerate cloud strategies and consider digital decoupling to support rapid implementation and reduce risk Refactor critical systems for fault-tolerance, scalability and self-healing to support surge capaci

22、ty resiliency Now, Next, Future Here are the possible next steps that we can help you put intoaction: 10 David Wood Managing Director Health Cloud Practice Lead david.e.wood Brian Shimabukuro Managing Director, Provider Health Cloud Practice brian.y.Shimabukuro Oleg Kucheryavenko M.D. Senior Manager

23、, Strategy Health Cloud Practice oleg.kucheryavenko Lori Marshall Associate Director Health Cloud Practice lori.marshall Contacts 11 To help our clients navigate both the human and business impact of COVID-19, weve created a hub of all of our latest thinking on a variety of topics. Each topic highli

24、ghts specific actions which can be taken now and what to consider next as industries move towards a new normal. From leadership essentials to ensuring productivity for your employees and customer service groups to building supply chain resilience and much more, our hub will be constantly updated. Ch

25、eck back regularly for more insights. VISIT OUR HUB HERE To help our clients navigate both the human and business impact of COVID-19, weve created a hub of all of our latest thinking on a variety of topics. Each topic highlights specific actions which can be taken now, and what to consider next as i

26、ndustries move towards a new normal. From leadership essentials to ensuring productivity for your employees and customer service groups to building supply chain resilience and much more, our hub will be constantly updated. Check back regularly for more insights. VISIT OUR HUB HERE DISCLAIMER: This d

27、ocument is intended for general informational purposes only and does not take into account the readers specific circumstances and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and complete

28、ness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Copyright 202

29、0 Accenture All rights reserved. Accenture, its logo and New Applied Now are trademarks of Accenture. AboutAccenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining u

30、nmatched experience and specialized skills across more than 40 industries and all business functionsunderpinned by the worlds largest delivery network Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 509,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at