1、1 NOWNEXTCOVID-19: What to do Now, What to do Next Healths NewFuturefor Technology Navigating the human and business impact of COVID-19 May 2020 2 The priority is to protect the health and safety of people, including in their workplaces. Business leaders should make rapid decisions and take immediat

2、e actions in order to protect and support their workers while ensuring that critical business operations continue. COVID-19 has become a global crisis, evolving at unprecedented speed and scale. As a result, health leaders are facing a new future. 3 The criticality of technology in healthcare has ne

3、ver been more apparent Technology underpins healthcares response to COVID-19,driving the ability to help: The speed and volume at which technology is being utilized is highlighting both our dependency on technology and the vulnerabilities of current health solutions. The following highlights Accentu

4、res perspective on where health leaders should focus and how to they can take action now, next and in the future. Securely and quickly mobilize a virtual workforce Enable virtual care, telemedicine and home care solutions Quickly reflect changes in benefits and regulations Accelerate distribution of

5、 critical supplies Automate manual call center processes to redirect workforce to focus on strategic initiatives Up to 30 percent of employees are planning to increase the amount of time they work from home1 Phishing emails spiked by over 600 percent in the first month of the COVID crisis2 There is

6、an anticipated 1520 x increase in virtual visit volume for telehealth providers3 Median hospital operating margins fell to -8 percent in March, down from 4 percent in February4 Commercial insurers may be facing $34251 billion in unexpected costs5 4 Care: new interwoven digital and physical experienc

7、es, with increased expectations, for effective, trusted and reliable care at a distance Mandatory physical distancing has increased usage of virtual care, remote diagnostics, telemedicine, and home health solutions, positioning virtual care as part of the new future. Society: increased linkage betwe

8、en care and community to rebuild trust New external reporting requirements, combined with new sources of information, can add pressure to already complex legacy data environments. Work: rising need for an elastic workforce to address new demands The shift to working from home or working in new surge

9、 locations (e.g. schools), requires equipping the workforce with remote solutions now, with an expectation that there will be a shift to a higher percentage of work taking place virtually even after the crisis. The increase in remote work is driving an unprecedented increase in phishing attacks, in

10、addition to relaxed security controls in the short term, that will have to be unwound in the long term. Foundation: shift to an agile and boundaryless system prepared for evolving needs Business continuity and resiliency plans are shining a spotlight on gaps in dynamic, scalable technology and sourc

11、ing solutions. The criticality of technology in the COVID-19 response is presenting an opportunity for CIOs to elevate their role as a strategic leader of transformation, but in a world with heavy financial pressures. How healthcare is changing 1. Accenture, 2. Barracuda, 3. StatNews, 4. American Ho

12、spital Association, 5. ABC Fast facts 5 Technology challenges require immediate and long-term attention As COVID-19 creates new healthcare challenges, it reveals unique technology issues that require immediate and long-term attention. Unprecedented use of immature virtual workforce solutions require

13、s the immediate need to grow user knowledge of virtual tools, with potential future challenges in assessing temporary workarounds and managing at-home productivity. Leaders should balance an emphasis on cost recovery with the increasing demand for technology in growth and care strategies. The breadt

14、h and complexity of change requires wholesale transformation across strategy, funding, operating models and technology. Unplanned surge demand requires scaling up technology solutions rapidly and descaling once the surge is over. Legacy systems built on less-elegant architectures can limit the use o

15、f modern technology and automation techniques, with performance issues potentially impacting business continuity. New and increased security threats, due to the expansion in remote work, are exacerbated by the temporary relaxation of some security controls, requiring decentralized, real- time decisi

16、ons. Rapid decision- making using new sources of information is straining standard platforms, processes and governance, and driving a shift to streaming architecture for pandemic analyses. Thesurge in demand for digital care servicestests virtual health strategies and the capability to operate at sc

17、ale; lack of integration of virtual care solutions into core systems can cause complexity in care and reporting. NOWNEXT 3. Establish elastic security and compliance Advance security to create elastic solutions and processes that quickly adapt to changes in regulations, in times of crisis, while exp

18、anding the ability to protect information outside the four walls of the company 5. Enable new digital and virtual care solutions Enable virtual care delivery, remote diagnostics, telemedicine and digital home health solutions 1. Enable the virtual workforce Support the virtual worker with remote net

19、works, end-user devices, collaboration tools and operational support capabilities 2. Scale for extraordinary circumstances Accelerate cloud, simplified architecture, automation and alternative sourcing solutions to meet unanticipated demand; consider potential partnerships 6. Elevate the role of tec

20、hnology Look for CIOs to create a true business continuity partnership across improved patient outcomes, cost efficiency, and digital-driven growth by positioning as a strategic, agile leader that sets the stage for short-term recovery, long-term transformation and financial resiliency 4. Power care

21、 and operations with better insight Activate the organization to operate with speed and agility, using data and analytics to inform immediate decisions and understand critical impacts to operations How to respond: prioritize six focus areas 6 7 The now, next and future Nowkeep the lights on For each

22、 focus area, healthcare may need a sequence of actions timed to keeping the lights on “now”, recovering and adapting “next” and planning for transformation in the future. The COVID-19 pandemic is a health and humanitarian crisis and also an economic shock. The immediate focus on technology should be

23、 ensuring business continuity, scaling to meet demand, securing information and stabilizing core systems while managing the health and wellness of the IT organization. Nextrecover and adapt Healthcare should next consider how to recover, and then adapt to changing markets and operations that will li

24、kely remain in place once the virus has been brought under control. Health needs to address operational issues caused by interim solutions and build upon digital capabilities resulting from altered consumer habits and civic life. New futuretransform capabilities As companies move out of recovery, he

25、althcare will likely have the opportunity to transform for resiliency, taking advantage of technology innovation to build an even stronger future. Technology and business should look into partnering for establishing new ways of working and scaling solutions that can be adapted to unanticipated scena

26、rios. 8 Set the path for the new future Thrive in the new future. *For more information on building systems resiliency now and next, please reference Accentures cross-industry POV link Technology as the fuel for efficiency and growth Proliferation of virtual health and virtual working Resilient, sca

27、lable, and secure solutions in the cloud Insight-driven agility in care and operations 9 Contacts Chris Dhondt Managing Director, Global Health Technology christopher.b.dhondt +1 773 225 9463 mobile +1 312 693 2267 office Andy Thompson Managing Director, NA Health Technology Strategy & Advisory Lead

28、 andrew.j.thompson +1 415 713 4803 mobile +1 917 452 2613 office Jenica McHugh Managing Director, Health Technology Strategy jenica.mchugh +1 608 698 2674 mobile Dan Dugas Principal Director, Health Technology Advisory daniel.dugas +1 512 567 4819 mobile To help our clients navigate both the human a

29、nd 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 industries move towards a new future. From leadership essentials to ensuring productivity for your empl

30、oyees 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 document is intended for general informational purposes only and does not take into account the readers

31、 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 completeness of the information in this presentation and for any acts or omissions made based on such informa

32、tion. 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 2020 Accenture All rights reserved. Accenture, its logo, and New Applied Now are trademarks of Accenture

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