Health Analytics

Foreword Preface Chapter 1 A Changing Business for a Changing Science The Gathering How Can Medicine Become Smarter? Complexity Exceeding Cognition Learning From Other Industries Nancy Characterizing Health Analytics The Gathering Revisited Chapter 2 Convergence and the Capability Map Nice Job, But... Fifty Flashlights Convergence Defined Is Convergence Really Required? The Rush to Health IT The Capability Map Putting the Capability Map to Use Health Analytics as a Discipline Chapter 3 The Four Enterprise Disciplines of Health Analytics Heresy Health Analytics for the Non-Analytical Information Management Statistics Information Delivery High-Performance Computing Maturation & Scale Enterprise-Class Analytics: Putting It All Together Chapter 4 Dealing with Data Callimachus Not a Drop to Drink Defining Data Big Data Growth in Data Provisioning The Excuses Every Leader Needs to Know Building for Tomorrow Conclusion Chapter 5 BEST Care, First Time, Every Time Medicine: Art, Science, or Both? Leveraging Evidence to Deliver Improved Outcomes What are Clinical Outcomes? Supplementing the Unaided Human Mind Healthcare's Dark Fiber Identifying Hidden Patterns Chapter 6 Financial Performance and Reimbursement Goals Structures and Models Many Names, Common Attributes What Is Needed Surviving and Thriving Chapter 7 Health Outcomes Analysis No Leeches Necessary Orientation The Big Seven+One Timing is Everything Groupers The Population-Patient Pivot Patients Like This One One Model, Many Beneficiaries The Role of Rules Engines Challenges in Health Outcomes Analytics Health Outcomes Analytics in Practice The Marvelous Leech Chapter 8 Health Value and Cost An Asymmetrical Industry Kaplan and Porter's Stand The Elusive Health Value Dissecting Value Linking Costs to Risk Value Innovation Chapter 9 The New Behavioral Health Dangerous Portals The Health Mindedness Gene Experiment Engel's Model The New Evolving Science of Behavioral Health What You Are What You Experience What You Do What You Believe Influencing Change Putting Into Practice Outcomes Chapter 10 Risk Management Risky Business Why Are Risks So Hard? Re-characterizing Risk Factors The Example of Customer Segmentation Risk Interdependencies Everybody in the Pool The Catch Risk Adjustment Borrowing from Other Industries Growing Risks Chapter 11 Quality and Safety Defining Quality Not Your Father's Toyota On Track Avoiding the Obvious We Just Have to Do This The Growing Inventory Strategy and Performance Management Transparency and Benchmarking Setting Quality Targets Drug Safety The Burden of Insight Chapter 12 The New Research & Development Returning to Alexandria The End of Theory Goals of a New Research Model Characteristics of a New Research Paradigm Target Improvement Areas The Data Conundrum The Big Four One That Does What It Should Chapter 13 Conclusions Taking on Research Five Phases of Value-Based Analytical Innovation Phase 0: The Plan Managing Capability Maturity Wisdom & Health About the Author Index