On July 25, 2019, our Health Catalyst CEO, Dan Burton, the rest of the executive leadership team, and dozens of fellow team members celebrated the Health Catalyst IPO in New York City. More than 700 team members and their families all over the world joined the celebration during events held locally—from Salt Lake City to Boston to Columbus to Singapore. This was a day long-in-the-making, starting with our prescient co-founders Tom Burton and Steve Barlow in 2008. From those early days onward, Health Catalyst has been a mission-driven company committed to being the catalyst for massive, measurable, data-informed healthcare improvement.
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Leadership, Culture, Governance, Diversity and Inclusion - Additional Content
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Healthcare leaders looking to establish and sustain a culture of large-scale outcomes improvement must communicate their health system’s values, beliefs, and norms throughout the entire organization. Effective communication spreads understanding of outcomes improvement, ensuring broad engagement and ongoing progress toward shared goals. An eight-step strategy describes essential elements of organizational outcomes improvement communication plan:
- Include a communications specialist on the outcomes improvement leadership team.
- Analyze the stakeholders early and often.
- Craft the central message around shared values.
- Be a constant champion.
- Commit to regular times and mechanisms for communication.
- Make sure communication flows both ways.
- Be transparent.
- Be creative.
It’s often human nature to look for a culprit or hero when there’s a setback or success. In healthcare, however, this punishment-and-reward formula puts patient outcomes at risk, as it doesn’t consider all factors that contribute to a result and lead to a better process. The key to failure or success is most likely a chain of events, and not an individual action. To avoid the same mistake again or build on good practices, healthcare leaders must look at the system, not the individual or their actions. Effective improvement leadership will standby a systems approach, even under the most challenging circumstances.
Many healthcare organizations invest for financial, strategic, and operational reasons. These investments cover a broad spectrum of opportunities, from medical technology, to delivery models, to promising new research. Health Catalyst follows these investment avenues, building long-term relationships, and connecting with its partners in three ways:
- As owners.
- As innovators.
- As customers.
Chilmark’s 2017 Healthcare Analytics Market Trends Report is a trove of insights to the analytics solutions driving the management of population health and the transition to new reimbursement models. The report reviews the analytics market forces at work, such as:
- The need to optimize revenue under diverse payment models.
- The increasing importance of analytics in general, and a platform in specific, that can aggregate all data.
- Continuing confusion about how to react to MIPS and APMs.
- The growing importance of providing a comprehensive set of open and standard APIs.
- The need for better tools to create analytics-ready data stores.
Digital magazine and website Computerworld has named Health Catalyst to its 2017 Best Places to Work in IT list. Health Catalyst joins 100 IT companies that are leading the way in employee satisfaction and engagement with generous salaries, exceptional benefits, ongoing learning, and more. According to Ken Mingis, executive editor of Computerworld, IT employee satisfaction is increasingly vital: “As technology moves to the strategic center of every business, the ability of the enterprise to attract and retain skilled IT talent has become critically important.” Some of the team member-reported attributes that make Health Catalyst a best place to work include:
- Above-market compensation.
- Great work-life balance, thanks to unlimited PTO, company holidays, a work-from-home policy, and maternity and paternity leave.
- Companywide bonus structure.
- Fitness benefits, including onsite gym with fitness classes.
- Education/training reimbursement.
As access to healthcare data grows, healthcare leaders are using more data to make decisions. Leaders at every level need a decision-support tool that meets the demands of today’s increasingly data-rich environment. Healthcare dashboards once filled this niche, but no longer keep up with ever-growing data demands. Fortunately, an innovative visual reporting system, Leading Wisely®, picks up where dashboards fall short—enabling faster reporting and customized, self-service capability for comprehensive data-driven support. Leading Wisely’s key next-level features include:
- Customization, allowing the individual user to personally tailor measures.
- Proactive alerts, prompted by personalized notification settings.
- User friendly layout, with easy-to-read highlights that indicate if a measure if moving off course.
The next step in the evolution of decision support is here—introducing Leading Wisely. With real-time alerts and customizable reports, healthcare leaders now have access to the actionable insights and meaningful information they need to make strategic decisions. Unlike traditional dashboards or static reports, Leading Wisely helps leaders at all levels avoid being blindsided, giving them complete control over their data.
For healthcare organizations looking to achieve outcomes improvement goals, effective governance is the most essential must-have. This leadership culture ensures success by enabling health systems to invest in outcomes improvement and allocate resources appropriately toward these goals. This executive report is an outcomes improvement governance handbook centered on four guiding principles (and associated helpful steps) health systems can follow to achieve effective governance and start achieving more with less:
- Stakeholder engagement
- Shared understanding
How do healthcare organizations create a systemwide focus on outcomes improvement? They build a healthcare outcomes improvement engine—a mechanism designed to drive successful and sustainable change. Creating this outcomes improvement engine requires four critical components:
- Engaging executives around outcomes improvement.
- Prioritizing opportunities most likely to succeed.
- Adequately staffing initiatives.
- Communicating success early and often.
What most often restricts IT innovation at a healthcare organization? It's not limitations of the tools for innovation (the data infrastructure) or the workforce, but the organizational culture of the health system. A culture that's too focused on past failed initiatives and their consequences won't identify opportunities that lead to new ideas. They likely have the right parts for a great idea, but aren't enabling those parts for innovation. Organizations can build and environment that fosters innovation in healthcare IT by operating with three principles:
- Give teams the freedom to fail.
- Remember the adjacent possible.
- Leverage organizational networks.
Successful outcomes improvement in healthcare requires strong leadership to make decisions, allocate resources, and prioritize initiatives. For improvement to succeed and endure, health systems can’t leave any part of leadership to chance. Instead, effective governance requires thoughtful, deliberate development. Otherwise, improvement initiatives stall or fail to launch, as stakeholders debate goals and strategies. To succeed, governance structure must be solid enough to withstand any challenges to improvement initiatives—from resource constraints to skeptics. Effective governance in healthcare operates with four guiding principles:
- Engage the right stakeholders.
- Establish a shared understanding of objectives.
- Align incentives and rules of engagement.
- Practice disciplined prioritization.
A mission-driven culture is a must-have in today’s rapidly changing healthcare environment. Culture is a vital component of a successful organization, as it builds an engaged and committed workforce that’s capable of adapting to shifting demands. Four principles form the basis of a mission-driven culture:
- Engage life-long learners and great listeners.
- Assume positive intent.
- Avoid entitlement.
- Aim for long-term commitment.
U.S. healthcare is one of the most technologically advanced industries in the world, yet it has such a difficult time transforming some of its most mundane problems (cost, quality, and service). With these problems, we are not so different from many other industries, so we should be able to learn from the individuals and industries that have succeeded in finding answers. At the same time, we need to recognize that healthcare is incredibly complex, so we need to search within for barriers that prevent disruption and innovation. The future of healthcare lies in technology, but more importantly, in our ability to pave the way for its implementation starting right now.
A strong employee wellness program is the first step to encouraging better health and creating meaningful, positive change in the lives of employees and their families. A well-designed healthcare insurance plan, a comprehensive wellness program, and creating a culture of personal accountability for wellness can optimize healthcare spending and improve employee health. It can also bolster the understanding and shared accountability for healthcare costs between the employees and the company.
Career Contessa (a blog for professional women) selected Health Catalyst as one of Salt Lake City’s top 5 companies with the best benefits for women thanks to a culture that prioritizes work-life balance and offers numerous benefits:
- Unlimited paid time off
- Onsite gym
- Wellness program
- Breakrooms with free food and drink
- Flexible work hours
- Treadmill and stand-up desks
- Above average compensation
Healthcare organizations are establishing data-driven improvement processes to improve the quality of care at a lower cost. Implementing an analytics infrastructure, clinical content, and deployment processes required to achieve success can be a challenge. Surprisingly, building the technology infrastructure is the relatively easy part. Ensuring clinicians are utilizing the data in every day decision making and creating a data-driven culture is more difficult. Senior leadership engagement is crucial, driving the organization to undergo a purposeful change, and making analytics and improvement everyone’s responsibility.