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10Digital Maturity AssesmentAssessing Digital Maturity: The DigiMTM Digital Maturity Model for Health Systems11Digital MaturityAssessmentchoice of tools for enabling patients,capabilities use the hub and spoke model toproviders and caregivers. The tools canconnect rural and urban centers to managebe native EHR features or standaloneneurological emergencies. Similarly, a Tele-platforms; often, health systems deployICU can leverage advanced centers tomultiple tools for the same functionality.communicate with physicians and nurses toThe DigiMTM Maturity Assessment tool isMaturity levels also consider whetherrather than entering them after returningthe online experiences are seamless andto the nurse station after completing theintegrated with other digital tools suchrounds.an online questionnaire tool that evaluateshealth systems based on responses toquestions covering four dimensions asdescribed below. Each answer is assigneda numerical score. There are multipleresponse choices for a question in somecases, with each option assigned a different03A well-executed digital experience strategyimproves a patient’s access to care withexperiences similar to what they arealready accustomed to in other industriessuch as banking and travel. Digital gement to avoid revenue losses dueand demand of inpatient services (liketo missed and canceled appointments.phlebotomy, respiratory therapy), transfersOne major factor that defines the successto and from inpatient units, and coordinatingdoors” enable digital patient journeys withof all digital front door applications is theircase management. Though not directlytools such as online self-scheduling, find-integration into the overall workflows ofrelated to a patient’s clinical care, Wayfindinga-doctor, chatbots, online registration andthe health system using standards such assolutions help enhance the experience ofcheck- in, and more. Digital experiencesFHIR and HL7.the patient’s family when patients in distantCaredeliverymodelsarerapidlymodel wherein the in-person experienceis complemented by virtual care modalitiessuch as remote monitoring and homehealth. Inpatient care has also evolved overthe years, with nurses and other caregiversOrg model &GovernanceEnablingTechnologiesalso use visiting their loved ones.Digitally mature health systems invest intelehealth programs for inpatient care thatimprove caregiver productivity and patientexperience and outcomes.Asaccelerates, health systems are looking atrecognition and other technologies. Tele-digital tools for routine care management.ICU and Telestroke technologies allow forRemote patient digital rounding applicationspeer- to-peer communications betweento facilitate.do not have neurologists on call available forMaturity Assessmentpatients becomes feasible. Some hospitalsambient sensing devices deploying voice-experts anywhere. Many regional centersFigure 2: Key Dimensions of DigiMsupplytaking advantage of camera-mounted andregional or community medical centers withTMthedevices, remote monitoring of cardiacCare managementtransforming to embrace a “hybrid” careCaremanagementcapacityICUs. With advanced cardiac telemetrymust include the needs of providers andDigital Engagement:Patient and Providermanagingbedflowimplementing tools such as slot utilizationevaluates health systems based on theforpatientmanagementcaregivers as well. The maturity assessmentallowasHealth systems can also improve access byscore.Digital Engagement: Patient and Providerenter orders or capture vitals at the bedsideemergency stroke management. Telestrokethevirtualizationofhealthcare

12Digital Maturity AssesmentAssessing Digital Maturity: The DigiMTM Digital Maturity Model for Health SystemsEnabling technologiesOrg model and governanceAs the adoption of telehealth and virtualAn essential factor in success with digitalcare models of health care accelerates,transformation is how a health system ishealththeset up to implement digital initiatives. TheinfrastructureDigiMTM Maturity Assessment tool considersthat will enable to scale the operations tovarious indicators such as a dedicatedmeet growing demands for netwo RemoteChief Digital Officer role, a separatelypatient monitoring (RPM) programs andallocated budget for digital initiatives, andmulti-channelcommunicationa documented approach to implementingthrough SMS/Chat/mobile are among theenterprise digital roadmaps. Some healthhigh-impact initiatives in this area. Chronicsystems are setting up digital transformationdiseasesignificantoffices (DTO) to drive enterprise-wide digitalcomponent of healthcare services. Leadingtransformation initiatives. A DTO is distincthealthcareinfrom a Chief Digital Officer role in that it isstructured programs and tools to enablea standalone function tasked with activelyremote care for patients with chronicenabling healthcare digital transformationconditions, often involving patients directlyinitiatives across the enterprise. A seniorin their care management initiatives.leader typically leads the DTO in thsignificantinfluenceMany health systems are implementingacross functions and the authority andcloud transformation programs to increaseempowerment to make critical decisionsagility, flexibility, and scalability to theirrelated to investment priorities, amongtechnology infrastructure. They are alsoother things.looking at enterprise-class platforms suchas CRM to enhance patient ing ERP platforms to automateand streamline back end processes andworkflows. Automation technologies suchas RPA are moving beyond administrativefunctions, driven by talent shortages andworkload burdens.13

Digital Maturity – Analysis of Select Health systemsAssessing Digital Maturity: The DigiMTM Digital Maturity Model for Health SystemsDigital Maturity –Analysis of SelectHealth systemsSeveral leading healthcare systems have leveragedthe DigiMTM Maturity Assessment tool to assess theirdigital maturity. The tool evaluates the relative maturityof select health systems in the U.S by assigningnumerical scores to individual digital programsimplemented by health systems. There is a significantvariation in the scores of the health systems, as is toSectionDigital Engagement14Digital InitiativeProvider 1Provider 2Provider 3Provider 4be expected. The larger health systemsmaturity level, indicating that most healthhavesystems are yet to develop or implement oundationaldata/analytics,comprehensiveapproach to transformation that positionsthem better for building seamless digital04Provider 5Provider 6experiences for consumers. Smaller healthsystems have focused more on enablingdigital front doors to address near-termpriorities. In the longer term, entities that donot invest in IT modernization and adoptingemerging technologies such as the cloudmay find themselves at a competitivedisadvantage. Very few health systemscovered in our assessment are at Model 4comprehensive transformation.There are significant differences in maturitylevels across health systems, Benchmarksfrom our database of digital assessmentacross more than 30 health syste,msindicates the variations in how each healthsystem is approaching digital engagementfor patients and providers. While manyhealth systems have implemented theirdigital experience platforms using mainlynative features in their EHR platforms,leadinghealthProvider 8Provider 9Provider 10systemshavechosento implement standalone best-in-classsolutions withProvider 715out-of-the-boxFHIR/HL7 integration capabilities. The DigiMTMmaturityassessmentenableshealthOnline schedulingsystems to benchmark their current stateChatbotagainst industry-wide benchmarks using aFind-a-docstandardized approach. It must be statedthat, the maturity assessment is not meantSymptom triageto be prescriptive. What may seem aOnline payment toolstrategic priority for one health system mayOnline registrationbe relatively unimportant for another in aOnline check-indifferent market with an entirely different setWait-time estimatorof competitive factors.Mobile appVideo visitsNot implementedImplemented with native EHR capabilityEnterprise-class platform or point solutionFigure 3: Digital Front Door Initiatives at Select Health Systems ** Source: DigiMTM Digital Maturity Assessment

16Digital Maturity – Analysis of Select Health systemsAssessing Digital Maturity: The DigiMTM Digital Maturity Model for Health SystemsHealth systems leaders, who have takenintelligence data from our DamoIntelTMthe DigiMTM Maturity Assessment Survey,platform, health system executives drivehave used the analysis to review and revisitpriorities for implementing new use cases,their investment priorities and developidentifying solution providers to partnermulti-year digital roadmaps. By using thewith, and benchmarking their progressmaturity assessment alongside competitiveagainst industry peers.The DamoIntelTM PlatformDigital healthsolutionproviderdirectoryDirectory of digitalhealth initiatives atthe top 50 healthsystems and healthplansSearchable bytechnologycategory andover 120 usecases/featuresFigure 4: DamoIntelTM Platform FeaturesStandard and customreports for rapidevaluation of solutionoptions and vendorcomparison17

18How to Use the DigiMTM Maturity AssessmentAssessing Digital Maturity: The DigiMTM Digital Maturity Model for Health Systems19How to Use theTMDigiM MaturityAssessmentHealth systems executives may use theDigiMTM Maturity Assessment in a couple ofways: Compare and benchmark their maturityrelative to competitors in their markets.Our analysis of the highly competitiveNew York City market for one of ourclients enabled them to develop ahighly focused roadmap with a clear setof near-term priorities. Engageinfurtherwhere a large majority of mid-tier healthdiscoveryandexploration to validate their ratejourneywithfocused investments and technologypartnerships. At a large regional twithexecutiveinterviews and an internal survey toidentify the most important digitalexperience priorities for the enterprise.systems exist. In these systems, digitalinvestments are guided by departmental orfunctional priorities and implemented undera CIO’s leadership. Health systems in Model3 are taking the next step towards providingthe required focus for digital initiatives byappointing a dedicated leader to the role.Organizationmodelsfordigitaltransformation are evolving. In some cases,the leader is a clinician with additionalresponsibilities; in others, it is an individualResearch and client interviews conductedwith responsibilities for marketing andby Damo Consulting suggest that therepatient communications. Many CIOs are deare very few health systems at Model 4facto digital leaders in their organizationsmaturity today. Our research indicates thattoday. However, among the more maturehalf or more of the roughly 5500 hospitals inhealth systems, the front and back end ofthe U.S. are today in Model 1. Many of thesedigital transformation is led by separatesystems are moving to Model 2, which isleaders.The DigiMTM Digital MaturityModel is a starting pointthat provides an objectiveassessment of the currentstate. Health systems willbenefit from an additionalvalidation of internalpriorities to develop aroadmap for achieving theirdigital transformation goals.Paddy PadmanabhanCEODamo Consulting Inc.

20Turning Insights to Actionable RoadmapsAssessing Digital Maturity: The DigiMTM Digital Maturity Model for Health SystemsTurning Insights toActionableRoadmapsThe DigiMTMDigital Maturity Model is a startingpoint for a careful benchmarking of a healthsystem in its competitive landscape and againstthe industry’s overall state. The scoring ranges,and the detailed commentary accompanyingthe scores, provide individual data points fromwhich the health system can help reprioritizeinvestments and accelerate progress.maturity assessment scores into actionableindustry peers at the level of individualinputs and will achieve the following:digital health programs.1.06The DigiMTM Maturity Assessment toolSince the scores are based on self-emphasizes the importance of onlineassessment, health systems leaders willaccess or digital front doors in a healthbenefit from an additional level of validationsystem’s digital transformation roadmap,that explores the degree of progressa high priority area of focus today. Healthwith individual initiatives and comparessystems leaders can use the assessmentit with the progress made by other healthscores to identify gaps in their roadmapssystems. Damo Consulting offers a 6–8-and prioritize/reprioritize investments asweek consulting offering that can turn theValidate self-assessment based on4. Develop competitive intelligence anddetailed benchmark data and furtheruse it to drive investment priorities andevaluation of ongoing initiatives.partner selection.2. Discover organizational needs with5. Identify key technology partnershipsinternal surveys, focus groups, andto achieve digital objectives using our1:1 leadership interviews to identifyone-of-a-kind DamoIntelTM databasepriorities and dependencies.of digital health initiatives across health3. Benchmark the DigiMTM score againstsystemsandtechnologyValidate self-assessmentbased on detailedbenchmark data andfurther evaluation ofongoing initiatives.Discover organizationalneeds with internalsurveys, focus groups,and 1:1 leadershipinterviews to identifypriorities anddependencies.partners,enabling the programs.Damo Consulting has vast expertise in developing digital roadmaps for some of the nation’slargest health systems. We have helped health systems direct hundreds of millions of dollarsin digital health investments using a structured playbook for digital transformation. Ourapproach has saved tens of millions of dollars, helped digital leaders make the right partnerdecisions, and accelerate their transformation journeys.Take the DigiMTM Digital Maturity Assessmentnecessary.Turning insightsinto action a 5-step process 21Benchmark the DigiMTMscore against industrypeers at the level ofindividual digital healthprogramsDevelop competitiveintelligence and use itto drive investmentpriorities and partnerselectionIdentify key technologypartnerships to achievedigital objectives usingour one-of-a-kindDamoIntelTM database ofdigital health initiativesacross health systemsand technologypartners, enablingthe programs

info@damoconsulting.netwww.damoconsulting.netTo receive weekly updates on industrydevelopments and our latest content launches,subscribe to our weekly newsletter.Damo Consulting provides digital transformation advisory services to enablehealthcare organizations navigate the technology-enabled transition to telehealthand virtual care. We bring deep industry knowledge, market insights and technologyskills to help develop and implement enterprise digital roadmaps. We work withhealthcare IT and digital health firms to develop and execute market growth strategies.

The DigiMTM Digital Maturity Model is a 4-stage model, with Model 4 being the highest level of maturity. It is important to note that each stage in the Maturity Model builds on the previous one. To illustrate the point, it would be tough for an entity to operate successfully in Model 2 if the foundational EHR platform is not