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Article
15 minute read 11 April 2023


INTEGRATING DIGITAL HEALTH TOOLS TO HELP IMPROVE THE WHOLE CONSUMER EXPERIENCE


DIGITAL HEALTH INTEGRATION CAN BOTH ADVANCE HEALTH CARE AND ADDRESS CONSUMERS’
NEEDS BEFORE, WITHIN, AND BEYOND HEALTH SYSTEM WALLS.

CHUCK APPLEBY

United States

×


CHUCK APPLEBY


EDITOR-IN-CHIEF

Chuck Appleby is editor-in-chief at Scottsdale Institute, where he has been
involved in writing, communications, and the publication of thought leadership
content for nearly 30 years. He has 34 years of experience in the health care
industry as a journalist, writer, and media relations and marketing
communications consultant. Focusing on health care and IT, he has written and
consulted for some of the most prominent health care experts and visionaries in
the country and a virtual who’s who of corporate health care clients.

   
 * cappleby@scottsdaleinstitute.org

ISHMEET KAUR KUMAR, MHA

United States

×


ISHMEET KAUR KUMAR, MHA


RESEARCH & STRATEGY MANAGER

Ishmeet Kaur Kumar is currently a Research & Strategy manager at the Scottsdale
Institute where she helps develop, oversee, and implement research-related
programs and projects supporting not-for-profit health systems and academic
centers improve healthcare quality, affordability, equity through digitally
integrated platforms. Prior to joining the Scottsdale Institute, she served as
the postgraduate fellow at the American College of Healthcare Executives from
2020 to 2021 serving in numerous strategic and operational management
initiatives while rotating through ACHE’s multiple departments. Additionally,
she was the 2021 summer intern at Advocate Aurora Health serving South
Chicagoland patient service areas completing projects across the system ranging
from operations, patient experience, and strategy along with aiding in the
opening and operations of the COVID-19 vaccine clinics during the COVID-19
crisis. Prior to her MHA degree, Kaur Kumar worked as a medical scribe and
served as the implementation manager spearheading telescribe programs in both
inpatient and outpatient services at Scribe America. 

   
 * ikumar@scottsdaleinstitute.org

TINA WHEELER

United States

×


TINA WHEELER


PARTNER | US HEALTH CARE LEADER | DELOITTE & TOUCHE LLP

Tina Wheeler is the national sector leader for the health care practice in the
US. She leads the overall strategic direction of the health care practice as
well as its go-to-market strategies and resources. The sector spans advisory,
audit, consulting, and tax practices and is deeply committed to helping our
clients navigate the ever-changing health care landscape. She is also the global
health care audit leader. With more than 30 years of experience at Deloitte,
Wheeler has managed the delivery of accounting and auditing services to large
multi-system health care payor and provider clients. Her consulting experience
includes acquisitions, divestitures, and SEC regulatory reporting.

   
 * twheeler@deloitte.com
 * +1 616 336 7930
   
 * 

MATTHEW KAYE

United States

×


MATTHEW KAYE


MANAGING DIRECTOR | DELOITTE HEALTH CARE STRATEGY & INNOVATION

Matt is a managing director in Deloitte’s Health Care Strategy & Innovation
practice, leads Deloitte's Digital Transformation offering in Health Care, and
is the Hybrid Market Offering Leader for ConvergeHealth Connect™ for Health Care
products. Matt focuses on customer and digital strategy across the health care
ecosystem. He has 20 years of experience developing customer experience,
analytics, and digital strategies, and designing the products, capabilities, and
technologies required to execute them. In January 2013, Deloitte acquired
Monitor Group, where Matt was an Associate Partner. Prior to joining Monitor
Group, Matt spent five years at GE Capital, where he held various finance and
pricing roles in the US and Asia.

   
 * mkaye@deloitte.com
 * +1 212 829 6224
   
 * 

ANWESHA DUTTA

United States

×


ANWESHA DUTTA


HEALTH CARE TECHNOLOGY TRANSFORMATION

Anwesha Dutta has 20 years of experience in health care technology
transformation. She joined Deloitte’s Life Sciences & Healthcare Practice to
follow her passion of making a difference in health care through technology
innovation. She focuses on Deloitte’s Tech Strategy offering through her
expertise in leading large cross-functional teams in the areas of technology
strategic planning, organizational governance, consumer engagement, and
tech-enabled, value-based care transformation. Dutta leverages her creative
thinking, collaborative solutioning, team building, executive communication, and
organizational skills to solve complex challenges. Prior to Deloitte, Dutta was
at UHS’s Information Services Executive team leading a large tech portfolio.
Before UHS, Anwesha was at PwC for 11 years as a seasoned director in the Tech
Consulting practice, and helped launch, scale, and operate the Health IT
business. Prior to that she was in the provider industry leading tech vendor
evaluations, and EMR implementation. She enjoys leading large technology
consulting engagements for C-suites of large health systems.

   
 * anweshadutta@deloitte.com

MAULESH SHUKLA

India

×


MAULESH SHUKLA


EXECUTIVE MANAGER | DELOITTE CENTER FOR HEALTH SOLUTIONS| DELOITTE SERVICES LP

Maulesh Shukla, Deloitte Services LP, is an executive manager with the Deloitte
Center for Health Solutions. For the past fifteen years, his research has
covered a wide range of topics in the realm of health plans, as well as hospital
and health systems. His recent research has focused on the future of health,
health equity, and health care financial transformation. He holds an MBA from
IBS, Hyderabad, India.

   
 * mshukla@deloitte.com
 * +1 678 299 7331

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Opens in new window


INTEGRATING DIGITAL HEALTH TOOLS TO HELP IMPROVE THE WHOLE CONSUMER EXPERIENCE

by
   
 * Chuck Appleby
   
 * Ishmeet Kaur Kumar, MHA
   
 * Tina Wheeler
   
 * Matthew Kaye
   
 * Anwesha Dutta
   
 * Maulesh Shukla

 * 
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EXECUTIVE SUMMARY

For health systems, combining digital technologies with the human touch can help
improve the health and well-being of their consumers, and establish successful,
enduring relationships with them. Traditionally, this requires finding the right
balance of technology and human inputs to address consumers’ care needs within
health system walls. But digital health technologies can also be integrated to
help prevent diseases, determine if consumers’ well-being needs are being met
before they need care, and address their needs once they’ve been discharged.

Learn more
 * Explore the health care collection
 * Learn about Deloitte's services
 * Go straight to smart. Get the Deloitte Insights app

Opens in new window

To better understand how health systems are integrating digital health tools
across various stages of consumers’ health and care journey, the Deloitte Center
for Health Solutions once again collaborated with the Scottsdale Institute. We
surveyed 30 US-based health system leaders with a range of technology, digital,
customer experience, and clinical expertise, and interviewed five health system
executives from November 2022 to February 2023. Our findings offer insight into
where health systems are on this journey and what more may be needed to address
unmet needs and enhance consumer experiences. We found that:


 * Health systems are increasingly adopting digital technologies to better meet
   consumers’ health and well-being needs. Three in four health system leaders
   surveyed said their organizations are rethinking business models by shifting
   away from a treatment-based approach to focus on maintaining consumers’
   health and well-being. And even though nine in 10 leaders surveyed said
   digital technologies are enabling this shift, they acknowledged that there’s
   much more work to be done. Most of the surveyed and interviewed executives
   said their organizations are “midway” on the path to utilizing digital
   technologies to address consumers’ health- and care-related needs. None of
   the leaders we surveyed said their organization is “close to the ideal
   digital state.”
 * Health systems’ digital offerings may not be adequately meeting consumers’
   needs outside of their facilities. Currently, health systems seem to be doing
   a good job of meeting consumers’ access and care needs “within the walls,”
   but may be falling short in meeting consumers’ preventive care and well-being
   needs “before the walls,” and their continued care needs “beyond the
   walls.” The health system leaders we interviewed and surveyed discussed how
   digital technologies are providing solutions to some of consumers’ access
   challenges (e.g., digital triage, online scheduling) and care delivery issues
   (e.g., virtual/in-person balance). They also said the integration of digital
   technologies such as fitness trackers and wearables to address prevention and
   well-being needs is low, but a growing area of focus. Many of the leaders
   discussed their progress with using digital tools for care
   continuity—including care plan adherence, virtual options, and clinician
   messaging—but said that adoption remains low currently.
 * Health systems consider realigning business models, managing workforce, and
   improving workflows—the keys to better integrating digital technologies that
   meet consumer needs. Like many industries, the COVID-19 pandemic pushed
   health care to advance its technology capabilities. According to both
   surveyed and interviewed leaders, business and financial viability
   (reimbursement), fragmented ownership of digital initiatives, changing
   workflows, and talent challenges (not enough and skilled workforce) are
   important areas to address beyond technology capabilities.

Deloitte’s Future of HealthTM vision presents a fundamental shift to health from
care in the coming decades. If our research is a barometer of this industrywide
change to care delivery, health systems seem to be playing an important role in
this shift, and digital technologies are likely helping them act. While digital
technologies are important, these transformation efforts may be unlikely to
succeed without coherent business models, operationalization strategies, and
ecosystem partnerships. Health systems that focus on establishing a business and
financial case for integrating digital tools into care models, hire and upskill
the right talent, redesign workflows, and work together with industry
participants—including peers, payers, digital health startups, and life sciences
organizations—may have a better chance of advancing the consumer experience.


DIGITAL TECHNOLOGIES ARE IMPORTANT ENABLERS AS HEALTH SYSTEMS EXPAND OFFERINGS
ACROSS CONSUMERS’ HEALTH NEEDS

To redefine their business models based on emerging consumer engagement trends
and rapid scientific and technological advances, health systems seem to be
seeking a fresh approach to building consumer relationships. One answer may be
to provide a mix of digital technologies and human interventions not just
“within the walls” (access and care in facilities), but also “before the walls”
(prevention and well-being needs), and “beyond the walls” (continued care
needs). We define this approach as a “digitally enabled, always-on care and
well-being experience (figure 1).”

“We’re definitely thinking across all four areas—prevention, health, and
well-being; access and navigation; care; and continued care—as we think about
the future of care delivery.” —Tricia Edris, chief innovation and partnership
officer, Advent Health Central Florida





As one interviewee said, “Today, there’s a gap between all the stuff consumers
do to keep healthy and achieve wellness, and all the stuff that they do for
health care. And usually, these two areas don’t interact or come together to
create a full picture.” A digitally enabled, always-on care and well-being
approach has the potential to close this gap and help health systems create an
integrated view of consumers’ health by connecting consumers’ health and
wellness information with their care and treatment journey. This could be an
opportunity for health systems to maintain people's health, connect with them
more effectively, provide better care, and increase revenue at the same time.

For consumers, this may mean not only having the right tools and services to
access timely, appropriate care, but also having more integrated care
experiences and achieving better outcomes. For example, health systems could
send consumers reminders and incentives to aid preventive care, and doctors
could leverage wearables to continuously track key health indicators for
patients’ follow-up care. By fostering continuous frictionless consumer
interactions and providing more convenient and tailored services, this approach
could help health care organizations build stronger consumer relationships.

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RESEARCH METHODOLOGY

The Deloitte Center for Health Solutions collaborated with the Scottsdale
Institute to understand if and how health systems are providing their consumers
with a “digitally enabled, always-on care and well-being experience.” We define
this as a cohesive digital strategy across consumers’ needs, both “within the
walls” (access and care delivery in the facilities) as well as “before and
beyond the walls” (prevention, well-being, and continued care needs). We
conducted two-pronged research, engaging with large- and mid-sized health system
members of the Scottsdale Institute between November 2022 and February 2023 that
included:

 * A survey of 30 digital, patient experience, technology, clinical, and
   strategy leaders of US-based health systems
 * Interviews with five patient experience, technology, and informatics
   executives of US-based health systems

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Our research shows that some health systems are aiming to move offerings beyond
treatment, and digital technologies seem to be the key enablers for this
reimagined approach. Three in four (77%) surveyed executives said they are
actively reimagining their consumers’ health journeys, shifting away from
treatment toward achieving or maintaining their health and well-being. A larger
fraction (87%) of respondents agreed that digital technologies are a crucial
enabler for this shift. Attracting and retaining patients (73%), evolving
consumer preferences (37%), and improved revenue/margin (30%) were reported to
be the top driving forces that are pushing organizations toward this reimagined
approach.

Nearly two-thirds (63%) of surveyed executives believe their organizations are
midway on the path of utilizing digital technologies across consumers’ health-
and care-related needs (figure 2). Only a few survey respondents (17%) claim to
be further along on the journey, and none claim to be close to the ideal state.
More than half of the surveyed executives (53%) envision that they’ll need more
than three years to achieve an ideal digital state.

“A part of access that’s been really successful for us at Baptist is an online
triage tool that tells patients where to seek care in our system based on their
symptoms, whether it’s an e-visit, ER, urgent care, or physician’s office. It’s
real-time in the sense that if you access it at 2 a.m., it won’t list an office
visit as an option for care. Ninety percent of people find the condition they’re
looking for. It’s surprising how much downstream impact it’s had on the health
system.” —Brett Oliver, MD, chief medical informatics officer, Baptist Health,
Louisville




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HEALTH SYSTEMS’ CURRENT DIGITAL OFFERINGS MAY NOT MATCH ALL CONSUMER NEEDS
EQUALLY

Surveyed and interviewed health system executives agreed that the adoption of
digital technologies isn’t evenly distributed across all consumer needs. Digital
adoption was reported to be stronger for access and care (within the walls), as
making a business case for digital investments may be easier due to it being a
traditional area of health system offerings (figure 3). Adoption of digital
technologies in newer areas of prevention, well-being, and continued care
(before and beyond the walls), though low today, is an area of focus for the
coming years, according to the interviewees.

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DIGITAL ADOPTION WITHIN THE WALLS

Some health systems have made significant progress on integrating digital tools
and technologies during care delivery in the past few years. Consumer adoption
of virtual health may have fallen from the peak witnessed during the pandemic
but is still much higher for several therapy areas compared to the prepandemic
period.1 Currently, health systems are working to strike the right balance of
virtual and in-person health modalities to meet consumers’ convenience and
access needs, according to our interviewees.

Another issue that patients and caregivers may face is knowing how to access and
navigate care. Digital tools have helped our interviewees’ organizations address
some of the most common chronic patient challenges around triage, scheduling,
check-in registrations, and financial transparency. However, the interviewees
acknowledged that the tools themselves can’t solve consumers’ access issues.
Instead, they said, integrating digital health tools into the workflows, gaining
buy-in from clinicians, and increasing the staff’s knowledge of the tools are
far more important than simply having the tools.

“We’re building new freestanding ED/urgent care clinics with a partner
organization, which conducts geographical service-area analyses to identify
locations with gaps in emergent and urgent care. The objective is to bring care
closer to our patient communities while also eliminating the patient burden of
having to decide, ‘Should I go to the hospital or urgent care?’ In our
traditional urgent care settings, we’ve begun piloting new workflows, in the
event of longer wait times, to offer patients the choice to enter a dedicated
exam room that has been set up to connect with a virtual Baptist provider via a
video visit thereby minimizing the patients’ overall wait to access
care.” —Tricia Julian, chief information officer, Baptist Health, Louisville





Digital health tools can be more effective when health system leaders design
offerings around consumer feedback. As one interviewee noted, “we started with
self-scheduling options in our app. However, we realized patients were unhappy
when physicians would cancel or change the appointment time with little notice.
This happened because physicians, especially specialists who also work in other
hospitals, had wavering schedules. Hence, we are now changing our approach, and
doing it by piloting self-scheduling in a few primary care and specialty care
areas. So far, this phased approach has succeeded.”

DIGITAL ADOPTION BEFORE AND BEYOND THE WALLS

The health system leaders we surveyed indicated that their organizations are
focused on prevention and well-being, but the adoption and ability of digital
technologies to improve consumer well-being has been spotty. The Deloitte 2022
Survey of US Health Care Consumers showed that consumers are more comfortable
sharing health stats generated by wearables than they were a few years prior.2
However, our interviewees talked about how difficult it is to use this data
unless it is well-integrated into their electronic health records (EHRs) and
dedicated team members or analytical tools are used to interpret it. The
interviewees also emphasized the risk of clinicians being overburdened if
unfiltered data that is unnecessary for clinical purposes is sent their way
directly.

Some interviewees noted an uptick in using digital technologies to complete
health assessments remotely as a successful use case of integrating digital
health tools to address consumers’ well-being needs. These assessments are
helping health systems shift to a prevention-and-early-diagnosis model by
detecting anomalies at a much earlier stage. That said, one executive noted that
unless there’s a dedicated follow-up response to a consumer completing an
on-line health assessment, it becomes a wasted effort.

Another focus area for many health systems seems to be addressing consumers’
needs beyond the walls. Taking advantage of the proliferation of digital
technologies and advances in medical science, several health systems have set up
digital “at-home” offerings in the last few years that allow them to take care
of patients within the comfort of their homes.3 These offerings are working
well, especially for some disease areas including chronic care, cardiac care,
and mental health, according to the interviewees. Many of them discussed how
health systems are partnering with digital health vendors on behavioral nudges,
remote monitoring, clinician communications, and better internet solutions.

Many of these programs are still on a pilot basis and face operational and cost
challenges, according to interviewees. One interviewee compared setting up
hospital-at-home programs to setting up a wedding in a field because of the
enormous logistical effort involved and the chance that “rain” (external factors
such as inconsistent caregiver behavior, regulatory challenges) could mess up
the planning. However, there was a consensus that these beyond-the-walls and
hospital-at-home offerings are here to stay (and will further advance), so
interviewees’ organizations are focused on standardizing processes and scaling
efforts to address the future financial and business viability of these
offerings.


HEALTH SYSTEMS SHOULD CONSIDER INVESTING IN BUSINESS ALIGNMENT, WORKFORCE, AND
PROCESSES TO MEET CONSUMER NEEDS BEFORE AND BEYOND THE WALLS

As discussed in the prior section, most organizations represented in the
research are currently halfway along their journey of using digital technologies
to fully capture consumer value before, within, and beyond the walls. There was
a consensus among the survey respondents to accelerate this journey and most
agreed that will require developing capabilities beyond tech strategy and
infrastructure (figure 4). The areas of greatest need, according to the
respondents, include aligning business operations, upskilling and hiring the
right talent, and improving processes, change management, and workflows.

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REALIGNING THE BUSINESS MODEL

Care and access offerings that integrate digital tools are the most important
business priorities, according to survey respondents and interviewees. The
long-term financial viability of digital health tools in terms of budget and
return on investment (ROI) remains a key challenge according to 53% of
respondents (figure 5). At the present time—high inflation, economic
uncertainty, and stretched budget dollars—digital ROI has become a key
performance indicator, according to the interviewees. Without the appropriate
measures in place, health systems are less likely to invest in digital tools and
more likely to make ad hoc budget decisions, according to one interviewee.

The governance and ownership of digital initiatives are also major priorities,
according to the respondents. Our survey results show a variety of roles,
including chief information officers, chief medical information officers, chief
experience officers, and chief innovation/transformation executives, have been
charged with establishing consumer-centered digital health initiatives at
different organizations. As one interviewee noted, “Ownership of digital
initiatives is another challenge leaders are grappling with. Strategy, clinical,
digital, tech—all departments have collective interest, but there’s also
fragmented ownership and decision-making.” Organizations may need to break the
siloes and define ownership across roles and functions to try to successfully
integrate digital offerings throughout the consumer health journey and help
achieve a better consumer experience.

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SHORING UP TALENT AND OPERATIONS

Integrating technology into existing workflows has been a major challenge,
according to our interviewees. One interviewee noted how adopting a fresh
approach to workflows, and overhauling many from scratch, may be the only option
for digital initiatives to succeed. The leader described how their health system
successfully implemented digital health assessments to capture patients in
select disease areas before the walls. In this example, consumers were able to
get frequent, on-demand assessments through a digital device, and the results
were integrated into their EHR app—and available for viewing—within hours.

However, because the next step on the workflow wasn’t defined, consumers didn’t
know what to do with the results until they were explained at their next
physician appointment. The same results would also occasionally arrive in the
mail a week later due to inconsistent workflow redesign. Such lack of
follow-through can undermine progress to date on prevention and wellness
initiatives. The health system has since resolved that workflow design flaw.

“We’re experimenting with ambient listening capability through a partner
organization. It requires a lot of change in how physicians interact with
patients. It’s incredible how it frees physicians from computer documentation
and allows them to interact face to face with patients. We’ve built it out to 40
physicians. It uses a listening-device function on their cell phones. It has
reduced documentation time by 15% to 30%. Sometimes an hour can be given back to
a physician, which means a lot from a work/life balance. This AI-driven solution
supports both in-person and video visits.” —Shane Thielman, corporate SVP and
CIO, Scripps Health





Health systems also should focus on workforce integration and upskilling. The US
health care industry is facing an unprecedented staffing shortage.4 Our survey
respondents identified workforce shortage as the second biggest challenge in
digital health integration (figure 5). Separately, the interviewees discussed
how their people still face challenges with upskilling on various digital tools
and technologies and indicated that the gap is a major factor in nurse and
clinician burnout. There was a consensus among interviewees on the need to not
only hire more skilled talent, but to reskill and upskill their existing
workforce to use the digital tools effectively.

FUTURE-PROOFING TECHNOLOGY CAPABILITIES

In our survey, health system respondents cited technology as the most mature
capability required for successful digital initiatives. The COVID-19 pandemic
may have helped break conventional resistance within health systems and
accelerate unprecedented technology adoption. One interviewee noted that,
“Health care is ten years behind other industries on technology adoption.
However, the pandemic helped reduce this gap. Today, we are well placed
technologically.” All interviewees agreed that today’s consumers and providers
are far more accepting of digital tools as enablers of health and care.

Many interviewees outlined a near-term focus on advanced analytics and
artificial intelligence (AI). They discussed several pilots that use AI for
access and care delivery, and also for prevention and well-being (e.g., use of
computer vision applications to improve diagnostics during health assessments),
and continued care (fall detection, patient movements, and advanced remote
patient-monitoring). For now, most health system leaders reported that they are
focused on establishing the feasibility of using AI to detect disease and to
pave the way for wider adoption.

“If I had to pick three tech capabilities that help achieve an ideal digital
state for consumers they’d be:

    1. Ubiquitous broadband and high-quality, affordable access; not just for
health care, but digital access in general, which will positively impact the
social determinants of health.

    2. A cybersecure platform for data interoperability so devices and wearables
could travel on a highly secure, standardized and highly nuanced platform and
the EHR could access actionable information.

    3. A better developed, autonomous layer/toolkit powered by AI that would do
a lot of preprocessing and deliver standardization and uniformity. It’s all got
to be equitable and accessible—digital redlining is very real.”

—Lee Schwamm, MD, chief digital advisor, Mass General Brigham






DIGITAL HEALTH INTEGRATION IS ONE OF THE KEYS TO THE FUTURE OF HEALTH

Deloitte’s Future of HealthTM vision involves a fundamental shift to
prioritizing health over care in the coming decades, led by empowered consumers,
advanced science, and novel technologies. If our research findings are any
indication, health systems seem to have sensed this shift, and are likely
engaging digital health technologies to help enable them to not only survive but
to thrive in this new era. While digital technologies can play an important role
in this transformation, organizations may not be able to succeed without the
help of coherent business-model and operationalization strategies enabled by a
redesigned workforce and reimagined workflows. In addition, health systems that
build ecosystem partnerships with industry participants—peers, payers, digital
health startups, and life sciences organizations—will likely be better equipped
to advance consumer experiences.

LET’S MAKE THIS WORK.

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ENDNOTES

 1. The Chartis Group, “Telehealth now a permanent fixture for US healthcare
    delivery,” October 31, 2022.View in Article
 2. Glenn Snyder, “Left to our own devices: Can wearables keep us healthy?,”
    Deloitte, accessed March 13, 2023; David Betts, Leslie Korenda, and Shane
    Giuliani, Are consumers already living the future of health?, Deloitte
    Insights, August 13, 2020.View in Article
 3. Soumya Rangarajan, “Home is where the hospital is,” IHPI, May 4, 2022.View
    in Article
 4. Maureen Medlock et al., Addressing health care’s talent emergency, Deloitte
    Insights, November 15, 2022. View in Article


ACKNOWLEDGMENTS

The authors would like to thank Richa Malhotra who assisted in designing the
survey tool and the interview guide, interpreting the survey data and analyzing
interview findings, and writing sections of the report. Christine Chang and
Wendy Gerhardt provided invaluable guidance on shaping the project and helped
editing and reviewing the paper.


The authors would also like to thank Janet Guptill and John Hendricks from the
Scottsdale Institute and Chris Shudes, Bill Fera, and Marc Perlman from Deloitte
for their insights, expertise, and critical feedback on the research. The
authors would also like to thank Rebecca Knutsen, Laura DeSimio, Melissa
Williams, Zion Bereket, and the many others who contributed to the success of
this project.

This study would not have been possible without the participants who graciously
agreed to take part in the survey and the interviews. The authors wish to thank
them for being generous with their time and insights.

Cover image by: Alexis Werbeck


TOPICS IN THIS ARTICLE

 * Health Care ,
 * Health Information Technology,
 * Digital Transformation,
 * Life Sciences & Health Care,
 * Health Care Providers,
 * Digital Health


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