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Consultants Corner: The Top Five Strategic Questions

Consultants Corner: The Top Five Strategic Questions. Ralph T. Wakerly Vice President, Market Research Services HIMSS Analytics February 16, 2005. The Top Five Strategic Questions. Which IT applications will clients be buying? Which vendors will win the most business?

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Consultants Corner: The Top Five Strategic Questions

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  1. Consultants Corner:The Top Five Strategic Questions Ralph T. Wakerly Vice President, Market Research Services HIMSS Analytics February 16, 2005

  2. The Top Five Strategic Questions • Which IT applications will clients be buying? • Which vendors will win the most business? • What do the clients want from us? • What do the clients think of us? • What is our brand position and how do we enhance it?

  3. Applications Most Frequently Identified for Future Purchase CPOE and radiology PACS are the applications that respondents more frequently identify that they would like to purchase in the foreseeable future. Also in the top five are EMRs, electronic medication administration records and clinical data repositories. Source: The HIMSS AnalyticsSM Database. Based on data from 3,970 hospitals March 2003 to September 2004.

  4. Electronic Medical Record Installed Applications Approximately two-thirds of hospitals have installed or signed a contract for clinical documentation and clinical data repository software. Just over half report having installed or signed a contract for EMR software. Source: HIMSS AnalyticsSM Database. Based on data from 3,970 hospitals collected from March 2003 to September 2004.

  5. CPOE software installed Contract signed, but CPOE software has not been installed 10% 12% 77% CPOE software not installed CPOE Installation Summary 10 percent of hospitals have installed CPOE software. However, the market is moving toward installation. Over half of hospitals have either signed a contract for CPOE or have plans to do so. Source: HIMSS AnalyticsSM Database. Based on data from 3,989 hospitals collected from March to December 2004.

  6. CPOE Installation(Comparison of 2003 and 2004 Data) While CPOE installation is still rare, more hospitals are purchasing this software. Additionally, more hospitals plan to purchase CPOE than they did in 2003. Source: The HIMSS AnalyticsSM Database. Based on 3,015 hospitals included in both the 2003 and 2004 Databases.

  7. Electronic Medical Record ApplicationsSummary of Plans (in “Not Automated” Hospitals) 3,187 Over half of facilities that do not use CPOE software plan to purchase this software in the foreseeable future. A small percentage intend to purchase clinical decision support software. 1,393 1,765 1,300 Number in white represents number of not automated hospitals. 1,600 Source: HIMSS AnalyticsSM Database. Based on data from 3,970 hospitals collected from March 2003 to September 2004.

  8. Market Share: Electronic Medical RecordVendors Being Considered for a Planned Purchase Source: HIMSS AnalyticsSM Database. Based on data from 279 hospitals that plan to purchase software.

  9. Utilization of Patient Safety Technology Approximately two-thirds of hospitals use an automated dispensing machine (ADM) to dispense medication. Utilization of other technologies to dispense medication is much less prevalent. Robot technology and bar coding for medication administration, for instance, is used by less than 10 percent of hospitals. Source: HIMSS AnalyticsSM Database. Based on data from 3,989 hospitals collected from March 2004 to December 2004.

  10. PACS Installation Summary Plan to Purchase PACS for the First Time 32% Not Automated 25% Only one-quarter of hospitals have either not yet identified a plan to purchase PACS or already purchased PACS. Have signed a contract for PACS but have not yet installed the system 10% PACS System Installed 33% Source: HIMSS AnalyticsSM Database. Based on data from 3,989 hospitals collected from March 2004 to December 2004.

  11. PACS Market ShareTop Ten Installed and Contracted Systems 34 Vendors share the remaining 17.30% of the market. Source: The HIMSS AnalyticsSM Database. Based on 1,595 PACS installations collected from March 2003 to September 2003.

  12. Plan to Purchase a PACS System(By Number of Beds) Mid-size hospitals are most likely to report that they will purchase PACS. Less than one-quarter of hospitals with 500 or more beds indicate that they would like to purchase PACS. This small percentage can possibly be attributed to the large number of hospitals in this bed range that already have a PACS system installed. Source: HIMSS AnalyticsSM Database. Based on data from 1,393 hospitals with plans.

  13. Health Information Management Applications Summary of Plans (in “Not Automated” Hospitals) 2,420 Among hospitals that do not presently use software, medical records imaging represents the greatest potential area of growth. 264 112 301 878 49 Number in white represents number of “not automated” hospitals. 609 94 Source: HIMSS AnalyticsSM Database. Based on data from 3,989 hospitals collected from March 2004 to December 2004.

  14. 3. What do the clients want from us?

  15. Importance of IT Professional Services Firms’ Attributes (ITSMA) Follows through on promises and commitments Is driven by customer satisfaction Employs experienced people Recommends practical solutions Has industry expertise Transfers knowledge to customers Works collaboratively with customers Has a strong reputation built on trust Helps you reduce cost Demonstrates measurable business value Is a trusted business advisor Aligns business and technology priorities Delivers fast results Helps you manage risk Demonstrates thought leadership Has effective alliance partners Is the low-cost services provider Mean Rating (N=400) Note: Mean importance is based on a five-point scale in which 1= not at all important and 5 = very important. Source: ITSMA, Competing for Position in Professional Services and Solutions: 2004 Brand Tracking Study © 2005 HIMSS Analytics

  16. Consultant Selection Criteria (ITSMA) How important is ________ when you are selecting a services firm? The fact that you have used them before on previous projects A proven track record for delivering results Technical skills and experience The firm’s business knowledge and understanding Available resources to meet your deadlines and speed time-to-market Financial stability of the firm The rapport you have with the services firms’ staff The firm’s demonstrated thought leadership The calculated return on investment for the solution A low price A recommendation from an industry analyst or consultant Mean Rating (N~210) Note: Mean importance is based on a five-point scale in which 1= not at all important and 5 = very important. Source: ITSMA, How Customers Choose, 2004

  17. Clinical Implementation – Selection Criteria (KLAS)

  18. 4. What do the clients think of us?

  19. CIO Views: Biggest Complaints • “We pay too much up front to train them on our environment/needs.” • “Expenses! They can be very high. I don’t want to concern myself with what they are driving or where they are staying. A fixed amount would be better. On a recent project they were 25% of my total cost.” • “On a recent project there was a delay which was partially caused by us, but we had to extend the consulting support for a number of months. Leadership had a real problem with this. There was no incentive for the consultant to get the job done on time.”

  20. CIO Views: Biggest Complaints • “One issue especially on big engagements is that your project becomes the training ground for a less experienced person on the consultant’s team. However, as the customer you have to be engaged in your project with the consultants. You should never turn the entire project over to them.” • “Some will reveal a ‘sensitive’ finding but will back down from including it in their report.” • “People who claim to know more than they do. They overstate their qualifications.”

  21. CIO Views: Value • “They work hard and produce results. They come in with a process and know they need to deliver.” • “In planning engagements, they bring a broad perspective of what others in the industry are doing.” • “They supplement our team in implementation projects to help us with increased staffing demands.”

  22. 5. What is our brand position and how do we enhance it?

  23. 9 8 7 6 5 CapGemini Cerner 4 CTG Eclipsys 3 FCG Healthlink 2 1 Proactive Staff Worth the Effort Achieved Objectives Lived Up to Expectations Met Contracted Timeframe Overall Satisfaction Rating Would You Buy Services Again Services Delivered per Contract Professional, Well-Trained Staff SLA Process, Terms and Conditions Would You Recommend to a Friend/Peer Impact on your Personal Job Performance Clinical Implementation Performance (KLAS)

  24. 53% FCG 38% CapGemini 36% Superior 26% Healthlink 17% CTG 15% Eclipsys 13% Cerner 11% Deloitte & Touche 6% Beacon Partners 4% Coastal 4% Perot 28% Other 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Clinical Implementations - Firms Considered (KLAS)

  25. Marketing Effectiveness (ITSMA) How effective is/are__________ in getting your attention? Case studies describing successful customer solution implementations Speech or presentation at a conference or trade show Analyst firm recommendation (such as Gartner or Forrester) Article in the business or trade press Search engine hits when doing research or surfing the Web Invitation to a seminar or workshop White paper offered on the Internet Invitation to a Webinar Electronic newsletter from the service firm Advertisement Direct mail brochure Email from a sales representative from the service firm Phone call from a sales representative from the service firm Mean Rating (N~210) Note: Mean importance is based on a five-point scale in which 1= not at all important and 5 = very important. Source: ITSMA, How Customers Choose, 2004

  26. The Top Five Brand Builders • Delivery performance. • Relationship building, especially with leading healthcare organization executives via high profile projects and with industry analysts. • Generate business and clinical value from IT. • Hire and retain top people. • Promote thought leadership. • Client experiences, case examples • Speaking, writing, media quotes • Supporting research

  27. CIO Views: Words of Wisdom • “Be concerned about the clients you have while you are selling new ones.” • “Be open to taking on all kinds of jobs. They can lead to bigger jobs. Build trust and value.” • “Accept accountability for timing and results. Make an impact and be concerned about making me look good.” • “Don’t be afraid to speak up and give them a lagniappe (Cajun for a little something extra), something that will make your client feel they have received more than they paid for.”

  28. CIO Views: Words of Wisdom • “Some are too quick to conclude they understand us. The best consultants spend their entire first visit just listening. Listening implies humility.” • “Build relationships. Check in with us. Stop by when in town and shoot the breeze.” • “I like to have my consultant staying ten steps ahead of me.”

  29. Thank You!! Ralph T. Wakerly Vice President, Market Research Services, HIMSS Analytics ralph.wakerly@himssanalytics.com www.himssanalytics.com 630-852-4819

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