Insights Series, Issue 27: "Reframing the Patient Experience"

Insights Series Issue 27 siemens-healthineers.com/ improving-patient-experience Reframing the Patient Experience A new scorecard for healthcare leaders A thought leadership paper on “Improving patient experience” co-authored with Jason A. Wolf., Ph.D., CPXP SIEMENS Healthineers Preface The Insights Series The Siemens Healthineers Insights Series is our preeminent thought leadership platform, drawing on the knowledge and experience of some of the world’s most respected healthcare leaders and innovators. The Series explores emerging issues and provides you with practical solutions to today’s most pressing healthcare challenges. We believe that increasing value in healthcare – delivering better outcomes at lower cost – rests on four strategies. These four principles serve as the cornerstones of the Insights Series. Expanding Transforming Improving Digitalizing precision care patient healthcare medicine delivery experience Our Insights portfolio is an integrated collection of events, speaking engagements, roundtable discussions, and an expanding array of print and digital platforms and products all carefully curated to share ideas, encourage discussion, disseminate original research and reinforce our position as a healthcare thought leader. Please visit siemens-healthineers.com/insights-series Executive summary One of the many changes wrought by COVID-19 is a on the foundation laid by the 2018 paper and explores broadening of the healthcare industry’s understanding and applies the lessons learned during COVID-19. It also of the “patient experience”. In addition, the pandemic contains an updated scorecard. Shaped by the pandemic, has accelerated the industry’s acceptance that patient this scorecard is more detailed and comprehensive, experience must shape more provider behaviors and reflecting what must be the new reality in healthcare. inform more decisions. This is because patients are Perhaps its most interesting feature is the evolution of emerging from this pandemic more determined than what patients expect from providers and what goes into ever to experience healthcare on their own terms. creating what will be perceived as a positive patient experience. From lower costs to easier access to greater In 2018, Siemens Healthineers acknowledged the impor- convenience, patients are very clear that these are no tance of patient experience in a paper titled “A Blueprint longer aspects of their experience on which they are for Setting up an Impactful Patient Experience Program.”1 prepared to compromise. And more than ever before, The paper was co-written with The Beryl Institute, and it patients are making it clear that they want to be treated included a scorecard for healthcare providers to use in with humanity. They want respect, they want to be planning and executing patient experience improvement communicated to clearly, consulted on and included. programs. They want to feel safe and cared for. Three years later, Siemens Healthineers is submitting this From these perspectives, it is clear: patients are paper, titled “Reframing the Patient Experience.” It builds demanding a reframing of their healthcare experience. Siemens Healthineers Insights Series · Issue 27 3 Introduction “The global conversation on the patient experience has progressed significantly in recent years, from a S Sustainability in the debate on if experience is essential and what it experience of care includes, to, now, what is ultimately most critical Patient experience is an essential business about the experience and how it is most effectively and strategic priority affecting an organization’s reputation and financial delivered.” stability. The Beryl Institute report – Consumer Perspectives on Patient Experience 20212 As the world contemplates a post-COVID healthcare The Insights Series paper “A Blueprint for Setting up an system, many unanswered questions remain. One of the Impactful Patient Experience Program”1 was written in many aspects of healthcare that was profoundly 2018 in conjunction with The Beryl Institute’s “To Care disrupted by the pandemic has been patient experience. is Human” paper.4 It contained what was, at that time, For patients, the pandemic was a time of intense vulner- a forward-looking and innovative set of proposals on how ability and uncertainty. The healthcare systems that to improve the patient experience. Today, much of what people had grown to trust and count on appeared to be appeared in that paper seems insufficient and out of shaken and off-balance, often as confused about how to date, simply because the pandemic has so thoroughly proceed as the patients in their care. This has led to a upended the world’s understanding of what patients re-evaluation of the these systems by patients, and need and expect. demands one from healthcare leaders as well. Expecta- tions must be recalibrated, priorities readjusted and This paper is a follow-up to the material published in processes adapted. Many patients had frustrating health- 2018, with updated analysis and a current review of the care experiences during the pandemic; they are likely to factors patients consider important in shaping the quality insist on positive ones going forward. of their experience. It also advances suggestions for how these contemporary priorities can be acted upon. Recognition of the importance of patient experience is not a new development. In 2011 the first “State of Much of the data in this paper is based on an analysis Patient Experience”3 benchmarking study was done by of a survey 2 conducted by The Beryl Institute in late 2020. The Beryl Institute. In 2014, The Beryl Institute launched This survey of more than 2,000 people gathered far- the first Patient Experience Week, an event “recognizing ranging information about the factors that influence and encouraging global efforts to improve the healthcare patient experience. This paper also draws on observa- experience for patients, their families, and caregivers.” tions from the High Value Care reform taking place in Since then, the critical importance of patient experience Europe and more than 20,000 consumer perspectives has become well-established. Not only is it in the best analyzed in 27 countries by IPSOS in 2020.5 interests of patients, it is an essential business and stra- tegic priority affecting an organization’s reputation, financial stability, and even health outcomes. 4 Issue 27 · Siemens Healthineers Insights Series Background Healthcare is about human beings caring for other human 2018 Baseline beings and providing services along the continuum of care. Historically however, it has been apparent that other “The experience era has taken hold in healthcare. It service industries include more the opinions, preferences calls for new ways of thinking about how care is deliv- and wishes of the people receiving their services. ered, and it is driving how those who seek care – the Throughout the rest of the "service" sector, the focus on healthcare consumers – will make their future health- customer-centricity has gotten significantly higher than it care choices.” has in healthcare. Siemens Healthineers Insights Series Paper – Efforts to measure patient experience were, in the past, A Blueprint for Setting up an Impactful Patient Experience Program usually quite limited, to the extent that healthcare organizations concerned themselves with measuring The Insights Series paper entitled "A Blueprint for Setting the patient experience by looking at the number and up an Impactful Patient Experience Program" began with types of patient complaints. Patient opinions were an acknowledgment that patient experience can no neither actively sought nor considered. And few health- longer be treated as an afterthought. The paper high- care systems considered linking patient experience to lighted four strategic goals that healthcare organizations reimbursement. looking to develop successful patient experience programs should consider: Previously, there had emerged an understanding that quality, safety, and outcomes, the core institutional 1. Engage patients and families to set an expectation goals in healthcare, did not directly correlate with patient for a hospital stay satisfaction. However, the overall healthcare experience 2. Optimize the diagnostic experience to make better is what determines satisfaction, and in recent years, treatment decisions healthcare providers have started to deal with the reality 3. Deliver outcomes that matter to patients that patients often find healthcare experience to be 4. Sustain patient loyalty beyond the stay unsatisfactory. These remain the cornerstones for reframing patient Indeed, the evolution of patient experience – how it is experience, however with the COVID-19 pandemic, now viewed and dealt with in healthcare – has been very much with more focus in the overall healthcare environment, about reorienting focus from clinical medical outcomes as well as digital and out-patient care encounters. to a broader awareness of how patients experience care. There has been, over the past quarter century, a shift in focus from patient complaints to patient rights. This evolved further to patient advocacy, through patient satisfaction, and finally to a point where we understand patient experience to be a combination of factors, encompassing engagement, quality, safety, service, cost, outcomes and, "yes, an overall positive experience." Siemens Healthineers Insights Series · Issue 27 5 The Challenge A clear understanding of what healthcare consumers Redefining patient want has long been elusive for healthcare providers, whose focus has historically been on outcomes, necessi- experience ties like safety, and operational efficiencies. At Future- Convenience has become a common Health Basel 2021, an online conference focused on measuring stick for patients, who now increasingly compare it to their experiences “Rethinking Patient Experience,” Dr. Ghada Trotabas, with other industries. Head of Marketing and Sales Operations for Siemens Healthineers, identified five essential points for today’s healthcare users: 1. Convenience 2. Wellness 3. Equity of Access 4. Simplicity 5. Empathy The other essential point, of course, is a positive health understood not just in the context of treating people outcome. It is almost not worth mentioning anymore, who are sick but also of preventing them from becoming because it is assumed by patients to be obvious. For sick in the first place. The importance of Equity of patients, their "experience"6 is what happens in the Access has been heightened by the pandemic, and here course of obtaining those positive health outcomes. technology is playing an important role. Simplicity is lacking in almost every facet of healthcare, from retail As Dr. Trotabas explained, convenience has become a health to health insurance. And empathy remains in common measuring stick for patients, who increasingly short supply, largely because of the competing demands compare their healthcare interactions to the experiences on the time of physicians; here, too, technology they have shopping online, paying bills, or streaming including Artificial Intelligence (AI) can help. music. Wellness remains a top priority but must be 6 Issue 27 · Siemens Healthineers Insights Series “The population in general is getting more sophisticated in their health- care engagement and are no longer engaging as passive passengers on a care journey.” The Beryl Institute report – Consumer Perspectives on Patient Experience 2021 Patients today The Ipsos Global Health Service Monitor 20205 provides Evaluation of users of the on-the-ground perspectives on what the public sees as present and future of the major health challenges facing their country, along- healthcare services* side their ratings of their health service now and in the future. The survey indicates amongst other points that people see wait times as the biggest challenge associated with healthcare systems, with 62 percent agreeing with the statement, “Waiting times to get an appointment Today: with doctors are too long in my country.” Overall, people are generally satisfied with the health- care they are receiving, but there are some concerns 55% about the future. Fifty-Five percent of people worldwide say that their country’s healthcare system is over- My country's stretched. When asked about their expectations of their healthcare system is healthcare in the coming years, only 32 percent expect overstretched it to improve, and 16 percent expect it to get worse. One takeaway from the survey is that people today have high expectations of their healthcare systems and are very engaged in assessing the quality of their experiences with those systems. In the future: 32% 16% Expect it to improve Expect it to get worse * Data from consumer analysis from 20205 Siemens Healthineers Insights Series · Issue 27 7 The pandemic has transformed how patients experience Patients today care, how patients and providers think about care, and how we measure patient experience. Patients have Patients and relatives have easier access to information, seek autonomy and expertise become more demanding and more autonomous. They as well as empathy in their care. want care, but their anxiety level is high when their needs are not attended to immediately. This anxiety can in turn complicate healthcare providers' operations and further affect treatment outcomes. Patients are more informed. Access to health information is easily available 6 out of 10 consumers use the internet to try to – diagnose themselves – but the “information” they rely on is not always dependable.7 There is also now an increased focus on public health issues related to social equity. There is a greater demand for home health and telehealth options, as well as increased interest in personal wellness and prevention. H. In other words, patients are emerging from the pandemic with a host of concerns, a lot of questions, and opinions * some of which take the form of outright demands. – With a higher degree of digitalizing services and access to information, patients are making their voices heard. They want easy and fast explanations of what is going on, online or in person. They want to have a say in their own care pathway. And if they don’t get the response they want, they will simply seek care elsewhere. In one of The Beryl Institute's publications at the end of 2020, it was reported that leaving aside health outcomes, the biggest influence on the patient experi- ence is basic human interaction. That finding is echoed in a Siemens Healthineers Insights Series paper entitled “Patient Trust – Why it matters for COVID-19 and H. beyond,”8 which noted that while the manner in which care is delivered today may have changed, the commit- ment to patient-centered care – to treating patients first and foremost as people – has not. 8 Issue 27 · Siemens Healthineers Insights Series The solution Reframing the patient experience 1. Engage patients and families What does “reframing the patient experience” mean? Surveys of patients, families and leading healthcare providers It means understanding that healthcare must do a better have made one thing very clear: Patients do not want to job of addressing patients’ human needs, not just their be excluded from the conversation. They want to be medical needs. Furthermore, reframing the patient communicated with and listened to. Most patients are experience is an acknowledgement that the pandemic not clinical experts, but they are experts when it comes has heightened patients’ awareness that they have to their own experiences, preferences and wishes. For most significant influence on many parts of their own patients, medical terminology is confusing and medical healthcare journey. procedures are somewhat intimidating. Healthcare providers need to take the time to communicate – online The Siemens Healthineers Insights Series paper entitled and on site – with patients and their families in a way they “A blueprint for setting an impactful patient experience understand, customized to their needs. It’s helpful to make program"1 from 2018,proposed four strategic goals time for questions before procedures and treatments start healthcare leaders should follow if they want to improve and to give answers that both clarify and reassure. patient experience. These are as useful today as they were before the pandemic. With this follow up paper The Beryl Institute’s “Consumer Perspectives on Patient and updated scorecard, we accelerate and expand the Experience 2021”2 asked over 1000 consumers from the approach needed to achieve those goals. It builds on United States and collected 250 responses from what we have learned during the pandemic and what Australia, Canada, the Philippines and the United respondents told us in the survey conducted by The Beryl Kingdom in early December 2020. The selection was Institute, in 2020, as well as anticipating what patients made to match the study in 2018 and ensure consistency will increasingly demand as the pandemic recedes. in the data collection process. To the following question: “When you think about having a good patient/family experience, which are the most important points for you?" Patients and patient advocates answered as follows: 95% said it was very or extremely important that the healthcare provider communicates clearly in a way they and their relatives can understand. 94% said it was very or extremely important that the provider listens to their health and personal concerns. 93% said it was very or extremely important that the healthcare provider asks questions and tries to under- stand their needs and preferences. 93% said it was very or extremely important that the healthcare provider offers a clear plan of care. Siemens Healthineers Insights Series · Issue 27 9 “Convenience, wellness, equity of access, simplicity and empathy. That’s what healthcare consumers really want.” Dr. Ghada Trotabas Head of Marketing and Sales Operations, Siemens Healthineers Very clearly, The Beryl Institute’s Consumer Perspectives moving care outside the four walls. During a webinar on Patient Experience 2021 highlights the need to in January 2021 hosted by "Becker's Hospital Review", “communicate, listen, be clear on care plans and clearly Wendy Cofran, Senior Director of Global Provider Strategy engage people as partners in their care.” In short, at Salesforce, took the notion even further than moving patients want to be thought of as people instead of care outside the walls. She spoke about the importance symptoms, diagnoses, ethnic groups, or diseases. And of continuously refining the segmentation of the they want the way they are addressed and treated by population by disease groups and risk categories and providers to reflect that. developing preventive and personalized interventions for each patient. In this new day and age, she mentioned An important development coming out of the pandemic that, we need to monitor patients wherever they are, is increased patient sophistication and understanding using several streams of available data and engage with of digital engagement and remote care. This type of them meaningfully in reaction to their lifestyle habits to care, which was accelerated dramatically by the safety optimize their health outcomes.9 requirements of the pandemic, can be thought of as 95% 93% said it was very or extremely said it was very or extremely important that the provider important that the provider asks communicates clearly in a way questions and tries to under- they could understand stand their needs and prefer- ences 94% 93% said it was very or extremely said it was very or extremely important that the provider important that the provider listens to them offers a clear plan of care * Data from consumer analysis from 20212 10 Issue 27 · Siemens Healthineers Insights Series 2. Optimize the diagnostic experience In 2020, the Insights Series paper10 exploring how best to Access to integrated optimize the patient diagnostic experience concluded with the following: diagnostics CC Diagnostic tests and procedures can often “Patient Diagnostic Experience matters! It matters for the be stressful experiences. Patients need providers to offer access to services and wellbeing of patients; it doesn’t just “make them feel technology, address their anxieties, and good”, it affects their actual physical health. It also plays provide an integrated picture of their a vitally important role in helping healthcare providers diagnosis. reach their goals: revenue stability, strong finances, a positive reputation, loyal and motivated staff, and high standards of quality, safety and outcomes.” (d) establish a foundational commitment to efficiency and (e) care teams provide opportunities for partnership. Diagnostic tests and procedures can often be stressful In addition to the basics of human communication, experiences for patients and their families. Thus, they respondents to The Beryl Institute survey mentioned the demand empathy, compassion and transparency from importance of clear signage and easy wayfinding, as well healthcare providers. Patients expect providers to address as the cleanliness of the facility and a physical ambience their anxieties, answer their questions, and focus on of well-being. their comfort. What the above makes clear is that there are a number Research indicates that how people are engaged in the of ways of optimizing the diagnostic experience, and diagnostic experience is as important, or even more healthcare providers would do well by considering them. important, than the mechanisms of the diagnostic From compassion to transparency to increased access to process itself. Any clinical interaction with patients better all around efficiency, providers now have a list of should be seen as an opportunity for empathy, ways they can improve the diagnostic experience, and efficiency, and transparency. To whatever extent they also have clear signals from patients that this is possible, technology should be patient-friendly in what is expected. order to improve the effectiveness and comfort of the diagnostic experience. And easy access to tests must be a priority, at all times and in all situations. In 2020, The Beryl Institute released a paper entitled “A Global Inquiry on Excellence in the Diagnostic Journey: The Power of Human Experience in Healthcare”.11 One of the paper’s main conclusions and the key considerations in excelling at the diagnostic experience include: (a) how care teams communicate matters, (b) taking time to be present for patients is important, (c) focus on outcomes, Siemens Healthineers Insights Series · Issue 27 11 3. Deliver outcomes that matter to patients Clearly, healthcare providers must remain focused on and clinical outcomes. This case study also suggests that achieving the best possible outcomes for patients – be the manner in which those outcomes are delivered is so it through digital tools, in ambulatory or out-patient important that it almost becomes part of the outcome itself: facilities or through care in the hospital. But research indicates that they also need to expand their under- “Smooth, well-tested processes, ultra-experienced staff, standing of what outcomes matter to patients the most. and superior technology excite patients. This is coupled with a focus on the customer’s needs.” The Insights Series paper entitled “Do One Thing, And Do It Better Than Anyone Else,”12 offered an in-depth look The link between a positive patient experience and at Hamburg’s Martini-Klinik, which has attained singular engagement is still difficult to measure. But the experi- success in optimizing their clinical operations through the ence of the Martini-Klink suggests that patients who are disciplined and strategic application of a number of opera- pleased with their overall experience are more likely to tional principles focused around patient-reported outcomes engage in their treatment protocols. * 12 Issue 27 · Siemens Healthineers Insights Series 4. Sustain Patient Loyalty In a world where patients are searching for a better ** Seamless experience healthcare experience, how do healthcare organizations build and retain patient loyalty? How do they ensure trust Loyalty depends on the sum of the interactions the patient has with the care between referring physicians, care teams and patients? provider - online and on site. Patient loyalty starts with the most recent interaction. Patients always compare encounters with health systems and care providers with previous experiences. Loyalty depends on the sum of the interactions the patient has As a summary, if healthcare providers want to sustain with the care provider, from access to diagnosis through patient loyalty, they must respond to the preferences and clinical procedures decided jointly to understandable aspects patients find important in every interaction from and actionable health and pathway education. the collection of lab tests, to the imaging, treatment and even to the digital care pathway information. Humanity, Clearly, adhering to the three previous strategic goals convenience, access and cost are the cornerstones to is critical. In addition, responding on a common sense maintaining a trustful relationship between patients, and human level to what we know patients care about, families and care teams. makes a great deal of sense. To that end, it is worth considering the following: • Cost. Keep affordability in mind, because we know this is an issue for all patients. • Access. Remember that if care is difficult to access, patients often will not consider it. • Convenience. Increasingly, patients are turning to providers who make the entire process as easy and = convenient as possible. *** • Humanity. Patients want to be thought of referred to, and treated as humans being helped by other humans. Siemens Healthineers Insights Series · Issue 27 13 Scorecard for 2021 and onwards Our “Reframing the Patient Experience” scorecard is For the optimization of the diagnostic experience, three designed to assist healthcare leaders to identify how years ago patients prioritized teamwork among the care activities may be prioritized in alignment with the expec- team. Today, more than 90 percent want easy access tations of patients and care teams. It is also a program to services, technology and experts in their diagnosis, that bridges to the future – a future where the patient including: virtual visits, easier online appointment experience is part of the non-negotiable healthcare booking and being able to consult with physicians priorities. remotely via devices, as well as timely and understandable communication of diagnosis. The scorecard identifies drivers for a positive patient experience, behind which qualitative and operational Key When evaluating outcomes that matter to patients and Performance Indicators (KPIs) from the healthcare system families, three years ago, they wanted to see coordina- could be considered. It provides a self-assessment by tion of care during and in between encounters. Today, which providers can measure their progress in meeting more than 90 percent want a complete and comprehen- patient priorities and preferences. sible picture of their data, fully integrated, in order to facilitate joint decision-making in the treatment path. More than 70 percent want their health needs – physical, What has changed mental and emotional – resolved in a measurable manner and noted in patient-reported outcome scores. What we have learned about patient experience over the past three years is that the elements that go into creating Three years ago, patients and high-performers in a positive patient experience have become much more patient experience indicated that their loyalty was specific and they take into account the digital ecosystem mainly influenced by a high engagement level of in which healthcare currently takes place. employees. Today, more than 90 percent want trust between care teams, patients and families as an integral Looking into the engagement of patients and families, part of the institution’s culture. Clear health and pathway three years ago patients spoke about the need for effec- education for patients, such as guidance on prescriptions, tive communication – which often meant the opportu- behavioral management and health risks are also a nity to ask questions. Today, more than 90 percent want priority now. In addition, more than 70 percent want effective and proactive strategic communication, in continuity of care and direction about follow-up, next particular beyond the four walls of the facility. They also steps, home monitoring and financial planning. want personalized treatment focusing on the mental aspects of the treatment such as emotional distress and anxiety needs – including proactive measures by staff to address any doubts, fear, anxiety or stress. More than 70 percent want equality of access to care regardless of health, wealth, or digital capability. 14 Issue 27 · Siemens Healthineers Insights Series “As healthcare organizations look to [reopen] care for the communities they serve, the experience they provide may have no greater importance than ensuring viability in operations and ultimately fulfill their mission to care for others.” The Beryl Institute report – Consumer Perspectives on Patient Experience 2021 Reframing the patient experience SIEMENS A scorecard for healthcare leaders Healthineers ... Engage patients Optimize the Deliver outcomes Sustain and families diagnostic experience that matter to patients patient loyalty V Percent of importance of influence factors 90 – 100% 70 – 90% 50 – 70% Effective and proactive commu- Patient access to services, Trust between care team patients, nication with patients and families technology and competence Complete picture of patient data and families Personal treatment of emotional Timely and understandable Coordination of care during Understandable and actionable needs of patients and families communication of diagnosis and between encounters health and pathway education Partnering and involving Smooth and understandable Quality/safety practices patients and families of all kinds process from schedule to results during a care encounter Continuity of care and next steps Equality of access to care Physical and emotional comfort across social determinants of diagnostic procedure Health needs of the person resolved Transparency on costs of care Commitment and efficacy of Respect and empathy towards Safe, physical environments Must-haves across the leadership and governance patients and relatives with clear navigation continuum of care: Patient-centric metrics and Healthcare professionals team Seamless physical and digital experience measurement engagement and well-being interactions in the pathway Source: Consumer Report The Beryl Institute, 2020 | Consumer report IPSOS 2020 | Adrienne Boissy, MD, MA, 14.06.2020, “Getting to Patient-Centered Care in 1 a Post-Covid-19 Digital World: A Proposal for Novel Surveys, Methodology, and Patient Experience Maturity Assessment”, NEJM Catalyst innovations in care delivery Restricted © Siemens Healthineers, 2021 For patient experience programs to be successfully implemented in an institution, the scorecard here provides a guide to constantly evaluate and measure key performance indicators and metrics which enrich Net Promoter Scores or patient experience measurements. Assess for yourself where your patient experience program stands. Where do you stand in comparison to the expectations of today? Follow the QR code for a 10-min self-assessment. siemens-healthineers.com/ reframing-scorecard Siemens Healthineers Insights Series · Issue 27 15 Conclusion “The future of human experience will call on health- Over the past three years, our understanding has evolved care to turn inside out, to meet people where they just as patients have evolved their sense of what a health are, to provide the infrastructure and support to get experience should be. The COVID-19 pandemic has care where and in the moment it is needed. This is instilled in patients around the world a sense of caution not an easy transformation… [but] when healthcare about healthcare safety, combined with a strong desire shows up for the communities it serves, listens and is to control their care pathway. The healthcare world is willing to act with a collection of all voices, that is now “woke” to the subject of patient experience. That where the true opportunities for change will bloom.” newfound awareness has in many cases yet to translate into action, but it will. There was once a time when the 2020 The Beryl Institute report – Human Experience 2030: A Vision for the Future of Healthcare13 expression “the customer is always right” did not, myste- riously, seem to apply to healthcare. That is no longer the case. The customer, in this case the patient, needs to be heard. Some organizations may want to adapt the scorecard we present here while others may make full use of it as it is. It is offered as a framework for how to think about patient experience. Three years ago, the Insights Series paper for “A Blueprint for Setting up an Impactful Patient Experience Program”1 correctly argued that if providers are going to meet patients where they are, and listen to what patients have to say, then they must know what to ask. It is also essential to measure actions against patient responses. This was true then, and it is true now. 16 Issue 27 · Siemens Healthineers Insights Series Suggested follow-up reports: siemens-healthineers.com/patient-experience • Insights Series, issue 22: Strengthening patient trust: a priority for healthcare sustainability . Available at: siemens-healthineers.com/ insights/news/patient-trust-a-priority-for- healthcare-sustainability • Insights Series, issue 23: Key factors to optimize the diagnostic experience. Available at: siemens- healthineers.com/insights/news/how-to-opti- mize-the-diagnostic-experience • Wolf JA. Consumer Perspectives on Patient Experi- ence 2021. The Beryl Institute. 2021. Available at: theberylinstitute.org/store/viewproduct. aspx?id=18017946 i Information: The Siemens Healthineers Insights Series is our preeminent thought leadership platform, drawing on the knowledge and experience of some of the world’s most respected healthcare leaders and innovators. It explores emerging issues and provides practical solutions to today’s most pressing healthcare challenges. All issues of the Insights Series can be found here: siemens-healthineers.com/insights-series Contact: For further information on this topic, or to contact the authors directly: Christina Triantafyllou, Ph.D. Vice President Head of Improving Patient Experience christina.triantafyllou@siemens-healthineers.com Siemens Healthineers Insights Series · Issue 27 17 About the authors Christina Triantafyllou, Ph.D. Jason A. Wolf, Ph.D., CPXP Vice President Head of Improving President & CEO, The Beryl Institute Patient Experience at Siemens Healthineers Jason Wolf is a globally recognized expert on patient expe- Christina Triantafyllou, Ph.D. is Siemens Healthineers’ Head rience improvement, organization culture and sustaining of Improving Patient Experience, where she explores ways high performance in healthcare. Jason has led the growth in which this field can be enhanced and made more acces- of The Beryl Institute into the leading global community of sible to healthcare providers. She develops strategic practice committed to transforming the human experience approaches to deliver high value care by providing patient in healthcare, engaging 60,000 people in over 85 countries experience focused solutions, best practices and thought and establishing the framework for the profession of leadership content. Christina began her healthcare career patient experience. Jason is the Founding Editor of the at Harvard Medical School, Boston, U.S., where she worked Patient Experience Journal and also established and serves as a medical physicist and advanced to a faculty position as President of Patient Experience Institute, which offers focusing on developing innovative imaging technology and continuing education and formal certification for patient studying the human brain. Her scientific career continued experience professionals. Jason is a sought-after speaker at Massachusetts Institute of Technology (MIT), Boston, and author of numerous publications, including two books U.S., at the Brain and Cognitive Sciences department. and over 70 white papers and articles on patient experi- At Siemens Healthineers, she served as the Director of ence excellence and improvement. Jason received the Global Ultra High Field MR Solutions, focusing on business American College of Healthcare Executives (ACHE) 2018 strategy, KOL-based collaborations in innovation/clinical Dean Conley Award for his article “Patient Experience: The translation, and product management for the first world- New Heart of Healthcare Leadership.” He is now leading a wide clinical 7T MR system. Christina studied Physics and global effort to reimagine the future of healthcare with the holds a Ph.D. in Medical Physics from Kings College, recent call for action, the Declaration for Human Experi- University of London, U.K. ence, found at https://transformhx.org manager and business developer for the company, and as Professor at the Universidad Anáhuac, México focused on sustainability in healthcare for medical students and Isabel Nieto Alvarez, MSc psychology. Passionate about improving the patient and Senior Key Expert on Improving Patient care team experience, she presents and writes globally on Experience at Siemens Healthineers the subject. She is a biomedical engineer from Universidad Isabel Nieto Alvarez, MSc. is passionate about innovating Iberoamericana in Mexico, holds a Master in Science on and transforming the experience of care to be human- Mind and Body Medicine from Saybrook University in centered. She is an expert of the Siemens Healthineers California, U.S. and Certifications on Leadership in Health- Global Innovation Network on mental and physical care without Harm and Design Thinking. Her scientific stressors in the experience of care. Isabel leads cross-func- background on mind and body health and neuroscience, tional teams in innovative projects on patient experience. combined with experience in medical technology Prior to her current role, she has served as a marketing innovation are cornerstones of her expertise and passion. 18 Issue 27 · Siemens Healthineers Insights Series References 1. A blueprint for setting up an impactful 9. Becker’s Healthcare. How digital is patient experience program. Insights paving the way for the future of chronic Series, issue 3: paper on “Improving disease management: 5 insights patient experience”. 2018. Available [Internet]. 2021 [cited 2021 August from: https://www.siemens-health- 30]. Available from: https://www.beck- ineers.com/insights/news/insights- ershospitalreview.com/healthcare- series-issue-3.html information-technology/how-digital- is-paving-the-way-for-the-future-of- 2. Wolf JA. Consumer Perspectives on chronic-disease-management- Patient Experience 2021. The Beryl 5-insights.html Institute. 2021. 10. Key factors to optimize the diagnostic 3. Wolf JA. The State of Patient Experience experience. Insights Series, issue 23: A in American Hospitals. The Beryl Insti- thought leadership paper on “Improving tute. 2011. patient experience”. 2021. Available from: https://www.siemens-health- 4. Wolf JA. To Care is Human: 3 Consider- ineers.com/insights/news/how-to- ations for the Future of Patient Experi- optimize-the-diagnostic-experience ence [Internet]. The Beryl Institute. 2018 [cited 2021 August 30]. Available 11. The Beryl Institute. A Global Inquiry on from: https://www.theberylinstitute. Excellence in the Diagnostic Journey org/blogpost/593434/314337/To-Care- [Internet]. 2021 [cited 2021 August is-Human-3-Considerations-for-the- 30]. Available from: theberylinstitute. Future-of-Patient-Experience org/store/viewproduct. aspx?id=17422197 5. Ipsos Global Health Service Monitor 2020: A Global Advisor survey. Ipsos. 12. The Martini-Klinik. Do one thing, and do 2020. it better than anyone else. Insights series, issue 7: How to optimize clinical 6. Future Health Basel. Rethinking Patient operations in healthcare and transform Experience [Conference]. 2021. Avail- care delivery. 2020. Available from: able from: https://www.nzz-future- https://www.siemens-healthineers. health.com/ com/de-ch/insights/news/martini- klinik-specialization-optimization. 7. Mobi Health News. Patients want tech- html nology, remain frustrated with health- care system, ResMed survey shows 13. Wolf JA. Human Experience 2030: [Internet]. 2019 [cited 2021 August A Vision for the Future of Healthcare. 30]. Available from: mobihealthnews. The Beryl Institute. 2020. com/news/north-america/patients- wanttechnology-remain-frustrated- healthcare-system-resmed-survey- shows 8. Patient trust. Why it matters for COVID-19 and beyond. A thought lead- ership paper on “Improving patient experience” co-authored with Adrienne Boissy, MD, MA Chief Experience Officer of Cleveland Clinic Health System. 2021. Available from: https://www.siemens- healthineers.com/insights/news/ patient-trust-a-priority-for-healthcare- sustainability Siemens Healthineers Insights Series · Issue 27 19 At Siemens Healthineers, our purpose is to drive innovation to help humans live healthier and longer. Through our products, services and solutions we help physicians, medical staff, and healthcare providers prevent illnesses from occurring and to correctly diagnose and determine siemens-healthineers.com/ the right treatments for people who do become ill – insights-series resulting in fewer complications, shorter hospital stays, and faster patient recovery. Our mission is to enable healthcare providers to increase Did you enjoy the read? Make sure to subscribe to value by expanding precision medicine, transforming our newsletter to always receive the latest thought care delivery, improving the patient experience, and leadership insights. digitalizing healthcare. With our comprehensive portfolio – from in-vitro diagnostics and imaging to therapy and All issues of the Insights Series can be found here: siemens-healthineers.com/insights-series follow-up care – we address the complete care continuum for many of the world’s most threatening diseases. Every hour, more than 240,000 patients are touched by technologies provided by Siemens Healthineers. We are at the center of clinical decision making with almost three-quarters of all critical clinical decisions influenced by our solutions. We are a leading medical technology company with over 120 years of experience and more than 65,000 highly dedicated employees around the globe who are innovating every day, truly shaping the future of healthcare. 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