Andrew Rosenberg, M.D. serves as Associate Professor of Anesthesiology & Internal Medicine, Chief Information Officer for Michigan Medicine, Interim Vice President for IT, and CIO for University of Michigan.
On May 10th, Dr. Rosenberg, will present at Becker's Health IT + Clinical Leadership 2018. As part of an ongoing series, Becker's is talking to healthcare leaders who plan to speak at the conference, which will take place May 10-11th 2018 in Chicago.
To learn more about the conference and Dr. Rosenberg's session, click here.
Question: Who or what are the disruptors that have your attention? Why?
Dr. Andrew Rosenberg: I find it most interesting to consider the digital disruption occurring outside of healthcare. Amazon is on track to become the biggest apparel seller in the U.S., surpassing retail giants like Macy's, Nordstrom and JCPenny, [and] Target just announced it's buying Shipt, a grocery-delivery service, to offer same-day delivery of groceries, essentials and home electronics. Like it has in other industries, consumerization will dramatically impact how we provide healthcare, conduct research and develop medical education. Just as we see entire industries being changed by Google, Apple and Facebook, we should define areas in healthcare that are amenable to or at risk of being disrupted by more nimble startups. Some of the areas that stand out include the exchange of information, the use of 3-D printing to simulate a procedure for a specific patient, internet of things-enabled home care for conditions that previously required hospitalizations or automation through robotics for various billing practices.
Q: All healthcare is local. What about your market influences your organization's business or operations most?
AR: Michigan Medicine is the only health system in the state that sees patients from every county [in the state]. This is the result of our deep affiliations with other health systems, like [Grand Rapids, Mich.-based] Metro Health Hospital, [Midland, Mich.-based] MidMichigan Health and [Livonia, Mich.-based] Trinity Health. Unlike markets with true mergers and acquisitions, we are experiencing collegial affiliations that drive more collaborative models of value-based care and clinically integrated networking. There are also key examples of where we form partnerships with competing health systems in support of patient care, academic support, research, innovations and technology, analytics and process design. Our local market supports a unique blend of a high-performing health system and cutting-edge research institution, as indicated by U.S. News & World Report, which ranked our hospital sixth in the country for 2017-18, and the National Science Foundation, which awarded us a No. 1 spot in research volume in 2017.
Q: How do you define patient engagement?
AR: Patient engagement is a spectrum — it doesn't just include patients and their families. It's also includes the healthcare team. Due to their poignant role in that spectrum, you must first engage care providers. Engaged care providers pay more attention, communicate more clearly and provide better education to their patients. As a result, patients better understand the decisions and actions needed to engage in their own healthcare. Process change and new technologies can aid in this engagement, motivate patients and ultimately lead to better outcomes.