Skip to main content

Hospital CXO - A new well deserve seat at the executive table



I once asked the CEO of a large hospital what will be the main KPI to measure how well the hospital is doing. The CEO immediate response was that the best indicator would be how satisfy the patients are.

In a stressful and overloaded environment such as a hospital, it is easy to focus on the disease and forget about the patient. A chief experience officers (CXO), or other similar titled leaders, is a new member in a hospital C-suite. The role of a CXOs have gained scope and respect in the C-suite as studies show how experience affects all aspects of care. There is a growing body of evidence supporting that the association between better patient experience and health care quality. For example, a study found that a higher CMS star rating was associated with lower patient mortality and readmission's. 

One of the drivers accelerating the adoption was the US government decision to start mandate measuring patient’s perception of their care and tied reimbursement to those scores.

Beyond the quality and financial implications, health organizations acknowledge the fact that providing excellent patient experience also gives hospitals a boost over their market competitors, as happy patients tend to tell others about their positive experience.

A CXO activity ranges from setting straightforward customer service expectations through participation in the process of care coordination.In order to truly transform healthcare, there's a need to focus on improving the human experience in clinical care and not simply create a customer service wrapper around existing broken processes.

It is true that who cares for patients should feel responsible for ensuring a superb experience, however, without a strong leadership, patient experience will take a back seat to other initiatives and will become disjointed resulting in fatigue for staff and the organization. Most importantly, though, the CXO can be the one person—maybe the only one—who can coordinate cooperation among departments to ensure problems get resolved before they begin impacting patient experience.

The CXO should be the "voice of the patient" and the patient's advocate. Like any successful organization the voice of the customer must be heard around the executive table. And like any successful organization that voice is the compass for meeting the organization's financial goals in the long run.

The CXO on the executive tables closes the operational feedback loop and is a constant reminder what this industry is really all about - the well-being of the patient.

Comments

Popular posts from this blog

FHIR Status Check

 More than 2 years have past since I wrote my article  on the Fast Healthcare Interoperability Resources (FHIR®) standard and it’s time to do a quick status check and revisit the predictions I made back then. The FHIR standard continues the strong trajectory of adoption and is now used across the globe. The application programming interface (i.e. the FHIR API) is available in most major EHR systems today. According to the US Office of the National Coordinator Health Information Technology an estimated 85% of hospitals have FHIR in their systems. The NHS has been quick to adopt FHIR and the adoption curve in the UK is high. The NPfIT (NHS Care Record Service) HL7 V3 interfaces are being redeveloped in FHIR®, and new NHS specifications such as the CareConnect standard for secured Transfer of Care  are being specified in FHIR® by default. Despite the industry enthusiasm about the potential of FHIR still the old and faithful HL7 v2 remains the predominant interoperability standard in use t

Home grown and die slow systems

The atmosphere got tensed as the meeting went on. We were all started feeling a bit uncomfortable. The meeting took place at headquarters of one of the prestige hospitals in the US. A hospital which constantly ranked in the top 10 best hospitals in the world. A drop of sweat sprout on the brow of the IT executive which was leading the meeting. The participants nodded their heads as they realized that despite the massive investments in developing their home grown systems over the years they are lacking some basic features which typically found in commercially available products, and many of the modules in used are becoming old and need to be replaced. That same realization repeated itself in similar discussions I had with other health organizations around the globe which took the "home grown" path. It seems there was a paradox between how wealthy is the organization and how poor its IT systems are. Selecting a commercially available product is a frustrating task. Typic