HealthIMPACT Live Presents: A Roadmap for Driving Intelligent Automation at Scale in Healthcare
Originally Published: Nov 15, 2021
YouTube Video: https://www.youtube.com/watch?v=wV10pBjgBIc
Driven by both the pandemic and urgency for transformation, many healthcare organizations have successfully embarked on automation but have been stymied in expanding beyond the initial use case. What issues arise with scaling new technology? How can an organization extend the benefits of automation across the entire enterprise? Attend this fireside chat with Dr. Yan Chow and Frank Kelly as they share their experiences and lessons learned for successfully scaling new technologies like automation across a large enterprise. Hear about the risks, challenges, and benefits healthcare organizations will encounter and how you can understand and address them to achieve better patient experiences, happier employees, improved productivity, and overall cost savings.
Takeaways include:
Yan Chow, MD, MBA, Global Healthcare Leader, Automation Anywhere
Frank Kelly, Vice President, Transformation Architecture, Automation Anywhere
Shahid Shah, Publisher and Chief Editor, Medigy.com, Moderator
Yan Chow: Welcome to roadmap for driving intelligent automation at scale and healthcare i'm young child the global health care leaf automation anywhere. I practiced medicine for 32 years at Kaiser permanente last eight years serving as the national director for innovation advanced technology. One of my job's is to understand the impact of new technology on massive on a massive healthcare enterprise. Then, later worked with the Federal it consulting firm to bring innovations to the va and the God.This is followed by two and a half years at amgen a large biotech company as a head of digital medicine working on virtual trials wearable sensors and the like, I then joined automation anywhere is the healthcare lead about two and a half years ago.
Today, our topic is how to scale intelligent automation and extended benefits across an enterprise, why is this topic, important.The pandemic, which highlighted a lot of healthcare deficiencies motivated many healthcare systems to start using our PA or robotic process automation. A technology that can automate manual user processes, we now have intelligent rp which incorporates Ai technologies like natural language, processing and machine learning. And the benefits are significant increases in speed efficiency accuracy and worker productivity healthcare really is full of opportunities, the benefits could apply across business units.
Yet many organizations, we found going beyond five to 10 automation can be challenging my colleague frank Kelly, and I will discuss why that is and we'll give you some strategic recommendations on how to extend the benefits of automation more broadly across your enterprise frank why don't you tell our audience a bit about yourself.
Frank Kelly: Sure hi everyone, my name is frank Kelly i'm the Vice President of transformation architecture here at automation anywhere. What that means is i'm basically the field CTO for our technology so work with our existing customers on. You know what are some of the best practices to employ to allow you to scale faster and get better business outcomes and I also work with our prospects to help them understand what the value is there and help them adopt the technology sooner my background is for six years prior to joining automation anyway, I built and ran the rp a program for us to emc prior to Dell technologies buying us and then at Dell technologies, so I spent two and a half years inside the business in the shared services organization that's where we started it right, where we centralize common functions and through economies of scale, we wanted to reduce costs of the business.
But we wanted to employ a different strategy, there were a lot of this work was a non cognitive type swivel chair type or we wanted to see how we could automate that without having to go through a traditional automation type request with the it team and then the the three and a half years after that the program I got so big that the three and a half years after that I ended up working in the digital space, which was the it space reporting to the chief technology officer there. And at that point, I was running the automation product team, so I had tools, in addition, our PA had some orchestration tools some API management. Some Ai tools things like that so really excited to be here with you folks today that's to share our experience around you know what people are doing to drive intelligent automation into their businesses okay. So back to Dr chiles so Dr chow you're in healthcare, so what is scaling intelligent automation mean to you in the healthcare space.
Yan Chow: or frank, there are a number of factors driving the need to scale automation across the healthcare enterprise. I think the first thing I think about is the explosion of data that includes medical records and remote sensor data regulations ensure requirements and so many more things. This means that there's more administrative burden, across all business functions. Second, it looks like the healthcare ecosystem is becoming increasingly complex or new business models value driven payment technology so Ai. That will also increase the data processing burden and third healthcare has suffered from a severe shortage of physicians nurses and other workers. That will get worse than the next 10 years, not even mentioning coven health care staff, I think, should not be doing things that machines can do better. They should focus on patient care and problems that require their expertise and judgment, so when you look across the enterprise and healthcare, there are many opportunities for.
34
00:04:46.380 --> 00:04:56.100
Yan Chow: automation that includes the revenue cycle prior authorization denials HR finance have been very strong operations contact Center and supply chain.
35
00:04:56.580 --> 00:05:04.830
Yan Chow: credentialing many, many areas intelligent automation can process unstructured data and minute these need to integrate with the electronic health record.
36
00:05:05.730 --> 00:05:14.730
Yan Chow: So the big news is that we have developed a new automation that leverages the H O seven fire API for epic and I think this will be a game changer for broader.
37
00:05:15.120 --> 00:05:24.570
Yan Chow: Data exchange and healthcare providers that will lead to better patient care i'll give you a few examples of how automation can be applied in different business functions.
38
00:05:25.320 --> 00:05:35.580
Yan Chow: Revenue cycle management is probably one of our most popular use cases we were helping a leading RCM services provider use our platform to process over.
39
00:05:36.030 --> 00:05:45.090
Yan Chow: I think it was 15 million transactions, a year, and he will be posting payment posting prior authorization patient document requests and so on.
40
00:05:45.600 --> 00:05:55.440
Yan Chow: Achieving, I believe, as 25 to 80% FT cost savings cycle time reduction so 40 to 80% and accuracy rates up to 100%.
41
00:05:56.040 --> 00:06:03.090
Yan Chow: In fact, the company posted publicly that automation had added about 15 to 20% to their a bit of for this year.
42
00:06:03.870 --> 00:06:17.280
Yan Chow: Finance applications in less than nine nine weeks leading Australian hospital system automated 12 processes and finance five and billing for and receiving to an ap and when an accounting.
43
00:06:18.090 --> 00:06:27.270
Yan Chow: They are actually processing $1 billion worth of claims a year saving over 25,000 hours of Labor 20% in costs annually.
44
00:06:28.440 --> 00:06:35.220
Yan Chow: And finally, very interesting case study from the NHS in the UK, the National Health Service.
45
00:06:35.760 --> 00:06:46.380
Yan Chow: They were able to use automation to track oxygen levels to ensure supplies during the pandemic which freed up 1500 hours of nursing time for patient care.
46
00:06:47.100 --> 00:06:56.400
Yan Chow: This is really exciting this automation was actually written within 12 hours and achieved achieved 100% accuracy, which is amazing and healthcare.
47
00:06:57.240 --> 00:07:04.650
Yan Chow: Having worked in innovation at Kaiser permanente today it's an $89 billion organization with a complex management structure.
48
00:07:05.250 --> 00:07:16.350
Yan Chow: 300,000 employees and several regions across the US I really appreciate how difficult it can be to defuse a new technology across many business units and geographies.
49
00:07:17.340 --> 00:07:31.620
Yan Chow: frank, you were able to adele recently also large organization with 160 5000 employees, you were able to direct the expansion and scaling of an automation type from across the company i'd love to hear how you did it.
50
00:07:32.790 --> 00:07:41.250
Frank Kelly: Sure, so you know we started in, as I mentioned, we sat in that shared services organization right we started with a leader who understood.
51
00:07:42.330 --> 00:07:50.490
Frank Kelly: that these new technologies right technologies that can be democratized out into the business right key factor there.
52
00:07:51.300 --> 00:07:57.930
Frank Kelly: should be pushed close to the way the work is done right So if you want to get more efficient, you have to move the tools close to where the work is being done.
53
00:07:58.590 --> 00:08:06.060
Frank Kelly: And so, so our leader there's decided hey you know, we want to bring in automation tools, these new types of intelligent automation tools.
54
00:08:06.450 --> 00:08:12.900
Frank Kelly: But we want to change the way that it's deployed in the business so in so I take a step back right so with Dell so.
55
00:08:13.500 --> 00:08:21.240
Frank Kelly: You know, we we have one of the biggest our PA programs in the country right, so we automated over 1000 processes conservatively we were running.
56
00:08:21.660 --> 00:08:29.580
Frank Kelly: You know hundred million dollars, plus through our ecosystem every year right growing at a 60% you know compound annual growth rate.
57
00:08:30.450 --> 00:08:37.350
Frank Kelly: You know, and just trying to drive it to be viral within the business right, so we started small we started that shared services organization.
58
00:08:37.830 --> 00:08:42.930
Frank Kelly: We got some quick wins right so and we partnered with some key some key.
59
00:08:43.680 --> 00:08:49.920
Frank Kelly: departments right, so we partnered with HR right from the beginning, because we knew we would have some identity and access management issues.
60
00:08:50.370 --> 00:08:54.300
Frank Kelly: We partnered with our cyber security team and our it team, so that we could set the.
61
00:08:54.990 --> 00:09:00.960
Frank Kelly: Set the infrastructure up right, and so, then we just started, we started getting key wins and we started to move fast right so.
62
00:09:01.230 --> 00:09:05.280
Frank Kelly: We bought the software, we want you know the autumn will use the automation anywhere platform.
63
00:09:05.610 --> 00:09:12.660
Frank Kelly: which was the easiest to learn how to use and once you learn how to use it, it was easiest to create automation is with which is a key differentiator right, because we really.
64
00:09:13.050 --> 00:09:20.580
Frank Kelly: In order for the technology to go viral within the business unit, we needed that we needed to be easy to use right we needed to be easy to consume.
65
00:09:21.420 --> 00:09:27.990
Frank Kelly: And so we did that, and I will say you know, there was some fatigue in the.
66
00:09:28.800 --> 00:09:35.700
Frank Kelly: In the business units around automation right so as we approach the business units and we said hey we want you to identify areas to automate.
67
00:09:36.150 --> 00:09:39.720
Frank Kelly: so that we could you know start getting some better business outcomes.
68
00:09:40.530 --> 00:09:44.850
Frank Kelly: You know a lot of the business units kind of pushed back, they said hey listen we've gone through these cycles before.
69
00:09:45.090 --> 00:09:50.670
Frank Kelly: You know people have asked us about automation we make lists we write specs and then they nothing happens to them, you know so.
70
00:09:51.030 --> 00:09:57.360
Frank Kelly: So, but this time it was going to be different, because they were going to do the automation is on their own right, so they were excited about it, we got them really excited.
71
00:09:58.950 --> 00:10:08.820
Frank Kelly: And then we set up the whole the whole program right, so it TAO we chose a federated model right, so we said we want this to be out in the business units we don't want it to be centralized.
72
00:10:09.180 --> 00:10:14.730
Frank Kelly: We don't want to be a bottleneck because we've seen i've seen that in my in my time here with automation anywhere.
73
00:10:15.150 --> 00:10:20.820
Frank Kelly: i've met with over 150 customers and I can see the programs where somebody tried to have a centralized Program.
74
00:10:21.090 --> 00:10:28.020
Frank Kelly: They got through, as you mentioned, Dr CHA right scaling is very difficult right, so they get through 1015 if they're lucky they get to 50 processes.
75
00:10:28.380 --> 00:10:32.910
Frank Kelly: And then the team that was automating those the centralized team that was creating those animations.
76
00:10:33.360 --> 00:10:46.230
Frank Kelly: has now flipped hats and then now the team that's supporting those automation right so so very difficult to grow, when you have a centralized model like that, so when I when I left Dell, we still have the equivalent of about 200.
77
00:10:47.520 --> 00:10:51.630
Frank Kelly: citizen developers doing doing development work at least part time right so.
78
00:10:51.930 --> 00:11:01.140
Frank Kelly: So it was definitely the way it was definitely the way to go with the Federated model with citizen developers and you know we you know we just we wanted to drive growth right and so.
79
00:11:01.650 --> 00:11:08.490
Frank Kelly: As we hit the hurdles we try to get through them, you know, we had hurdles around how these automation is going to log in and out of systems we figured that out.
80
00:11:09.060 --> 00:11:24.090
Frank Kelly: We had hurdles around what's the right governance right, so this is, you know this tool, our PA presents itself, for you know, like touch yet strong governance right that was acceptable to all the folks there and then to be honest, if we looked at the traditional.
81
00:11:25.290 --> 00:11:31.500
Frank Kelly: Methods for automation where you write the spec you go to it with the request, if you have some budget they'll put it on the roadmap.
82
00:11:32.310 --> 00:11:40.080
Frank Kelly: It was kind of that you know if this kind of like two buckets they are right, so the it roadmap has the stuff that it works on which is traditionally.
83
00:11:40.560 --> 00:11:47.070
Frank Kelly: The larger projects, right now, p upgrade or you know, a new service that's going to add a lot of value to the business.
84
00:11:47.430 --> 00:11:52.590
Frank Kelly: And then, a lot of the requests from the business units kind of sending another bucket and it works on them as they get time to do it.
85
00:11:53.070 --> 00:11:59.340
Frank Kelly: Right, so that created a lot of fatigue in the business and it actually was a really big Blocker right because I would contend that.
86
00:11:59.700 --> 00:12:12.300
Frank Kelly: Everything that was on all the value on the it roadmap I would I would contend, as another bucket inside the business units, just as big if not bigger of automation opportunities, where the business units just due to that fatigue is decided that hey.
87
00:12:13.050 --> 00:12:17.580
Frank Kelly: i'm not going to put those requests in because i'm still waiting i'm still waiting for other things to be automated.
88
00:12:18.330 --> 00:12:24.870
Frank Kelly: You know i've been through that journey before nothing's happened so so you have this other bucket of value right so.
89
00:12:25.710 --> 00:12:34.080
Frank Kelly: You know, we were able to unlock a lot of that with the citizen developer program right, and you know the citizen developers came to us, we had a really good training.
90
00:12:34.980 --> 00:12:41.250
Frank Kelly: module and then they go back and they start small and we didn't care we just wanted it to go viral we wanted people to be advocates for the technology.
91
00:12:41.700 --> 00:12:47.160
Frank Kelly: And so they started small so it's not like they had a big hurdle, because they would outsource the automation creation.
92
00:12:47.520 --> 00:12:53.130
Frank Kelly: right they started, maybe they did something that was 10 hours a month, and then they did some something else, it was a couple of days a month.
93
00:12:53.610 --> 00:13:01.530
Frank Kelly: And then they started getting really confident around the tool they saw that the tool was reliable that they could create really cool automation.
94
00:13:02.010 --> 00:13:08.370
Frank Kelly: And then they just started they started growing bigger and bigger right and we got some really big use cases there things like around.
95
00:13:09.090 --> 00:13:15.630
Frank Kelly: queue management is a big opportunity for our PA right things sit in the queue waiting for analysts, to get them to work on it right and.
96
00:13:15.930 --> 00:13:27.360
Frank Kelly: In general, analysts to staff, based on uniform demand but demand is not very uniform right it comes in Spikes you know end of quarter or holiday season, you know, whatever it is, it causes a spike in demand and so.
97
00:13:28.350 --> 00:13:42.270
Frank Kelly: You know, we would, so the business units would create bots to as soon as something shows up in a queue it does a bunch of work before the analysts gets it and then, when the analyst gets at 60% of the works already done so, really cool use cases they are really cool value created.
98
00:13:42.630 --> 00:13:48.360
Yan Chow: yeah that really resonates you know when I was a Kaiser That was exactly the situation you have a lot of workload.
99
00:13:48.840 --> 00:13:58.110
Yan Chow: You know product projects that need to be done and get into the it queue and it would be wouldn't get done, you know, for years, and so the business units got very.
100
00:13:58.650 --> 00:14:06.180
Yan Chow: disillusioned and so therefore you get these shadow it organizations, where they're trying to do what needs to be done in the business.
101
00:14:06.570 --> 00:14:21.630
Yan Chow: Apart from it, which is not a good idea, I really like the idea of having citizen developer, where you start the process, so you don't have to wait and actually the domain knowledge that's with the business unit, so it makes a lot of sense in spreading the innovation frank.
102
00:14:22.800 --> 00:14:29.880
Yan Chow: Did you have to use push or pull or was that pretty much was it a mandate to spread it across tell or.
103
00:14:30.390 --> 00:14:35.610
Frank Kelly: solution we looked at those things there was natural growth, you know.
104
00:14:36.000 --> 00:14:44.820
Frank Kelly: Dell is a leader in its space right, and so, if you look at businesses that are leaders right there early adopters of new technologies they're constantly transforming right and so.
105
00:14:45.600 --> 00:14:56.520
Frank Kelly: So Dell is like that right so emc was the same way, and so, and so, and they know good leaders know that hey I need to be above average in my industry or i'm going to.
106
00:14:56.580 --> 00:14:57.600
Frank Kelly: Not to lose.
107
00:14:58.410 --> 00:15:03.900
Frank Kelly: You know, lose a competitive edge there right so so we went we did the missionary work to all the business units.
108
00:15:04.350 --> 00:15:20.400
Frank Kelly: They saw the value in the technology they saw the value in having their own teams do the automation you know we put a really good team in place to support it right, so our coo coo team, you know did support where the citizen developers did l one support and change management and so.
109
00:15:21.540 --> 00:15:33.390
Frank Kelly: You know, worked out, really, really well so initially we did the missionary work we work with the team, this is what the technology can do, then we will get down a level to you know the business process owners and the SMEs and the global process owners.
110
00:15:33.840 --> 00:15:39.690
Frank Kelly: And then they really started to drive it and then, and then it just became nirvana right, so we were just the seal week team was just.
111
00:15:39.990 --> 00:15:48.540
Frank Kelly: Managing you know technology, making sure there was enough of it, they are when the business units were demanding it it really went viral throughout the business, I mean it was.
112
00:15:48.660 --> 00:15:50.250
Frank Kelly: wow really good yeah.
113
00:15:50.640 --> 00:16:00.690
Yan Chow: Did you did you have to sort of do a self assessment from maturity and I know you'd like to think about the different maturity levels as you scale Maybe you can talk to that a bit.
114
00:16:01.470 --> 00:16:07.290
Frank Kelly: yeah we did so, you know we were challenged by the executive leadership team, so a couple things happen right so.
115
00:16:07.800 --> 00:16:20.430
Frank Kelly: So people really saw the value in driving this automation tool into the business, and so, so we had some visibility pretty high up in the organization and then as programs came along, like finance of the future right HR of the future.
116
00:16:20.970 --> 00:16:36.270
Frank Kelly: Where the leaders are really looking at how do I transform my my my business unit to be competitive, five years from now, you know we got attached to those and so, so the executives then we're looking at us and say Okay, you know, we have all these technologies out there right we have.
117
00:16:37.290 --> 00:16:47.160
Frank Kelly: You know, you know, Ai you know is it's still in its infancy, but there's there's some good engines out there now, we have our PA we have intelligent automation like where's the whole thing going.
118
00:16:48.270 --> 00:16:59.190
Frank Kelly: So we took a step back and we thought to ourselves Okay, this is really around you know, a part of it is really around human capital management right and how do people or approach that as they get demands for work.
119
00:17:00.030 --> 00:17:10.680
Frank Kelly: And we were, and so we came up with this idea of well you know, we want to strategically, so I know star wars are strategically we want folks to think of their.
120
00:17:12.300 --> 00:17:16.980
Frank Kelly: Human capital management, as you know how do I self service with digital workers.
121
00:17:17.190 --> 00:17:17.580
Frank Kelly: Right.
122
00:17:17.850 --> 00:17:28.500
Frank Kelly: And so, and that was kind of our North star there and we started to figure out Okay, how can we deliver digital workers in less time than it would take a company to identify on board and train.
123
00:17:29.040 --> 00:17:35.730
Frank Kelly: You know, a traditional full time employee or or contract or outsource the work right so.
124
00:17:36.360 --> 00:17:45.690
Frank Kelly: So that was kind of I know what style we started to do that adele which was really cool and how we did it was all the citizen developers kind of contributed their blocks of code right, it was like hey.
125
00:17:45.690 --> 00:17:48.750
Frank Kelly: let's get these building break the code down into the basic building blocks.
126
00:17:49.200 --> 00:18:00.900
Frank Kelly: And then, as new demand comes comes along let's switch it back together really quickly you know the newest now there is two weeks right and maybe it also pings and I enjoy maybe a cause an API maybe.
127
00:18:01.260 --> 00:18:04.650
Frank Kelly: It uses an intelligent document processing tool like a coupon.
128
00:18:05.100 --> 00:18:12.930
Frank Kelly: You know, so you can stitch all those things together back together quickly, and you can only do it because you've democratize the technology out into the business units right so.
129
00:18:13.710 --> 00:18:30.270
Frank Kelly: You know it's it's it's it's it's really you know that's the way to do it, you know, and so in healthcare I think it's it's there's some big opportunity there so Dr john Maybe you can walk us through what do you think some of the key issues are that face healthcare.
130
00:18:31.290 --> 00:18:33.780
Frank Kelly: It when they when it comes to adopting intelligent automation.
131
00:18:34.410 --> 00:18:35.040
Yan Chow: yeah I think.
132
00:18:36.870 --> 00:18:44.370
Yan Chow: Health care don't know much about other industries, but healthcare is one of the most heavily regulated and cautious industries in the world.
133
00:18:44.820 --> 00:19:02.790
Yan Chow: And that makes for very slow adoption, I think there was a study that showed it takes takes 17 years for any new proven technology to take hold and healthcare, but when I think back to the my experience at Kaiser and the implementation of the huge ehr electronic health record project.
134
00:19:04.080 --> 00:19:16.950
Yan Chow: It was sort of mission critical there was there was no choice, in fact, there was a choice, the choices that you didn't do it you'd have to do with paper records for the paper records are going away so there really was no choice, and so it was both push.
135
00:19:17.970 --> 00:19:24.780
Yan Chow: In the beginning and pull later, I would say today if you go to Kaiser nobody would give us a medical record, but in the beginning.
136
00:19:25.290 --> 00:19:36.390
Yan Chow: It was you had to learn how to do it, and I think one of the good things that Kaiser did was put a lot of resources into education persuasion and training and then.
137
00:19:37.020 --> 00:19:46.530
Yan Chow: I remember my first day of using the HR there was actually a person behind me watching me during my stuff and he was available to answer questions which is.
138
00:19:47.100 --> 00:19:57.210
Yan Chow: You know very, very normally in in health care, you know you don't have it people watching your shoulder shoulder and I was given an hour per patient, and so it got to the point where.
139
00:19:57.660 --> 00:20:04.620
Yan Chow: I was asking my patient my regular patient, you know, do you have anything else you want to talk about because we have another 45 minutes so.
140
00:20:05.250 --> 00:20:13.800
Yan Chow: it's very, very unusual for healthcare anyway, so that was how we got adopted, but I think it's there are barriers like that and healthcare that are structural.
141
00:20:14.280 --> 00:20:24.750
Yan Chow: that are required by regulatory agencies required by peers that you can't get around you can't really automate a lot of it, but you can automate the paperwork and I think that's a good place to start.
142
00:20:25.380 --> 00:20:37.710
Yan Chow: Now the other thing is that we've run into some issues with organizations, having hesitancy to automate clinical processes, and you can see that, I mean why, why would somebody.
143
00:20:38.820 --> 00:20:44.850
Yan Chow: Let a Bot touch your medical record, but if you really think logically bots are a lot more accurate people.
144
00:20:45.630 --> 00:20:56.310
Yan Chow: They don't take they don't ever get sick they don't take days off they don't feel unwell they don't make errors and so I think we're going to get to the point, eventually, where we're going to start becoming.
145
00:20:57.420 --> 00:21:06.930
Yan Chow: comfortable with incremental steps in elevating the risk the perceived risk of bots I think actually bus to reduce risk and healthcare.
146
00:21:07.530 --> 00:21:15.180
Yan Chow: But I think there are lots of areas and health care right now we're mostly in the back office but there's so much opportunity, in fact, we.
147
00:21:15.960 --> 00:21:24.720
Yan Chow: Just created a DEMO with our product, the interface product we're an er Doc busy emergency room doctor can actually track.
148
00:21:25.200 --> 00:21:40.740
Yan Chow: Patients that say 40 to 50 patients across the er how long they've been in the room, but diagnosis, to have what they're still waiting for and what's next, and they can keep track much user, then this is going to the medical record and checking every every patient.
149
00:21:41.760 --> 00:21:47.700
Yan Chow: But I think I think the the progress is slow but steady and very encouraged, I would say.
150
00:21:48.810 --> 00:21:59.640
Yan Chow: There have been some key lessons that we've learned, maybe frank, you can share some of those lessons, but what do you think has been the two three most important things that that came out of the Dell experience.
151
00:21:59.910 --> 00:22:07.590
Frank Kelly: So I think I think the the major one is you want to engage the whole enterprise right, so this is a whole enterprise effort, so you have to engage the whole enterprise.
152
00:22:08.100 --> 00:22:18.090
Frank Kelly: And then you have to make it easy for people to be successful right So those are those are kind of the two key things that we draw we said, if we can, if we can make it easy for folks to consume it.
153
00:22:18.450 --> 00:22:28.380
Frank Kelly: Especially in healthcare right, so if we can, if in healthcare, you can make it easy for people to consume the technology anything you can engage and you can build that up swell throughout the whole.
154
00:22:29.730 --> 00:22:32.970
Frank Kelly: Enterprise I think you'll be really successful you know and.
155
00:22:33.960 --> 00:22:43.620
Yan Chow: set a different skill set in let's say changing people from doing things to managing a Bot that does things that you have to do a lot of preparation in terms of that.
156
00:22:44.700 --> 00:22:50.550
Frank Kelly: No, I thought it was you know when it's democratized out there, the nice thing is you actually, and this will be great and healthcare right as you.
157
00:22:50.550 --> 00:22:52.950
Frank Kelly: Actually knew were some there were some nice.
158
00:22:54.570 --> 00:23:03.270
Frank Kelly: unintended consequences from democratizing it out there, one is because the digital worker reports in into the structure of.
159
00:23:03.990 --> 00:23:12.600
Frank Kelly: You know where the work is being done now, you naturally get your segregation of duties you naturally get your compliance that you need.
160
00:23:13.290 --> 00:23:20.580
Frank Kelly: You know, so all that stuff stays there right because the the same team was managing the employees that were doing a managing the digital workers that are doing it.
161
00:23:21.000 --> 00:23:25.530
Frank Kelly: So it's very easy you don't have to reinvent the whole process in some other organization right.
162
00:23:26.490 --> 00:23:32.580
Frank Kelly: You know and and they can monitor and then they get the accuracy that they need I know you've talked in the past about accuracy around.
163
00:23:32.970 --> 00:23:39.750
Frank Kelly: You know, and I love the example you give where you know, there was a study done that humans actually when doing.
164
00:23:40.320 --> 00:23:47.940
Frank Kelly: types of work like this that error rates about 10% and you know the medicare rejection rate for reimbursement request is 10% so.
165
00:23:48.330 --> 00:24:05.760
Frank Kelly: You know, you know so getting you know getting people to be able to drive accuracy and and close those gaps is is great, you know so that's um that's that's really what we're looking for is you know just giving people the tools to improve their overall business outcomes, you know.
166
00:24:06.210 --> 00:24:14.250
Yan Chow: Now I would totally agree, I think it's like when the Internet came along it's when it's like when spreadsheets came along with the ehr came along.
167
00:24:14.760 --> 00:24:23.700
Yan Chow: At first during familiar today indispensable I think that's just another tool, you know automation platform is going to help us move healthcare.
168
00:24:24.180 --> 00:24:40.350
Yan Chow: From a 19th century structure into a 21st century industry that we can sustain and I think it's been a huge issue for many years, and I think they technology and automation is getting good enough that we can actually start to think about that so it's very exciting.
169
00:24:40.920 --> 00:24:46.830
Frank Kelly: Right, and you know one thing I you know we see a lot right, we see a lot in the business we work with a lot of healthcare companies.
170
00:24:47.580 --> 00:24:55.740
Frank Kelly: I really love the examples where, and I think folks have to really understand what's the value of that the creating doing the automation right it's not always just.
171
00:24:56.100 --> 00:25:09.120
Frank Kelly: That hey I like the bots doing the work of three people right we have countless examples that we see in healthcare, where you know the bots doing the work of three people but it's made the scheduling and the processing.
172
00:25:09.780 --> 00:25:11.790
Frank Kelly: And the deployment of work so easy.
173
00:25:12.120 --> 00:25:17.310
Frank Kelly: That now you know you have physicians that are able to do 15% more casework.
174
00:25:17.490 --> 00:25:31.410
Frank Kelly: right which is driving a huge amount of revenue margin back to the business units right so it's not so it's you know we tend, we tend to talk about we're automating work away from people to bots but we're also trying to drive business value, like in that last example that I gave.
175
00:25:31.500 --> 00:25:44.460
Yan Chow: Right right, for instance, one One example that hits close to home when I talk to my physician colleagues and friends, I sometimes see how would you like a Bot to handle your after hours email.
176
00:25:46.320 --> 00:25:53.850
Yan Chow: and the first thing they'll say is sign me up because all of them are doing two to three hours of uncompensated email at night, these days.
177
00:25:54.150 --> 00:26:03.780
Yan Chow: And that's makes for a very tough time for trying to get family time to maintain balance and that's part of the technology that's come on health care, so I see this kind of as a.
178
00:26:04.290 --> 00:26:15.090
Yan Chow: reversion to making the machine understand the doctor, as opposed to making the talk to try to understand the machine I think it's got tremendous potential I think for healthcare.
179
00:26:17.640 --> 00:26:24.930
Yan Chow: I would pay attention to in like frank was saying it's really important to get the early involvement of senior leadership, I think that's really key.
180
00:26:25.500 --> 00:26:33.090
Yan Chow: No matter how much you do at the ground level, you need to have a strategic viewpoint, because if you don't you'll see a lot of.
181
00:26:33.990 --> 00:26:46.680
Yan Chow: Attempts that stop at a certain point, and then they become eternal pilots and this this actually happened at Kaiser as well, who have eternal pilots that never end it because the interview went beyond the local scope.
182
00:26:47.640 --> 00:26:54.270
Yan Chow: And automation platform like automation anywhere really represents a strategic capability and investment, and so.
183
00:26:54.690 --> 00:27:03.540
Yan Chow: Enterprise deployment will mean the will require the C suite at some point, so it may start locally, the address a specific pain point we have seen that a lot.
184
00:27:04.170 --> 00:27:12.840
Yan Chow: but really it should go beyond that it should be part of a healthcare systems standard, I was a standard general infrastructure in the future, just like everything else.
185
00:27:13.710 --> 00:27:20.790
Yan Chow: The second point is, I think timing is key, is so important, different health organizations have different pieces of automation and innovation.
186
00:27:21.360 --> 00:27:27.000
Yan Chow: at which they can ingest new things if a health care system, for instance, and this is true for Kaiser.
187
00:27:27.840 --> 00:27:40.440
Yan Chow: If a health care system is undergoing ehr implementation or replacement that effort is really going to hurt its ability to look at other technologies, so the same hole so reorders emanates whatever you have.
188
00:27:40.950 --> 00:27:51.180
Yan Chow: I think timing is really important, but on the other hand, I think coven 19 really upset that timing, that I think it's really driving a lot more automation much faster.
189
00:27:51.810 --> 00:28:00.120
Yan Chow: And finally, I think the third thing i'll mention is that there is a strategic development roadmap that organizations should think about.
190
00:28:00.840 --> 00:28:09.390
Yan Chow: Initial automation spike be narrow and specific, but if you have if you knew that many processes in the future will need to access a certain portal database, for example.
191
00:28:09.840 --> 00:28:19.350
Yan Chow: You might strategically developed that capability as a discrete module that can be repurposed many times and so your development effort becomes more strategic more cost effective.
Yan Chow: frank any other thoughts.
Frank Kelly: i'm just no just you know I can't encourage folks enough to really go out there and really start to adopt the technology right because it can really have a huge impact on your business unit.
Yan Chow: So follow up. Dr Chan yeah yeah well, I was gonna say thank you to the audience so much for your interest it's half hours gone by very quickly hope you find some useful information in this discussion. I would encourage you to get in touch with us if you'd like to learn more about our state of the art native cloud based intelligent automation platform. And or have processes in your organization, you want to you want to help get some help with our website is automation anywhere.com and we also have a virtual booth here at the conference with a link to a maturity assessment that you can actually take for your own organization and many other resources as well, so thank you so much, on behalf of frank and myself, for attending for your interest we're available if you want to reach out i'm certainly available and LinkedIn of your LinkedIn and hope to talk to you in the near future, thank you.
Frank Kelly: me as well, thank you very much.