P e r va s i ve M o bile Computing i n H e a l thcare R e q u i r e s R obust Infrastructure

Transcription

1 V E N D O R S P O T L I G H T P e r va s i ve M o bile Computing i n H e a l thcare R e q u i r e s R obust Infrastructure October 2013 Adapted from Business Strategy: A Framework for Mobile Transformation in Healthcare, by Lynne A. Dunbrack, IDC Health Insights, #HI Sponsored by Juniper Networks The use of mobile technology by consumers and healthcare professionals is on the rise. Mobile device use has expanded beyond voice and to include such online activities as using search engines, downloading software application, and using social networking sites. Increasingly, healthcare consumers will want to use their mobile device to interact with their health plans and healthcare providers. Healthcare professionals and business executives will also want to leverage mobile technology to be more productive and efficient. As a result, a mobile transformation is looming for healthcare organizations to successfully compete in an increasingly mobile world. But mobility is more than just about the device itself. Mobile transformation will have a profound impact on the entire organization, from the business units and clinical services to the IT organization. A solid mobile network architecture will be required to meet healthcare organizations' demand for mobile solutions. This Vendor Spotlight examines the stages of mobile transformation in healthcare, and the impact the resulting pervasive computing will have on the underlying network infrastructure and data center. It also discusses Juniper Network's vision for network enabled patient care. A Framework for Mobile Transformation in Healthcare The mobile transformation of healthcare will have a profound impact on IT because mobile is not just a device, but a strategic architecture that drives decisions across the healthcare enterprise and impacts people, process, and technology. Healthcare organizations will need a mobile transformation framework to guide them through the myriad of decisions related to mobile transformation. Key Strategic Elements The widespread adoption of mobile devices by consumers and clinicians, and their subsequent increased demand to use mobile technology over other traditional channels, is causing providers and payers to transform how they interact with their constituents, how employees provide services and clinicians deliver care and, ultimately, how IT needs to evolve to support various mobile initiatives. End-User Transformation Consumers are becoming accustomed to high-touch, highly personalized communications through preferred channels used by other industries and will come to expect the same ability to interact with payers and providers using mobile channels. Industry studies show that consumer preference for electronic communication with their healthcare provider is increasing and that consumer use of mobile technology for health-related activities is also growing. IDC 1566

2 To meet the mobile demands of the healthcare consumer, healthcare organizations will need to think strategically about mobile technology and the role it will play in their consumer engagement initiatives. Consistency of experience across channels (e.g., Web, mobile) will require careful coordination. Healthcare organizations will need to determine the level of personalization and customization that they will deliver to their member/patient end-users and how their overall mobile strategy will affect usability, design, and ultimately the end-user experience when interacting with the organization. Enterprise Transformation Payers and providers will need to evaluate the organization's ability to deliver a mobile solution to meet the mobile demands of healthcare consumers (i.e., external end-users). The first step is to review departments that influence the consumer experience, such as marketing, product management, member or patient services, operations, and policy administration to make sure they are aligned to support the new mobile end user. In addition, consumerization of IT is well under way in healthcare with clinicians and other staff members wanting to use their own mobile devices to access healthcare information systems while at work, or in the case of clinicians, while on call. This BYOD debate is currently taking place in many healthcare organizations and will have a profound impact on how IT will respond to support both current and future employees at the pace at which mobile technology is changing. IT Transformation The increasing number of access channels and mobile devices, while managing consumer and employee expectations will present particular challenges for IT. For healthcare organizations to be successful, especially when it comes to consumer engagement, IT can no longer dictate how endusers and the enterprise interact. True IT and business alignment and an understanding of the changing business issues brought about by mobile technology will be critical to IT and mobile business transformation. Only then will IT be able to begin evaluating its readiness for mobile transformation by reviewing the organization's governance, policies, tools, and technology decisions to be made. Key Focus Areas As healthcare organizations evaluate the impact of mobile transformation on end users, the enterprise, and IT, and begin to develop their mobile strategy, there are a number of key questions to be addressed regarding strategic intent, people, process, and technology. Strategic Intent. First and foremost, the healthcare organization should determine why it is pursuing a mobile strategy. Healthcare organizations should focus on understanding the strategy and business drivers, determining who will own the strategy, and developing a business case for mobile transformation. People. Next, the healthcare organization should evaluate whether IT and the lines of businesses are appropriately staffed to execute its mobile strategy. What impact will mobility have on the organizational structure and culture of the enterprise? Process. Careful attention to process issues such as governance, policy, and compliance can make the difference between success and failure when it comes to rolling out new technology. Technology. Last, but certainly not least, is technology. There are numerous decisions to be made about devices and operating systems, applications, mobile software and enterprise applications, services, and infrastructure, as well as end-user requirements. Ensuring IT and IDC

3 business alignment will mitigate the risk of investing in technology that does not meet the needs of healthcare organization's mobile transformation. Security and Network Infrastructure Considerations for Mobile Transformation The underlying network infrastructure is the foundation for mobile transformation. Without a robust infrastructure healthcare organizations cannot successfully progress through the five stages of the maturity model. At each stage of the maturity model, which is described below, healthcare organizations should consider the four key measures intent, people, process, and technology each of which contributes to the ability to advance toward higher levels of mobility competency and maturity. Successful deployment and use of mobility solutions depends on a multipronged approach guided by a strategy that accounts for human and capital resources, business and IT processes along with technology. As healthcare organizations progress along the path towards mobile maturity moving from ad hoc, one-off projects to clearly articulating and executing a mobile transformation strategy, they need to take stock of current network infrastructure and security technologies. Key technology and infrastructure questions are presented in Table 1. T A B L E 1 K e y T e c h n o l o g y Q u e s t i o n s Focus Areas Security Infrastructure Questions How does the organization balance security with usability? Is there a defined mobile security policy? Will users be allowed to store data on the device? What security provisions are required to be HIPAA compliant (e.g., data encryption, multifactor authentication, mobile included in risk assessment)? How are devices secured in the event of loss or left (e.g., remote wipe and device lock)? What are the security implications of a BYOD policy? How will employee-liable devices be secured? What security components are incorporated into the mobile application itself? Will a VPN connection be required at both the device level and the application level, or just at the device or application? What effect will a deployment of hundreds or thousands of devices have on the healthcare organization's infrastructure (e.g., wireless networks, data centers)? Will the wireless network be able to handle the growth in mobile data traffic in terms of reliability and performance? What new software and solutions may be required to manage the healthcare organization's mobile infrastructure with a major increase of data? As infrastructure requirements increase, should the healthcare organization consider third-party providers to offload support and services? Sources: IDC Health Insights, 2013 IDC's Mobility Maturity Model: Five Stages of Progress IDC's Mobility Maturity Model framework identifies the stages, critical measures, outcomes, and actions required for companies to move effectively through the stages of mobile transformation. This 2013 IDC 3

4 maturity model provides an enterprise with the building blocks for developing a road map for enterprise mobility. Healthcare organizations use IDC's Mobility Maturity Model to maximize return on investments (ROIs) in mobility and related technology, people, and processes. Additionally, the maturity model provides a tool to encourage and improve intra- and intergroup collaboration in defining and executing the healthcare organization's mobility strategy and in promoting and encouraging the use of mobility solutions. IDC's Mobility Maturity Model, depicted in Figure 1, includes five stages. F I G U R E 1 I D C ' s M o b i l i t y M a t u r i t y M o d e l : F i v e S t a g e s o f P r o g r e s s Repeatable Managed Optimized Ad Hoc Opportunistic Prove value of mobility with proof-of-concept or pilot projects Reap early-stage benefits and increase constituent buy-in with initial mobility implementations Improve cost/benefit performance of continued implementations with integrated capabilities in mobility Drive competitive differentiation with enterprisewide governance and management in mobility Sustain leveraged competitive advantage with continuous improvement and innovation in mobility Source: IDC Health Insights, 2013 Ad Hoc Description. Healthcare organizations at the ad hoc stage often launch mobility projects to address a single business or clinical question in an environment lacking a mobility strategy and strong management interest or support. These are usually unbudgeted proof-of-concept (POC) or pilot projects based on individual or small workgroup efforts. Goal. The primary mobility goal of healthcare organizations at the ad hoc stage is to provide decision makers with information that proves the value of individual mobility projects. Projects usually focus on a key capability with near-term, easily measurable benefits; ROI; or competitive advantage. Opportunistic Description. Healthcare organizations at the opportunistic stage take the lessons learned from mobility pilot projects and apply them to newly identified requirements as they are surfaced by departments or line-of-business (LOB) units that have allocated project-specific budgets IDC

5 Goal. The primary mobility goal of healthcare organizations at the opportunistic stage is to reap early-stage benefits and constituent buy-in for broader mobility investments while transforming key business processes. Projects typically serve unique business or clinical units needs and often enable the healthcare organization to transform or enable key mobile processes. Repeatable Description. Healthcare organizations at the repeatable stage are involved in recurring, budgeted, and funded mobility projects with business unit level stakeholder buy-in. These mobility projects are undertaken within a documented business or clinical unit level mobility strategy that includes project management. Goal. The primary mobility goal of healthcare organizations at the repeatable stage is to improve the cost-benefit performance of continued implementations by establishing mobile architecture and governance standards and the early components of a foundation for continued mobile capabilities. Managed Description. Mobility program standards emerge as healthcare organizations enter the managed stage. These healthcare organizations have developed a cross business unit level mobility strategy, and there is enterprisewide budget with upper management support. A wide range of unique capabilities have been deployed, integrated as necessary, and broadly adopted. Goal. The primary mobility goal of healthcare organizations at the managed stage is to drive real competitive differentiation with widespread mobile-enabled business processes. Optimized Description. Healthcare organizations at the optimized stage ensure continuous and coordinated mobility process improvement and value realization. New mobile capabilities or extensions are delivered quickly because of the strong foundation of intent, people, process, and technology. Goal. The primary goal of healthcare organizations at the optimized stage of mobility is to achieve continuous mobile innovation that sustains competitive advantage by leveraging investments in mobile technologies, processes, policies, and resources. Ongoing experimentation and innovation lead to continuing deployment of new and enhanced business processes and apps. The resulting transformative capabilities provide the foundation to act and capitalize on new opportunities, mitigate risk, and succeed at scale. Benefits of a Solid Security and Network Infrastructure As healthcare organizations begin to move through the five stages of mobile maturity they will need to build out a solid security and network infrastructure. Pervasive computing and clinical mobility are placing new demands on the data center and IT organization. Robust security technologies and network infrastructure can address these new demands for: Connectivity. Clinicians are demanding instant-on, always-connected devices. As they move about the hospital they want the ability to move seamlessly between networks without having to establish a new connection. Performance. Clinicians are also demanding technology that works with them in think speed, whether that technology is the electronic health record (EHR) or an mobile point of care solution. For example, stat results should be delivered with zero latency IDC 5

6 Manageability. The sheer number of mobile devices used across the enterprise will require the ability to automate the provision of devices, manage device inventory, and deploy, install, update, delete, and block applications on mobile devices. Usability. Different use cases require different form factors, and ease of use is a major consideration when selecting which type of mobile device to deploy to nurses, midlevel practitioners, physicians, and allied health clinicians. The network should be device agnostic. Security. The use of a wide variety of endpoint devices creates its own unique set of security challenges. The ability to establish security at the user-level enables network access to be controlled regardless the device the user chooses to use at any given time. Juniper Networks: Network Enabled Patient Care Juniper Networks (NYSE: JNPR) was founded in 1996 by Pradeep Sindhu to design and sell high performance routers to provide access to the bourgeoning Internet. Today, Juniper Networks powers 60% of the Internet's transactions and all 130 service providers (e.g., wireline and wireless carriers, cable and satellite operators, content and Internet services providers, and cloud and data center providers) run on Juniper Networks. The Sunnyvale, CA-based company has more than 9,600 employees and 123 offices in 47 countries. Revenue for 2012 was $4.4 billion. Juniper's vision for healthcare is "to facilitate the transformation of healthcare through network enabled patient care." As more healthcare information is digitized, patient data will be increasingly shared amongst a growing number of care collaborators and clinicians will increasingly use smartphones and tablets to access data, medical devices and clinical systems. This will drive the need for secure, reliable, high performance wired and wireless networks as the primary enabling technology and the driver for a connected medical world needed to drive better patient outcomes. Healthcare CIOs cannot afford to have the network go down, leaving critical electronic health information inaccessible to clinicians providing care to their patients. Juniper s Network Enabled Patient Care Portfolio is a range of solutions that enable better caregiver mobility, provide a connectivity strategy for the complete healthcare ecosystem (people and machines), and offers a platform to deliver bandwidth intensive new care models all while providing a comprehensive strategy for safeguarding patient data. It includes the following core components. Unified Access Network for Healthcare. An integrated portfolio of resilient switching, security and wireless products that provides a high performance wired and wireless network infrastructure. The solution is both device- and application-agnostic meaning healthcare users can use the device of their choice to access the network securely and the network will support voice, video and data regardless of endpoint or application vendor. Wireless connectivity is the predominant means of access to the network. Secure Clinical Mobility Network. A portfolio of security technologies that enables healthcare organizations to securely access health information anywhere, anytime and from any device. IT departments are able to not only control network access regardless of the device used, but control who has remote access to the network. The device-agnostic solution enables healthcare organizations to securely execute a BYOD strategy. Next Generation Healthcare Data Center. Juniper's Data Center Network solution is designed to simplify the network infrastructure in the healthcare data center by eliminating the aggregation layer of switching thus moving from a complex three-tiered tree structure to a simpler two- or onelayer architecture. The Next Generation Healthcare Data Center uses open extensible network automation software and leverages virtualization technologies, making it a cloud-ready data center solution IDC

7 In addition, Juniper offers a wide range of networking technologies that enable healthcare organization to secure and manage their wired and wireless networks cost effectively, including: Junos Pulse and MAG Series Gateways enforce a comprehensive, unified access policy across wired and wireless networks on a user, role, device and application aware basis. Juniper Virtual Controller Cluster technology that prohibits the network from crashing in the case of an unexpected controller outage during power failures or other extreme events and that enables in-service software upgrades, eliminating maintenance windows and thus ensuring carrier class network availability in an industry that truly is 24/7. The JUNOS operating system runs across Juniper Networks' switching, routing, and security devices greatly simplifying all devices in the network architecture. Junos Space Network Director provides a "single-pane-of-glass" to manage switches, firewalls, and wireless elements for both wired and wireless networks across the healthcare organization and the data enter. Junos WebApp Secure, a web intrusion deception system, detects, tracks, profiles, and prevents hackers in real-time. Challenges and Opportunities The market challenges that Juniper Networks and its customer face can also present opportunities for a company with a broad portfolio of network infrastructure solutions and experience running mission critical networks. Continuous Operations. Many healthcare settings are 24 by 7 operations requiring round the clock access to mission critical clinical applications, which are increasingly becoming mobile solutions. In extreme situations, lack of access to essential patient health information could mean the difference between life and death. Thus, uptime, computing performance, and reliability are critical considerations when evaluating network infrastructure. HIPAA Omnibus Rule Effective September 23, As more patient information is moved into EHRs and made accessible both inside and outside the organization via a range of devices, including mobile devices, the risk of a privacy breach rises. The HIPAA Omnibus Rule published in January 2013 is effective September 23, The Omnibus Rule implements the new privacy and security provisions proposed under ARRA's HITECH Act. As a result, privacy breach notification, minimum use, and disclosure reporting requirements become more stringent. The risks and liabilities associated with privacy breaches increase and annual penalties for violations can total up to $1.5 million per provision, up from $25,000. Shift from wired to wireless networks. The proliferation of mobile devices accessing the network, including those devices that belong to patients, their family members and other parties to whom only guest network access is appropriate, is pushing more traffic to wireless networks. Mobile networks will be challenged by data traffic from streaming video for patient education, videoconferencing for telemedicine services, and large medical image transfers. Conclusion The highly collaborative and mobile nature of clinical teams makes the strategic investment in clinical mobility solutions essential to meet the intense demands being placed on healthcare providers today. As mobile solutions become more mission critical, a solid and scaleable IT infrastructure is critical to ensure their performance reliability, and ability to scale. Furthermore, the proliferation of mobile devices in use in today's healthcare environment will result in more pervasive computing, which will 2013 IDC 7

8 place new demands on a healthcare's network infrastructure and data center. Significant capabilities need to be delivery in terms of connectivity, performance, manageability, usability, and security. IDC believes that the market for U.S. clinical mobility will continue to grow, and to the extent that Juniper Networks can address the challenges described in this paper, the company will play an important role proving the robust network infrastructure required to execute a mobile strategy. A B O U T T H I S P U B L I C A T I ON This publication was produced by IDC Health Insights Go-to-Market Services. The opinion, analysis, and research results presented herein are drawn from more detailed research and analysis independently conducted and published by IDC Health Insights, unless specific vendor sponsorship is noted. IDC Health Insights Go-to-Market Services makes IDC Health Insights content available in a wide range of formats for distribution by various companies. A license to distribute IDC Health Insights content does not imply endorsement of or opinion about the licensee. C O P Y R I G H T A N D R E S T R I C T I O N S Any IDC Health Insights information or reference to IDC Health Insights that is to be used in advertising, press releases, or promotional materials requires prior written approval from IDC Health Insights. For permission requests contact the GMS information line at or gms@idc.com. Translation and/or localization of this document requires an additional license from IDC Health Insights. For more information on IDC Health Insights, an IDC company visit For more information on IDC visit or for more information on GMS visit Global Headquarters: 5 Speen Street Framingham, MA USA P F idc-hi.com IDC