Challenge
Leadership of the health plan arm of an integrated care organization wanted insight-driven decision-making to become the cultural norm. They had the right people and technology but weren’t able to make this vision a reality. When we assessed the situation, we found that the organization’s decentralized operating model and a lack of analytics strategy prevented success.
Our customer’s current data and analytics service model had grown organically without structure. Analytics technology existed, but there was no strategy guiding how the technology enabled their analytic capabilities.
Their data and analytics team developed solutions in a reactive manner, acting as a service rather than a strategic partner. Without a clear analytics strategy governing their asset development, the analytics team pulled the same data and created similar assets without leveraging prior requests and institutional knowledge. Knowledge sharing and cross-training were limited.
Previous attempts to reorganize data and analytics teams failed, which led to a strong sense of change fatigue across the analytics organization. This led to doubt as to whether another attempt to improve analytics would be successful.
Opportunity
It was time to rethink and reimagine the role data and analytics would play in the future success of the business. Data-driven insights are a competitive advantage. This health plan needed an analytics operating model, structure, and culture that used insights to unlock their strategy.
In particular, the organization needed analytics to help drive their strategic initiative of value-based care (VBC). However, they didn’t know how to develop analytic products that would achieve this goal.
Approach
Defining a vision for analytics
Point B collaborated with this team to imagine an ideal future, beginning with the end in mind. We started with the basics, like data inputs, metrics, and key insights needed, but evolved them for the realities and nuances of a health plan.
Leveraging Point B’s Analytics Building Blocks concept, we defined the organization’s core business objectives and aligned the analytics capabilities required to achieve them, such as improving member and provider experiences and enabling value-based care contracting. These building blocks serve as the foundation for analytics, including analytics strategy, architecture, and operating model.
Our data and health plan experts customized this model to the client’s specific industry and organizational needs, creating a personalized analytics strategy and roadmap to transform their analytics capabilities. This new vision provided the basis for further defining data products, use cases, and operating model.
Building the operating model for success
Together, we defined an operating model that aligned with the Analytic Building Blocks to develop coordinated analytic centers of excellence that standardize delivery while preserving domain area expertise.
This new operating model:
- Supported the long-term transformation.
- Clearly defined objectives, key milestones, and practical roadmaps to meeting goals.
- Created governance systems for portfolio, enterprise data, and analytics center management.
Rallying an organization to the new vision
There were almost 60 individuals supporting analytics scattered across the organization with no clear governance. The newly designed operating model outlined a revamped structure, including governance at the leadership, portfolio, and individual analytic center level.
Business units also needed to understand their critical role and the partnerships needed to evolve towards an insights-driven organization. Our change management experts shared best practices to weave the new vision throughout leadership and their organization, creating sustainable momentum.
A clear path forward
Our team led the development of analytic roadmaps for each of the Analytic Building Blocks by working with business and analytics stakeholders. The development of analytic roadmaps helped facilitate conversations to define and codify how analytics can support core strategic priorities for the organization like value-based care. The roadmaps included a vision statement and specific analytic product and feature sets for development over 18 months.
Connecting the organization
The roadmaps also helped the organization achieve core business objective across the following segments:
Member
Provider
Finance & Actuarial
Service Excellence
Growth
Employer
Value-based Care
Project Outcomes
Becoming a product-driven analytics organization
Today, the health plan is building analytic products aligned to their biggest business priorities. With a product-oriented mindset, the analytic teams are asking the right questions to build highly valuable analytic products. It’s important to note that we worked with the client to modify their pre-existing data, people, and technology. The answer wasn’t a flashy new platform or application. The power of the right strategy with the right operating model and technology uncovered the potential that existed in their organization all along.
Our customer is now set up to unlock their VBC potential – the roadmap defines what products can enable their VBC goals and how their analytics teams need to work together to support those products, such as member attribution, member stratification and targeting, and financial incentive analytics.
We worked with the client to modify their pre-existing data, people, and technology. The power of the right strategy with the right operating model and technology uncovered the potential that existed in their organization all along.
More importantly, they know what’s needed to position this new data and analytics team as a strategic partner to the organization. The answer was rooted in the ability to build products with wide use and value across departments. Moving away from one-off requests, and instead listening for key areas where widespread data and analytics needs exist, will move them into a new era.
This enhanced maturity is a foundation for future investments that will super-charge the organization’s ability to derive value from their data. Point B looks forward to seeing the health plan blazing new trails in payer analytics and value-based care.
If you’re looking to become an insights-driven organization, reach out to Point B’s health plan and data experts here.
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