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| Foreword | |
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| Preface | |
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| Acknowledgements | |
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| A Changing Business for a Changing Science | |
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| The Gathering | |
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| How Can Medicine Become Smarter? | |
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| Complexity Exceeding Cognition | |
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| Learning from Other Industries | |
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| Nancy | |
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| Characterizing Health Analytics | |
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| The Gathering Revisited | |
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| Convergence and the Capability Map | |
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| Nice Job, But… | |
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| Fifty Flashlights | |
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| Convergence Defined | |
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| Is Convergence Really Required? | |
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| The Rush to Health It | |
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| The Capability Map | |
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| Putting the Capability Map to Use | |
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| Health Analytics as a Discipline | |
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| Notes | |
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| The Four Enterprise Disciplines of Health Analytics | |
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| Heresy | |
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| Health Analytics for the Nonanalytical | |
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| Information Management | |
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| Statistics | |
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| Information Delivery | |
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| High-Performance Computing | |
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| Maturation and Scale | |
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| Enterprise-Class Analytics: Putting it All Together | |
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| Dealing with Data | |
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| Callimachus | |
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| Not a Drop to Drink | |
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| Defining Data | |
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| Big Data | |
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| Growth in Data Provisioning | |
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| The Excuses Every Leader Needs to Know | |
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| Building for Tomorrow | |
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| Conclusion | |
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| BEST Care, First Time, Every Time | |
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| Chief Medical Officer, SAS Center for Health Analytics and Insights | |
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| Medicine: Art, Science, or Both? | |
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| Leveraging Evidence to Deliver Improved Outcomes | |
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| What are Clinical Outcomes? | |
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| Supplementing the Unaided Human Mind | |
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| Health Care's Dark Fiber | |
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| Identifying Hidden Patterns | |
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| Financial Performance and Reimbursement | |
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| Goals | |
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| Structures and Models | |
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| Many Names, Common Attributes | |
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| What is Needed | |
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| Surviving and Thriving | |
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| Health Outcomes Analysis | |
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| No Leeches Necessary | |
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| Orientation | |
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| The Big Seven + One | |
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| Timing is Everything | |
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| Groupers | |
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| The Population-Patient Pivot | |
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| Patients Like this One | |
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| One Model, Many Beneficiaries | |
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| The Role of Rules Engines | |
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| Challenges in Health Outcomes Analytics | |
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| Health Outcomes Analytics in Practice | |
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| The Marvelous Leech | |
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| Note | |
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| Health Value and Cost | |
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| An Asymmetrical Industry | |
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| Kaplan and Porter's Stand | |
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| The Elusive Health Value | |
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| Dissecting Value | |
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| Linking Costs to Risk | |
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| Value Innovation | |
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| Note | |
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| The New Behavioral Health | |
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| Dangerous Portals | |
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| The Health-Mindedness Gene Experiment | |
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| Engel's Model | |
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| The New Evolving Science of Behavioral Health | |
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| What You Are | |
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| What You Experience | |
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| What You Do | |
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| What You Believe | |
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| Influencing Change | |
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| Putting Into Practice | |
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| Outcomes | |
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| Notes | |
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| Customer Insights | |
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| The Consumerized Patient | |
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| Will the Real Customer Please Stand Up? | |
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| What Are Customer Analytics? | |
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| A Framework of Customer Analytics | |
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| Sharing Insights | |
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| Adherence | |
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| Beyond Commercial | |
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| Risk Management | |
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| Risky Business | |
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| Why Are Risks So Hard? | |
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| Recharacterizing Risk Factors | |
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| The Example of Customer Segmentation | |
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| Risk Interdependencies | |
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| Everybody in the Pool | |
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| The Catch | |
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| Risk Adjustment | |
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| Borrowing from Other Industries | |
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| Growing Risks | |
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| Quality and Safety | |
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| Defining Quality | |
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| Not Your Father's Toyota | |
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| On Track | |
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| Avoiding the Obvious | |
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| We Just Have to Do This | |
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| The Growing Inventory | |
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| Strategy and Performance Management | |
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| Transparency and Benchmarking | |
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| Setting Quality Targets | |
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| Drug Safety | |
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| The Burden of Insight | |
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| Notes | |
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| The New Research and Development | |
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| Returning to Alexandria | |
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| The End of Theory | |
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| Goals of a New Research Model | |
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| Characteristics of a New Research Paradigm | |
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| Target Improvement Areas | |
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| The Data Conundrum | |
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| The Big Four | |
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| One That Does What It Should | |
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| Notes | |
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| Conclusions | |
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| Taking on Research | |
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| Five Phases of Value-Based Analytical Innovation | |
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| Phase 0: The Plan | |
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| Managing Capability Maturity | |
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| Wisdom and Health | |
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| About the Author | |
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| Index | |