In the healthcare industry, the data landscape is unique. With an estimated 30% of world data generated in healthcare-related industries, organizations are faced with the challenge of managing vast amounts of information. Early adopters of electronic health records (EHRs) now store two decades of clinical data and numerous other distinct and disparate datasets. As data volumes expand, new solutions are emerging to improve data insights, storage, and retrieval. EHRs are improving at collecting structured data, and emerging AI tools are opening up new opportunities to process unstructured data such as physician notes, laboratory notes, and clinical images.

Even so, adequately managing data differs from extracting maximum value from data. Payers, providers, and health tech companies alike are increasingly seeking to do more with their data. They need three-dimensional strategies that go far beyond using data to support legacy operations, traditional revenue streams, and internal reporting.

Organizations capturing healthcare data have likely explored data monetization opportunities, and the concept of creating value should be a key element of any data strategy. Healthcare companies need to think beyond monetization and explore how to create new value with data outside of conventional methods. For example, a longitudinal record of patient data can inform many member-centric initiatives, while the data itself can be monetized through appropriate API’s and services.

 Healthcare Data

Beyond Monetization: Building a Holistic Healthcare Data Value Strategy

The good news is that there are likely few technological barriers preventing healthcare organizations from dramatically increasing the value of their data. With current data solutions, appropriate consent-based synthetic data exposure is relatively easy.  The real challenge is achieving a pervasive organizational mindset shift. Healthcare leaders must consider leveraging their healthcare data as a distinct service line. Taking cues from how organizations foster significant therapeutic advancements, creating a “Data Value Center of Excellence” can be a tremendous starting point for an organization to coalesce around pragmatic strategies for data value. Enabling a centralized, focused team and framework that continuously evaluates and unlocks the full value of an organization’s evolving data landscape will often be the first step on the journey.

Identifying Data Value Opportunities

When identifying the most attractive (or lucrative) opportunities to achieve new value from data, healthcare companies should consider opportunities across three dimensions: 

1. Reselling data. Transactional data monetization is what most organizations envision when they think about data monetization. Healthcare companies are rightly excited about these opportunities, though also realistic about the regulatory and infrastructure roadblocks. After data anonymization (critical for compliance purposes), healthcare companies can create data packages that can be sold to third parties to inform research and marketing efforts. These efforts will generate revenue and create exciting new partnerships that drive new therapies and improve health outcomes. Clinical trial organizations, for example, are now constantly looking for synthetic data from lab organizations to enhance their risk algorithms.

2. Data-driven optimization. In addition to providing a direct revenue stream, data can empower healthcare organizations to improve internal processes, identify cost-reduction opportunities, improve employee retention, increase patient satisfaction, and understand/predict risks. Often, the struggle is marshaling disparate data sources into a more unified view that can serve risk modeling, value-based care, and patient engagement while providing a better framework for considering social determinants of health (SDOH). Healthcare organizations should build their data value strategies around the organizational pain points that are most likely to benefit from a data-driven solution. 

3. Healthcare innovation. In addition to generating revenue and delivering new efficiencies, data can open up entirely new service offerings and lines of business. As we advance toward iterative, “learning” health systems, healthcare organizations will find new opportunities to improve patient outcomes through predictive analytics, precision medicine, clinical decision support, and personalized medicine. Many of these use cases require new IT infrastructure investments that align real-time data to ongoing research and development activities.

Building a Healthcare Data Value Creation Strategy

To craft next-generation data value creation strategies, healthcare organizations should begin by analyzing how they can achieve new value with the datasets at their disposal. They might veer toward data monetization if they are facing a pressing need for new revenue streams. On the other hand, if patient experience metrics are declining, data monetization will not be a panacea. The organization might be better served by asking how specific data types could be used to improve the patient experience to drive long-term customer experience and retention imperatives.

 Data Value Opportunities

Beyond Monetization: Building a Holistic Healthcare Data Value Strategy

Additionally, organizations must ensure that the prioritized data value opportunities match the sophistication of their data landscapes. Do they have the proper supporting infrastructure or, at the very least, the capital to invest in developing that infrastructure? Organizations will need to realistically assess their ability to effectively manage data consumption, analysis, cleansing, and transit internally and (often) externally.

On the technology side, organizations should consider cloud solutions, emerging data analytics and monetization platforms, data privacy and compliance tools, data security and encryption tools, consent management platforms, and data de-identification software. The most complex data value plays will require a considerable technology integration effort. To build the optimal data value tech stack, healthcare organizations will often be best served by working with partners that understand data governance, region-based data compliance, data transformation, and the potential of the toolsets above.

Of course, data maturity is about people and processes as much as technology. Leaders should not forget to ask: Are any organizational impediments likely to prevent return on investment? Clinicians, for example, may resist an effort to standardize data entry procedures if it requires them to work differently. Such people-related impediments are rarely insurmountable, but they will require an intentional investment in change management.  

Healthcare organizations must also carefully consider the ethical and legal implications of using data in new ways and their risk appetite. All innovations must align with existing data protection regulations and data consent clauses. Tracking these data restrictions across geographies, legacy systems, and customer scenarios can be much more complicated than healthcare leaders anticipate. In some cases, pending litigation will also affect the path forward.

Beyond Monetization: The New Data Imperative

Healthcare organizations are rightly eyeing new opportunities for data monetization, but they shouldn’t stop there. A more holistic assessment of data value opportunities will reveal that transactional data monetization is not the only path to ROI. In some cases, it might not be the most productive path. By taking a strategic approach, leveraging external data expertise, and matching attractive data value opportunities with the most appropriate emerging toolsets, healthcare organizations can activate data value to impress patients, lower costs, reduce risk, and drive new revenue. The key is focus: To get value from data, healthcare organizations must embrace a mindset shift that focuses entire teams on data value rather than treating data value as an almost accidental revenue stream driven by other, more critical business imperatives.

About the Authors

Philip Handal
Senior Partner, Healthcare Consulting

Phil has over 20 years of experience in healthcare technology consulting and care delivery. He is a leader in Wipro’s Payor Strategic Consulting services, focusing on transforming technology to deliver value for the future of healthcare delivery. He has worked extensively with payors, providers, and life sciences organizations to develop strategic initiatives, implement technology, and execute data-driven digital solutions.

Parag Nasikkar
Practice Partner, Healthcare Consulting

Parag has over 20 years of experience supporting healthcare IT as a consulting partner, delivery manager, and project/program manager. He has significant experience in both payer and provider domains. Parag has performed key roles in providing advisory and technology consulting, account strategy, and transformational management for multiple digital healthcare IT enterprise programs, helping them enable sustained growth while solving complex problems.

James Collier
Senior Partner and Global Head, Healthcare Consulting

Jim has over 30 years of experience providing strategic and operational consulting services to payers, providers, and government healthcare clients. He focuses on helping clients align their operations and organizational strategy while improving service delivery and cost-effectiveness through optimized transformation and technology.