Features

We are living in a data-rich, information-poor era of healthcare, with what feels like a chasm between where we are and where we aim to be with patients’ outcomes, quality improvement and practice growth. The gulf is overflowing with data that are both the key to our success and the hurdle holding us back.

As the healthcare landscape continues its tectonic shifts, the old pillars—siloed organizations, unchallenged leadership, see-through accountability—are starting to totter. In their place new models are emerging, like the dyad, which pairs a respected physician leader with an accomplished administrative head to enable hospital systems and medical practices to more effectively manage their complex operations and, as importantly, stay ahead of change.

In the last two years, 89 percent of healthcare organizations suffered at least one data breach involving the loss or theft of patient data. The question, experts say, is not if a hospital will be attacked, but rather when—and how prepared its teams will be to mitigate damage.

More patients with complex diseases, added pressure to take care of them after discharge and greater expectations to demonstrate quality of care. Together, these cardiovascular service line (CVSL) realities translate into much more data to manage, and the need for someone to do it.