Insights Series Issue 23: "Key factors to optimize the diagnostic experience"

A thought leadership paper on “Improving patient experience” with an introduction by Jason A. Wolf., Ph.D., CPXP.

Insights Series Issue 23 improving-patient-experience/ optimize-diagnostic-experience Key factors to optimize the diagnostic experience A thought leadership paper on “Improving patient experience” with an introduction by Jason A. Wolf., Ph.D., CPXP SIEMENS Healthineers Preface The Insights Series The Siemens Healthineers Insights Series is our preeminent thought leadership platform, drawing on the knowledge and experience of some of the world’s most respected healthcare leaders and innovators. The series explores emerging issues and provides you with practical solutions to today’s most pressing healthcare challenges. We believe that increasing value in healthcare – delivering better outcomes at lower cost – rests on four strategies. These four principles serve as the cornerstones of the Insights Series. Expanding Transforming Improving Digitalizing precision care patient healthcare medicine delivery experience Our insights portfolio is an integrated collection of events, speaking engagements, roundtable discussions, and an expanding array of print and digital platforms and products all carefully curated to share ideas, encourage discussion, disseminate original research and reinforce our position as a healthcare thought leader. Please visit Introduction by Jason A. Wolf, Ph.D., CPXP As the global conversation on the patient experience With that in mind as revealed in the data shared below, it continues to grow and a view for the more is crucial that healthcare organizations understand what comprehensive human experience in healthcare drives excellence in the diagnostic experience overall. emerges, the key elements of what comprise experience What we learned even in asking these questions in become more essential. Even over the last year we have perhaps the most challenging year in a century for all seen the focus on and expectations of experience on the the world, is that how we connect as human beings in rise from healthcare professionals and patients, family healthcare continues to reign supreme for those who members and care partners alike. seek care. It is in our ability to provide efficiency and comfort as an expectation with clear communication The pandemic revealed the essence of our humanity. and compassion as a practice that will ensure the best It underlined our vulnerabilities and elevated the very in experience and outcomes overall. That is what people things people believed important. The data revealed in expect from healthcare, that is what they deserve, and this exploration reinforce this point. In studies conducted that is what we can and must deliver. prior to the pandemic, people already reflected the importance of how they were communicated with, Jason A. Wolf, Ph.D., CPXP listened to and engaged in their care. This was only President & CEO, The Beryl Institute Founder & President, Patient Experience Institute further elevated by the realities of the pandemic. The Founding Editor, Patient Experience Journal implications for this on the healthcare experience and specifically, as it relates here, the diagnostic experience, is one that should not go unheeded. What this study reflects and the recommendations that follow as a result call on us to recognize the intricate and comprehensive nature of what it will take to ensure the best experience for those in our care. First, people say the diagnostic experience they have matters to their overall experience. This orchestra of equipment, environment and ultimately interactions with people must be carefully woven together. Siemens Healthineers Insights Series · Issue 23 3 Executive summary Healthcare providers are increasingly recognizing that In each of these areas our research has generated clear patient experience must be treated as a business priority. and objective data. Patient priorities include: As patient behaviour becomes more consumer-like, providers are enhancing their efforts to give these • Sharing results in a compassionate and understandable “consumers” the types of experiences they have grown manner to expect in other areas of their lives. • Active listening • Engaging patients as part of care teams and in the Offering a positive patient experience enhances the development of care plans hospital’s reputation. Research suggests that hospitals • Clear and understandable communication that score higher on patient experience also have better • Efficient and safe technology scores across a range of clinical outcomes including • State-of-the-art equipment that enhances patient lower re-admission and mortality rates. During the comfort pandemic we have also seen powerful examples of patients cancelling or delaying medical care, largely as We have carefully reviewed and analyzed the full data, a result of safety concerns, compromising their own drawing actionable conclusions on where and how the health in the process. A more positive patient experience, patient experience can be improved, along the diagnostic even during the most challenging times, could help pathway. This information can serve as a valuable prevent this. resource to healthcare providers, large and small, as they take steps to improve and upgrade the complete Delivering a positive patient experience is demanding, diagnostic experience offered to their patients. largely because of the lack of clear and accurate data on what exactly patients want and expect. Siemens Healthineers, together with the Beryl Institute, set out to answer these questions, focusing on the area that has the greatest impact on a patient’s medical experience: the diagnostic pathway. A comprehensive survey of patients, their families, medical staff, and administrative personnel has provided some clear data on what impacts patients the most – and the least – within the three diagnostic pathway touchpoint areas: people & staff, processes, and technology & equipment. 4 Issue 23 · Siemens Healthineers Insights Series Background A positive patient experience is increasingly being Developments such as these have a clear impact on recognized by healthcare providers, not only as a patient well-being. They also have a strong financial desirable feature for maintaining customer satisfaction, impact on healthcare organizations, who depend on but also, as an essential business priority. patient volumes to maintain the viability of their business operations. The relationship between a positive patient experience and patient expectations is well known. If patients Furthermore, patient behaviour is, in many ways, believe that their interaction with the healthcare system becoming more consumer-like. Patients evaluate options, will be easy, informative, helpful and stress-free, they are demand a certain level of service, and seek out advice significantly more likely to seek timely care. If they feel and other opinions before making medical decisions. It is anxious, afraid, or uncertain, they are more likely to essential that providers understand these emerging postpone treatment, avoid and even delay appointments. patient concerns. Only then can they offer care that leads to better outcomes as well as a more sustainable The current pandemic has intensified this problem, not business. Understanding – and responding to – the only because of ‘lockdown’ provisions and the closure of elements that comprise patient experience are an many medical facilities, but also because an increasing essential part of this effort. number of patients are choosing to avoid visits to any healthcare provider. A recent U.S study indicates that a majority of Americans have concerns about “feeling safe” in medical facilities. There was no consensus on when Americans are to return to medical facilities for elective procedures, with a third of the people setting the time frame at seven months or longer.1 Research also indicates that ‘no-shows’ for emergency room procedures have climbed to 45%, hospital ‘no-shows’ to 30%, and walk-in clinic ‘no-shows’ now stand at 37%.1 The U.K.-based research and care charity “Breast Cancer Now” estimates that more than one million British women have missed having their timely mammogram, increasing the risk that cancers without any noticeable signs or symptoms will not be identified early.2 Siemens Healthineers Insights Series · Issue 23 5 Survey participants The 2020 survey was a collaborative study between Patient experience is an essential component of high- Siemens Healthineers and The Beryl Institute. value care. Yet, the link between a positive patient More than 500 participants were asked to identify themselves as one of four categories, as shown below. experience and positive outcomes is often overlooked. A 2017 analysis by Deloitte concludes that hospitals that score higher on patient experience also have better scores across a range of clinical outcomes including lower re-admission and mortality rates.3 A correlation Survey participants between positive patient experience and higher measures of quality and safety within hospitals has also been identified.4 11 Patient loyalty is another area where high-quality patient 34 experience has been shown to deliver identifiable 25 benefits. A 10% increase in the number of patients giving a hospital a “top box” HCAHPS (Hospital Consumer 30 Assessment of Healthcare Providers and Systems) score has been shown to result in an increase in net margin of 1.4% compared to hospitals receiving a “bottom box” Staff score.5 Another benefit: as patient experience improves, Administrators staff turnover is reduced, resulting in savings of time and Patients and family members money, as well as enhanced stability and institutional Others continuity.6 6 Issue 23 · Siemens Healthineers Insights Series “I think we have a responsibility as healthcare providers to take care for our patients [...], and see our patients holistically.” Dwight McBee Chief Experience Officer Temple University Health System For all of these reasons, patient experience should be The results provide a clear and focused picture of what treated as a strategic priority. Keeping in mind, the matters most, during the diagnostic experience. More vastness of this priority, we found it useful to temporarily importantly, a careful review of this data can generate focus our attention on distinct parts of the patient insights and recommendations that can be helpful to all experience. This led to a specification of the diagnostic caregivers and medical organizations: a roadmap of what aspect as a particularly actionable segment of the truly matters to patients – and how to deliver this.7 patient´s pathway. Our analysis looks at people, processes, and issues But what exactly contributes to a positive patient related to technology and equipment. In all three areas experience? What factors are most important to patients? there are specific and clearly formulated ideas, often About what are they flexible? And what about hospital remarkably consistent among respondents. Steps to medical and administrative staff – what do they feel is minimize anxiety and uncertainty – based on data and most important? In order to get accurate, factual answers evidence – can help to provide better medical care to to questions like these, we collaborated with The Beryl patients as well as restore the stability and confidence Institute, the global authority on patient experience, in that our healthcare system depends on, as we emerge 2020 to conduct a far-reaching survey of more than 500 from the current pandemic and prepare for the future. patients and caregivers. Siemens Healthineers Insights Series · Issue 23 7 The challenge 1. People & Staff The “diagnostic experience” is generally described as the Most patients arrive for medical exams or tests without a sum of interactions the patient experiences, while on the detailed understanding of what is about to take place. As diagnostic pathway. The diagnostic experience is only in other areas of their lives where they require professional one element of a patient’s interaction with a care help, they are depending on other people’s assistance, not provider or with the healthcare system. Yet, it is one of only with the actual services or problems they have come the most crucial. According to the research conducted by for, but also to help them gain an understanding and a Siemens Healthineers and The Beryl Institute, almost two level of comfort with the entire experience. thirds of respondents believe that the diagnostic experience has the greatest impact on their overall Medical staff, however, are often hard-pressed to provide healthcare experience. An almost equal number believe this level of personal service, lacking time and training to that their own diagnostic experience would influence engage on a personal level with every patient. When dealing their choice of a healthcare organization or system in the with the pressures of their day-to-day work, particularly future. Less than 1% of respondents felt it had no impact. during stressful situations like the pandemic, it is often Simply put, a bad experience, particularly during the difficult for healthcare staff to consider each patient’s diagnostic process, discourages patients from returning unique fears or concerns. Inexperienced staff can be less to their medical facility.7 familiar with the equipment they are working with, leading them to focus their attention on the technical responsibilities A patient’s diagnostic experience and its various rather than the patient. More senior staff can be stretched elements can be either positive or negative – and the thin, juggling multiple tasks, leaving them little time to quality of this experience can also have a profound and interact with patients. In most instances, it is not a lack of lasting impact on the patient’s wellbeing as, well as the empathy for patients, but simply a lack of capacity. hospital’s success. A negative experience can have a harmful impact on a hospital’s financial results, it can compromise an organization’s reputation, it can have a 1 detrimental effect on staff morale, and it can hinder recruitment efforts and staff retention. Equally Stressed staff is unable to focus on important, a negative experience can also compromise patient needs patient outcomes as patients either delay or avoid necessary care. 8 Issue 23 · Siemens Healthineers Insights Series 2. Processes 3. Equipment & Technology In addition to encountering busy people who may appear The third crucial touchpoint for patients along the inattentive, patients visiting a clinic or hospital are likely diagnostic process is their interaction with technology to be met with processes they find confusing or and medical equipment. This step can be particularly unpleasant. unnerving as the equipment a patient encounters will almost certainly be unfamiliar to them. Sounds, for One of the factors patients find particularly unpleasant is example, could be disorienting, positioning requirements waiting times. For many patients, these can be perceived can be uncomfortable, and for patients with even mild as tedious or unnecessary, particularly if they are not claustrophobia, the thought of being confined within informed of the reasons for the long waits or delays. a large device can be frightening. Concerns about Issues such as anxieties, insecurities and over-thinking physical pain, breathing restrictions, or exposure to can be deepened when they are unaware of the radiation can further intensify this fear. proceedings and of the status of their own tests or scans. An additional complicating factor is often the wider Processes that healthcare workers are very familiar with, clinical environment. Many clinical settings are not for example, preparatory work before scans, can seem known for their warm, inviting atmosphere; often the confusing or intimidating to patients. Safety practices – lighting is stark, the surroundings sterile, and the particularly important during the pandemic – need clear equipment itself somewhat intimidating. In sum, the communication to patients. encounter with medical technology and equipment has the potential to be daunting for even the most sturdy patients. 2 3 Prolonged waiting Unfamiliar can negatively technology can lead impact the patient to patient anxiety experience o O Siemens Healthineers Insights Series · Issue 23 9 The solution Improving the diagnostic experience is an essential step steps have a corresponding role played by hospital staff. in providing a positive patient experience. Yet, doing this In addition, there are processes in place that govern how effectively demands a thorough and accurate and when patients and staff move through these stages. understanding of what exactly patients’ concerns, Finally, equipment and technology play a vital role, priorities and fears are. Only then can hospitals and particularly in the laboratory environment but even caregivers focus their attention on impactful more so in the areas of scanning and imaging. improvements. These three patient touchpoints – people & staff, To evaluate precisely how an optimal diagnostic processes, equipment & technology – are the crucial experience can be achieved, we elected to define the building blocks that offer the most potential for diagnostic pathway and identified the subsequent improving a patient’s experience during the diagnostic segments. For the patient, the following steps process. usually apply: • Referral and scheduling • Laboratory tests (e.g., blood tests) • Arrival and registration at the hospital or imaging center • Waiting • Preparation • Scanning/Imaging • Waiting • Diagnosis Each of these steps can be confusing, time-consuming, even frightening for patients. And almost all of these 10 Issue 23 · Siemens Healthineers Insights Series “What we’re finding is that many of our patients are not showing up for diagnostic treatment because they’re afraid. Trigger words such as ‘nuclear radiation’ coupled with the signage, the sounds, and the process create a very scary environment for our patients.” Jennifer Carron Executive Director, Patient Experience Barnes-Jewish Hospital Patient diagnostic pathway Back at home Imaging Procedure Follow up In the hospital O Patient with symptoms Arrival & registration Referral L Scheduling Lab Waiting & preparation Siemens Healthineers Insights Series · Issue 23 11 Steps to improve 1. People & Staff the diagnostic experience Improving the patient diagnostic experience requires With regards to people and staff, the factors that were accurate information on the influence factors that affect identified as most strongly influencing the patient’s this experience, in order to find applicable solutions. diagnostic experience were: With this in mind we singled out the following key question, which were presented in the survey. 1. Care teams and/or doctors provide information in a clear and understandable way What has the greatest impact on a patient’s diagnostic 2. Results are shared in a compassionate and experience? Each of the three main groups who understandable way participated in our research, identified the same three 3. Care teams and/or doctors take the time to actively statements as most important. Making the following listen and address patient expectations three factors relevant across the entire issue of the diagnostic experience. A closer analysis of influence There are lessons to be drawn from this data. Hospitals factors in regards to each of the three aforementioned should focus their efforts on enabling positive patient- areas (People & Staff, Processes, Equipment & staff interactions by creating an environment that Technology), will be enclosed afterwards in individual empowers staff to address patients in the best possible segments. manner. This can be achieved in several ways: by reinforcing staff’s soft skills to heighten empathy with 1. Results are shared in a compassionate and patients; by increasing staff’s operational competence in understandable way order to decrease staff stress; and by extending direct 2. Care teams and/or doctors take the time to actively patient-staff time to enable high-quality patient listen and address patient expectations interactions including the transmission of patient 3. Care teams and/or doctors provide information in a information. Technological solutions can support these clear and understandable way7 efforts, for example tablet or mobile solutions that permit closer interaction between patients and One surprising finding from the survey is the opinion of caregivers. the different groups regarding wait times during the diagnostic process. Unexpectedly, patients consider the minimal waiting time for scanning or diagnosis less important for their diagnostic experience than administration or staff do. All three groups agree that knowing the reasons for any delay and communicating these clearly, is more important than the wait times 1 themselves. Enabling positive In order to identify actionable conclusions on how to patient-staff optimize the patient’s diagnostic experience, we interactions analyzed the data related to each of the three areas of interaction: people & staff, processes, and equipment & technology. 12 Issue 23 · Siemens Healthineers Insights Series “Often, it’s setting expectations and understanding what anxieties exist, so that we can minimize those difficulties.” Michael Bennick Medical Director of the Patient Experience/Chairman Patient Experience Council, Yale-New Haven Hospital 2. Processes 3. Equipment & Technology The second field of interaction between patients and The third touchpoint between patients and the healthcare providers is in the realm of processes. Many of the system is the area of equipment and technology. In order routines medical professionals participate in daily and to positively influence the patient’s diagnostic experience take for granted are new and bewildering for patients. with imaging and other diagnostic technology, the most The three ‘process’ factors identified as most influential are: important factors are: 1. Patients are actively included as part of the care team 1. A commitment to quality and safety practices is 2. Patients are engaged in the development of a care evident plan 2. The efficiency of the equipment/technology used 3. The reasons for any delays or waiting are clearly for the examination/test communicated 3. The comfort of the equipment/technology used for the examination/test The factors judged to have the least impact were: A factor with less impact is the environment of waiting • The option to receive results remotely/via telemedicine and changing rooms; however, this was also rated as an • Scheduling a virtual/telemedicine examination/test is influential and important element and should not be easy overlooked. Two-thirds of survey participants did rate this as something that does influence the overall diagnostic In an operational sense, this suggests that hospitals and experience. caregivers should take steps to ensure a pleasant and efficient process that actively integrates the patient. Actionable conclusions can be drawn from this. State-of- Steps should be taken to eliminate or reduce situations the-art technology not only provides accurate imaging, where a patient feels left out, alone or unclear about but also enhances patient comfort, for example by offering what is happening. This can be achieved by enhancing a pleasing atmosphere while within the scanner. Dose process efficiency and by reducing lengthy wait times. exposure should be minimized in order to optimize patient Here too, technological innovations make it easier and safety. Here too, communication is essential so that quicker to communicate with patients, sharing relevant patients know what to expect and alarming surprises are information and making their time more productive. avoided. 2 3 Ensuring a pleasant Utilizing patient- and efficient friendly technology process ... X ... Siemens Healthineers Insights Series · Issue 23 13 Conclusion The Patient Diagnostic Experience matters! The most important thing this data teaches us: Patient Research conducted by Siemens Healthineers and the Diagnostic Experience matters! It matters for the well- Beryl Institute has identified elements along the being of patients; it doesn’t just “make them feel good”, diagnostic pathway that affect patient experience, either it affects their actual physical health. It also plays a vitally positively or negatively. This research survey gathered important role in helping healthcare providers reach their information from patients, their family members, goals: revenue stability, strong finances, a positive healthcare staff, healthcare administrators, and others. reputation, loyal and motivated staff, and high standards When asked to identify what factors have the greatest of quality, safety and outcomes. impact on a patient’s diagnostic experience, the results across all respondent categories were remarkably The question of how to deliver a positive patient consistent. These factors can be grouped into three experience can be more challenging. For the purposes of categories: 1) People & Staff, 2) Processes, 3) Equipment this paper, we have focused on the various elements of & Technology. And all three offer opportunities to deliver the patient’s diagnostic experience, broadly defined as a more positive patient experience. the sum of all of a patient’s interactions along the diagnostic pathway. This pathway would generally What appears most consistently in virtually all of the include tests, scanning, imaging and an actual diagnosis, factors identified as contributing to a positive patient as well as the associated waiting times, preparation experience is a strong human element. It is clear that activities, scheduling and registration tasks. The patients place a high value on compassion, on active diagnostic experience is in many ways the most crucial listening, and on clear communication. A positive patient and decisive element of patients’ interaction with their experience is difficult to deliver without these elements care provider or with the medical system. being present. 14 Issue 23 · Siemens Healthineers Insights Series “At the end of the day, the core element of this is the relationship of the patient and the healthcare provider. The environment is less important to people. You can have a really good relationship and an environment that is less than ideal, and it will work.” Campbell McNeil Cancer Project Manager, Experience of Care Team NHS England and NHS Improvement In some cases, improvements can be made relatively Optimize the Diagnostic Experience easily and quickly, for example to some internal processes in order to engage patients in the development of care plans. In other instances, a broader, organization- Results are shared in a wide commitment, staff training, and investments in compassionate and *** patient-friendly medical equipment and technology, may understandable way be necessary in order to deliver the positive experience that patients clearly expect. Care teams and/or doctors take the time to actively The results of the Siemens Healthineers and the Beryl listen and address patient expectations Institute survey provide valuable insights into what matters most, and what matters less. A familiarity with Care teams and/or doctors these priorities is an essential first step in improving provide information in a patient experience along the diagnostic pathway. And clear and understandable way taking steps to improve the patient experience is an investment that can pay for itself many times over. What this research also conclusively demonstrates is that patients, their family members, and medical staff and administrators, are generally very closely aligned on goals as well as on a common understanding of how to achieve these goals. This is a very positive sign, and suggests that positive progress is well within reach. Siemens Healthineers Insights Series · Issue 23 15 Further readings One way to better understand the concerns of patients Maslow’s Hierarchy of Needs is to view them in the context of Maslow’s Hierarchy of Needs, the psychological theory first proposed by Dr. Abraham Maslow in 1943, arguing that an individual’s needs can be ranked on a five-stage model. Only when the lower, more elementary needs are met, can people progress to the next level of requirements. Maslow’s hierarchy remains a popular framework in sociology Irritation research and management training, and it can also provide insight into shaping the diagnostic experience Insecurity of patients. Applying Maslow’s analysis, a patient will not be able to make decisions based on complex technical Anxiety criteria or medical information if they are encumbered by much more basic fears about pain, discomfort or Physical discomfort physical danger. Physical pain An overview of these touchpoints or interactions and the feelings they can cause allows us to group the concerns in the following way: physical pain, physical discomfort, anxiety/fear, insecurity, irritation/discomfort. These emotional concerns can also arranged in a hierarchy, following the Maslow principle.8 16 Issue 23 · Siemens Healthineers Insights Series References 1. Jarrard Public Opinion Strategies. 4. Luxford K. Sutton S. How does patient 7. Wolf J. A Global Inquiry on Excellence in Coronavirus and Its Impact on US experience fit into the overall healthcare the Diagnostic Journey: The Power of Healthcare Providers [Internet]. National picture? [Internet]. Patient Experience Human Experience in Healthcare Online Survey. 2020 [cited 2021 June Journal. 2014 [cited 2021 June 24]. [Internet]. The Beryl Institute White 24]. Available from: Available from: Papers. 2020 [cited 2021 June 24]. hubfs/3735775/Jarrard%20POS%20 vol1/iss1/4/ Available from: National%20Survey%20Exec%20 store/viewproduct.aspx?id=17422197 Summary.pdf 5. The Economist Intelligence Unit. Patient (survey conducted by experience: Do interventions to improve Siemens Healthineers in cooperation 2. Breast Cancer Now. Breast screening patient experience increase quality of with The Beryl Institute online within and coronavirus: up to 1 million women care, hospital efficiency and patient network of The Beryl Institute 15th miss their mammogram [Internet]. loyalty? [Internet]. Report. 2018 [cited September 2020 - 16th October 2020, News and personal stories. 2020 [cited 2021 June 24]. Available from: eiu. with over 400 completions of the full 2021 June 24]. Available from: com/industry/article/1577060341/ diagnostic experience question set, A white-paper---patient- 4-point scale was used from Not at all, personal-stories/breast-screening- experience/2018-08-21 to little extent, to some extent, to the coronavirus-1-million-women-miss- greatest extent. The items to be scored their-mammogram 6. Betts D. Balan-Cohen A. Value of patient were randomized to each respondent to experience: Hospitals with higher ensure no response bias would be 3. Heath S. Patient Engagement Strategies patient experience scores have higher encountered) That Prevent Hospital Readmission clinical quality [Internet]. Deloitte [Internet]. Patient Engagement Hit Center for Health Solutions. 2017 [cited 8. McLead S. Maslow’s Hierarchy of Needs Patient Satisfaction News 2019 [cited 2021 June 24]. Available from: deloitte. [Internet]. Canada College Simply 2021 June 24]. Available from: com/content/dam/Deloitte/us/ Psychology. 2018 [cited 2021 June 24]. Documents/life-sciences-health-care/ Available from: patient-engagement-strategies-that- us-value-patient-experience-050517. dreamers/docs/Maslows-Hierarchy-of- prevent-hospital-readmission pdf Needs.pdf Siemens Healthineers Insights Series · Issue 23 17 About the authors Dr. Christina Triantafyllou Tamara Schrammel Vice President Head of Improving Patient B.Eng., MBA Candidate Experience at Siemens Healthineers Global Senior Marketing Manager Christina Triantafyllou is Siemens Healthineers’ Head of Tamara Schrammel focuses on current trends within Improving Patient Experience, where she explores ways Marketing and Sales and leads Siemens Healthineers’ in which this field can be enhanced and made more cross-portfolio activities related to Improving Patient accessible to healthcare providers. She develops strategic Experience. Prior to this role, Tamara has had eleven approaches to deliver high value care, by providing years’ experience in the engineering and healthcare patient experience focused solutions, best practices and industry from around the globe. Her roles have taken thought leadership content. Christina began her her to Bangkok, Munich, and London, among other cities, healthcare career at Harvard Medical School, Boston, U.S. where she has held positions for Siemens Healthineers in where she held a faculty position focusing on developing Sales, Consulting, as well as Business Development and innovative imaging technology and studying the human Marketing. She holds an academic degree in Mechanical brain. Her scientific career continued at Massachusetts Engineering and was trained as a Sales Representative. Institute of Technology (MIT), Boston, U.S., at the Brain Currently she holds a faculty position with the focus on and Cognitive Sciences department. strategical sales and business development at the At Siemens Healthineers, she served as the Director of Nuremberg Institute of Technology (TH Nuremberg), Global Ultra High Field MR Solutions, focusing on apart from that she has authored several publications. business strategy, KOL-based collaborations in innovation/clinical translation, and product management for the first worldwide clinical 7T MR system. Christina studied Physics and holds a Ph.D. in Medical Physics from Kings College, University of London, U.K. 18 Issue 23 · Siemens Healthineers Insights Series Suggested follow-up insights Jason A. Wolf, Ph.D., CPXP • The Beryl Institute: A Global Inquiry on Excellence President & CEO, The Beryl Institute in the Diagnostic Journey: The Power of Human Experience in Healthcare store/viewproduct.aspx?id=17422197 Jason Wolf is a globally recognized expert on patient experience improvement, organization culture and • Insights Series, Issue 22: Strengthening patient sustaining high performance in healthcare. Jason has led trust: a priority for healthcare sustainability the growth of The Beryl Institute into the leading global trust-a-priority-for-healthcare-sustainability community of practice committed to transforming the • human experience in healthcare, engaging 60,000 Insights Series, Issue 17: How to protec healthcare workers during and beyond the people in over 85 countries and establishing the COVID-19 pandemic? framework for the profession of patient experience. insights/news/protect-healthcare-workers- Jason is the Founding Editor of the Patient Experience covid-19 Journal and also established and serves as President of Patient Experience Institute, which offers continuing i Information: education and formal certification for patient experience professionals. Jason is a sought-after speaker and author The Siemens Healthineers Insights Series is our of numerous publications, including two books and over preeminent thought leadership platform, drawing 70 white papers and articles on patient experience on the knowledge and experience of some of the world’s most respected healthcare leaders and excellence and improvement. Jason received the innovators. It explores emerging issues and provides American College of Healthcare Executives (ACHE) 2018 practical solutions to today’s most pressing healthcare Dean Conley Award for his article “Patient Experience: challenges. The New Heart of Healthcare Leadership.” He is now leading a global effort to reimagine the future of All issues of the Insights Series can be found here: healthcare with the recent call for action, the Declaration for Human Experience, found at Contact: For further information on this topic, or to contact the authors directly: Dr. Christina Triantafyllou Vice President, Head of Improving Patient Experience [email protected] Siemens Healthineers Insights Series · Issue 23 19 Appendix Results from survey conducted in cooperation with The Beryl Institute sorted by segment. To the To little To some greatest Segment Question Not at all extent extent extent Total People Communication/ Care team/doctor & Staff Engagement provides information in a clear and 0,00% 0,46% 9,24% 90,30% 433 understandable way People Results/Planning Results are shared in a & Staff compassionate and 0,24% 0,24% 9,71% 89,81% 412 understandable way People Communication/ Care team/doctor takes & Staff Engagement the time to actively listen and address 0,46% 0,69% 9,68% 89,17% 434 patient expectations People Process Care team & Staff communicates well with one another, exemplifies 0,24% 1,92% 12,47% 85,37% 417 teamwork People Communication/ Care team/doctor acts & Staff Engagement with compassion to address patient fears 0,69% 1,15% 13,39% 84,76% 433 and concerns People Communication/ Patient is actively & Staff Engagement included as part of 0,23% 1,84% 13,33% 84,60% 435 the care team People Process A commitment to & Staff quality and safety 0,48% 1,91% 14,56% 83,05% 419 practices is evident 20 Issue 23 · Siemens Healthineers Insights Series To the To little To some greatest Segment Question Not at all extent extent extent Total People Results/Planning Patients are engaged in & Staff the development of a 0,97% 1,69% 15,74% 81,60% 413 care plan People Process Reasons for any delays & Staff or waiting are clearly 0,48% 2,15% 17,70% 79,67% 418 communicated People Process Transitions between & Staff points on the care journey are managed 0,24% 1,43% 21,24% 77,09% 419 effectively Processes Scheduling/ Wait time to receive Timing examination/test 0,69% 4,39% 26,33% 68,59% 433 results is minimal Processes Communication/ Family and/or care Engagement partners are invited and welcomed to be part of 0,69% 3,93% 28,64% 66,74% 433 the process Processes Process The efficiency of the examination/testing 0,24% 4,06% 33,89% 61,81% 419 process Processes Environment The efficiency of the equipment/technology used for the 1,18% 6,35% 32,00% 60,47% 425 examination/test Siemens Healthineers Insights Series · Issue 23 21 To the To little To some greatest Segment Question Not at all extent extent extent Total Processes Results/Planning Family members/care partners are invited to participate when results 1,21% 6,31% 33,98% 58,50% 412 are shared Processes Scheduling/ Wait time to schedule Timing an examination/test is 0,00% 5,77% 38,11% 56,12% 433 minimal Processes Results/Planning Patients are asked how and when they would like to receive their 0,73% 5,34% 37,86% 56,07% 412 results Processes Environment The privacy of the waiting/changing room 0,71% 6,86% 36,88% 55,56% 423 Processes Scheduling/ Scheduling an in-person Timing examination/test is easy 0,69% 5,50% 39,22% 54,59% 436 Equipment Scheduling/ Wait time on the day & Technology Timing of an examination/test 0,46% 4,85% 46,65% 48,04% 433 is minimal Equipment Scheduling/ Scheduling a & Technology Timing virtual/telemedicine 0,46% 6,24% 48,96% 44,34% 433 examination/test is easy 22 Issue 23 · Siemens Healthineers Insights Series To the To little To some greatest Segment Question Not at all extent extent extent Total Equipment Environment The comfort of the & Technology equipment/technology used for the 0,71% 7,78% 47,41% 44,10% 424 examination/test Equipment Results/Planning The option to receive & Technology results remotely/via 0,73% 9,47% 51,21% 38,59% 412 telemedicine is offered Equipment Environment The comfort of the & Technology examination or testing 0,71% 9,18% 52,00% 38,12% 425 room Equipment Environment The environment of the & Technology examination or testing 0,94% 8,45% 52,82% 37,79% 426 room Equipment Environment The environment of the & Technology waiting/changing room 0,48% 13,54% 57,48% 28,50% 421 Siemens Healthineers Insights Series · Issue 23 23 At Siemens Healthineers, our purpose is to drive innovation to help humans live healthier and longer. Through our products, services and solutions we help physicians, medical staff, and healthcare providers prevent illnesses from occurring and to correctly diagnose and determine the right treatments for people who do become ill – resulting in fewer complications, shorter hospital stays, and faster patient recovery. Our mission is to enable healthcare providers to increase value by expanding precision medicine, transforming care delivery, improving the patient experience, and digitalizing healthcare. With our comprehensive portfolio – from in-vitro diagnostics and imaging to therapy and follow-up care – we address the complete care continuum for many of the world’s most threatening diseases. Every hour, more than 240,000 patients are touched by technologies provided by Siemens Healthineers. We are at the center of clinical decision making with almost three-quarters of all critical clinical decisions influenced by our solutions. We are a leading medical technology company with over 120 years of experience and more than 65,000 highly dedicated employees around the globe who are innovating every day, truly shaping the future of healthcare. Siemens Healthineers Headquarters Siemens Healthcare GmbH Henkestr. 127 91052 Erlangen, Germany Phone: +49 9131 84-0 Published by Siemens Healthcare GmbH · HOOD05162003207181 · online · 10209 0721 · ©Siemens Healthcare GmbH, 2021

  • insites
  • precision medicine
  • precision medicine
  • patient experience
  • value promises
  • expanding precision medicine
  • reduce unwarranted variations
  • Transforming Care Delivery
  • digitalizing healthcare. improving the patient experience
  • increase workforce productivity