Tag Archives: Healthcare

CIOs should plan for a spike in healthcare cyberattacks

Healthcare organizations face a growing risk of healthcare cyberattacks during the coronavirus pandemic.

The federal government is relaxing regulations so that providers can treat patients from home and use consumer-grade technologies like Skype and FaceTime. The measures are aimed at keeping providers and patients at home as much as possible to slow the spread of COVID-19. But there is also a downside to making healthcare more accessible: The measures are creating more points of entry into healthcare systems for cyberattackers.

Before the coronavirus outbreak, the healthcare industry was already one of the most likely industries to be attacked. The industry pays the highest cost to detect, respond to and deal with the fallout of a data breach, averaging just under $6.5 million per breach, said Caleb Barlow, president and CEO of healthcare cybersecurity firm CynergisTek.

Caleb BarlowCaleb Barlow

Now in the midst of a pandemic, the healthcare industry is more vulnerable than ever, and cyber criminals are likely laying the groundwork for major healthcare cyberattacks.

“If you put yourself in the mindset of an attacker right now, now is actually not the time to detonate your attack,” Barlow said. “Now is the time to get on a system, to move laterally and to elevate your credentials, and that’s likely exactly what they’re doing. There are a lot of indicators of that. We’ve seen a significant rise in COVID-19-focused phishing, both that is targeting individuals as well as institutions.”

There is not going to be a plea to bad guys of, ‘Please not right now.’ It just doesn’t work that way. It is coming. Get prepared, you have a few weeks. It is that simple.
Caleb BarlowPresident and CEO, CynergisTek

Healthcare systems and even the U.S. Department of Health and Human Services are seeing phishing and other similar attacks right now, but Barlow warns that healthcare CIOs and CISOs need to prepare for the more insidious healthcare cyberattacks that are coming, including ransomware.

“We have to realize that these attackers are highly motivated,” Barlow said. “Many of them, particularly with things like ransomware, are nation-state actors. These are how nation-states fund their activities. There is not going to be a plea to bad guys of, ‘Please not right now.’ It just doesn’t work that way. It is coming. Get prepared, you have a few weeks. It is that simple.”

Cyberthreats seen on the front lines

Anahi Santiago, CISO at the Delaware-based ChristianaCare health system, said there has been a rapid increase in social engineering attacks — including phishing, where bad actors appear as a trusted source and trick healthcare employees into revealing their credentials — that are testing healthcare systems during the coronavirus crisis.

Anahi SantiagoAnahi Santiago

Although the ChristianaCare health system has security tools to prevent phishing attacks on the organization, Santiago said home computers may not have the same protections. Additionally, Santiago said threat actors are setting up websites using legitimate coronavirus outbreak global maps to trick people into visiting those sites and, unbeknownst to them, downloading malware. While the healthcare system’s security tools block malicious websites, clinicians may not have the same types of protection at home.

CynergisTek’s Barlow said the “threat landscape has increased dramatically,” as regulations have been relaxed to enable physicians to work and treat patients remotely. That increased threat landscape includes a physician’s home network, which gives bad actors more opportunity to gain access to a healthcare institution.

As cyberattackers capitalize on this opportunity, Barlow said it’s important for health systems’ security teams to mobilize and for healthcare CIOs and CISOs to have a plan in place in case their healthcare system is breached.

Santiago echoed Barlow’s call on security teams, saying awareness and ensuring the cybersecurity posture remains intact are key to preventing these kinds of attacks.

“We have been working very closely with our external affairs folks to communicate to the organization so that our caregivers have awareness, not only around potential phishing and social engineering attacks that might come through the organization, but also to be aware at home,” she said. “We’re doing a lot of enablement for the organization, but also making sure that we’re thinking about our caregivers and their families and making sure we’re giving them the tools to be able to go home and continue to protect themselves.”

Aaron MiriAaron Miri

Aaron Miri, CIO at the University of Texas at Austin Dell Medical School and UT Health Austin, said he has heard of academic medical institutions and healthcare systems being under constant attack and is remaining vigilant.

“During any situation, even if it’s a Friday afternoon at 5 o’clock, you can expect to see bad actors try to capitalize,” he said. “It is an unfortunate way of the world and it’s reality, so we are always keeping watch.”

Preparing for cyberattacks

Barlow said there are a few steps healthcare security teams can take to make sure providers working at home are doing so securely.

First, he said it’s key to make sure clinicians have proper virtual private networks (VPNs) in place and that they’re set up properly. A VPN creates a safe connection between a device that could be on a less secure network and the healthcare system network.

Second, he said security teams should make sure those computers have proper protection, often referred to as endpoint security. Endpoint security ensures devices meet certain security criteria before being allowed to connect to a hospital’s network.

The next step is getting a plan in place so that when a healthcare system is breached or hit with ransomware, it will know how to respond, he said. The plan should include how to manage a breach in light of the pandemic, when leaders of the organization are likely working from home.

“If you are hit with ransomware, how are you going to process through that, how are you going to do that when you can’t get everybody in the room … how are you going to make decisions, who are you going to work with,” he said. “Get those plans up to date.”

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Emsisoft, Coveware offer free ransomware services to hospitals

As the coronavirus pandemic continues to overwhelm healthcare and medical facilities, another complication has surfaced: the possibility of a ransomware attack, which have been shown to spike during the spring and summer months, according to antimalware vendor Emsisoft.

In anticipation of such attacks, Emsisoft and incident response company Coveware partnered for an initiative to give healthcare providers access to both companies’ complete range of ransomware response services at no cost for the duration of the crisis. The aim is to get impacted providers operational again in the shortest possible time so that patient care is minimally disrupted, Emsisoft threat analyst Brett Callow said.

In the event of a ransomware attack, Emsisoft and Coveware will provide services to hospitals and medical facilities that include technical analysis of the ransomware; the development of a decryption tool, if possible; and “as a last resort, ransom negotiation, including transaction handling and recovery assistance including replacement of the decryption tool supplied by the criminals with a custom tool that will recover data faster and with less chance of data loss,” according to a blog post from Emsisoft.

Bill Siegel, CEO of Coveware, cautioned that a ransomware attack on a healthcare organization will still have devastating consequences, regardless of how Emsisoft and Coveware can mitigate it. “Even with our help, it will likely result in unnecessary causalities because of the disruption,” Siegel said.

Bracing for ransomware attacks

Emsisoft’s blog said, “it is likely that there will be an increase in the number of healthcare providers impacted by ransomware in the coming months and unfortunately this increase may coincide with the peak of the COVID-19 outbreak. Further, the spikes may be more pronounced than in previous years due to security weaknesses resulting from hastily introduced work-from-home arrangements, personal device usage and staffing shortages.”

A ransomware attack could hinder response efforts, communications and treatments during the pandemic.

Even prior to the pandemic, healthcare facilities were a common target of ransomware attacks. At least 764 healthcare providers were impacted by ransomware in 2019, according to the Emsisoft report, titled “The State of Ransomware in the U.S.: Report and Statistics 2019.”

However, two ransomware gangs, Maze and DoppelPaymer, announced Wednesday they would cease ransomware attacks on medical and healthcare facilities during the COVID-19 pandemic. Despite these promises, the problem persists, according to Callow.

“I saw a medical research company in the U.K. was attacked a couple days ago by a group who steals data and threatens to release it if you don’t pay,” Callow said, referencing the Maze group.

Siegel said he hopes the promise made by ransomware gangs is genuine.

“It will be interesting to see if Defray/777 ransomware affiliates adhere, as that variant almost exclusively targeted healthcare providers prior to the pandemic,” Siegel said.

Since the announcement on Wednesday, no one has yet to take up the free offer, and both Callow and Siegel said they hope no one will need to.

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Maze ransomware gang pledges to stop attacking hospitals

The notorious Maze ransomware gang announced Wednesday that it will not attack any healthcare organizations during the COVID-19 pandemic.

The pandemic has put a strain hospitals and public health agencies in recent weeks as governments across the globe struggle to contain the spread of COVID-19, also known as the new coronavirus. Some security vendors have expressed concern that coronavirus-related threats could soon include ransomware attacks, which would have a crippling effect on healthcare and government organizations working on treatment and containment of the virus.

But at least one cybercrime outfit is pledging to refrain from such attacks, at least on healthcare organizations. The Maze ransomware gang, which last year began “shaming” victims by exfiltrating and publishing organizations’ sensitive data, promised to ” stop all activity versus all kinds of medical organizations until the stabilization of the situation with virus,” according to an announcement on its website.

BleepingComputer, which first reported the announcement, also contacted other ransomware operators about stopping attacks on healthcare and medical organizations during the pandemic. The DoppelPaymer gang also pledged to stop such attacks, though other ransomware groups such as Ryuk and Sodinokibi/REvil did not respond to Bleeping Computer’s queries.

The Maze gang’s pledge, however, says nothing about attacks on city, state or local governments or public health agencies. The Maze gang also said it will “help commercial organizations as much as possible” during the pandemic by offering “exclusive discounts” on ransoms to both current and future ransomware victims; the cybercriminals said they will provide decryptors and deleted any data published on its website.

A screenshot of the Maze ransomware gang's announcement that it will not attack healthcare organizations during the coronavirus pandemic.
A screenshot of the Maze ransomware gang’s announcement that it will not attack healthcare organizations during the coronavirus pandemic.

Despite the promises of the DoppelPaymer and Maze ransomware gangs, it’s unclear how much control they have over what organizations are attacked. Many outfits use a ransomware-as-a-service model where they develop the malicious code and then sell it to other cybercriminals, which are often called affiliates.

These affiliates then conduct the actual intrusions, data exfiltration and ransomware deployment and pay the authors. Many ransomware incidents are initiated through phishing emails and brute-force attacks on remote desktop protocol instances; threat researchers have said it’s likely that ransomware actors aren’t specifically targeting organizations by name or industry and are merely capitalizing on the most vulnerable networks.

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Microsoft for Healthcare: Empowering our customers and partners to provide better experiences, insights and care – The Official Microsoft Blog

At Microsoft, our goal within healthcare is to empower people and organizations to address the complex challenges facing the healthcare industry today. We help do this by co-innovating and collaborating with our customers and partners as a trusted technology provider. Today, we’re excited to share progress on the latest innovations from Microsoft aimed at helping address the most prevalent and persistent health and business challenges:

  • Empower care teams with Microsoft 365: Available in the coming weeks, the new Bookings app in Microsoft Teams will empower care teams to schedule, manage and conduct virtual visits with remote patients via video conference. Also coming soon, clinicians will be able to target Teams messages to recipients based on the shift they are working. Finally, healthcare customers can support their security and compliance requirements with the HIPAA/HITECH assessment in Microsoft Compliance Score.
  • Protect health information with Azure Sphere: Microsoft’s integrated security solution for IoT (Internet of Things) devices and equipment – is now widely available for the development and deployment of secure, connected devices. Azure Sphere helps securely personalize patient experiences with connected devices and solutions. And, to make it easier for healthcare leaders to develop their own IoT strategies, today we’re launching a new IoT Signals report focused on the healthcare industry that provides an industry pulse on the state of IoT adoption and helpful insights for IoT strategies. Learn more about Microsoft’s IoT offerings for healthcare here.
  • Enable personalized virtual care with Microsoft Healthcare Bot: Today, we’re pleased to announce that Microsoft Healthcare Bot, our HITRUST-certified platform for creating virtual health assistants, is enriching its healthcare intelligence with new built-in templates for healthcare-specific use cases, and expanding its integrated medical content options. With the addition of Infermedica, a cutting-edge triage engine based on advanced artificial intelligence (AI) that enables symptom checking in 17 languages Healthcare Bot is empowering providers to offer global access to care.
  • Reimagine healthcare using new data platform innovations: With the 2019 release of Azure API for FHIR, Microsoft became the first cloud provider with a fully managed, enterprise-grade service for health data in the Fast Healthcare Interoperability Resources (FHIR) format. We’re excited to expand those offerings with several new innovations around connecting, converting and transforming data. The first is Power BI FHIR Connector, which makes it simple and easy to bring FHIR data into Power BI for analytics and insights. The second, IoMT (Internet of Medical Things) FHIR Connector, is now available as open source software (OSS) and allows for seamless ingestion, normalization and transformation of Protected Health Information data from health devices into FHIR. Another new open source project, FHIR Converter, provides an easy way to convert healthcare data from legacy formats (i.e., HL7v2) into FHIR. And lastly, FHIR Tools for Anonymization, is now offered via OSS and enables anonymization and pseudonymization of data in the FHIR format. Including capabilities for redaction and date shifting in accordance with the HIPAA privacy rule.

Frictionless exchange of health information in FHIR makes it easier for researchers and clinicians to collaborate, innovate and improve patient care. As we move forward working with our customers and partners and others across the health ecosystem, Microsoft is committed to enabling and improving interoperability and required standards to make it easier for patients to manage their healthcare and control their information. At the same time, trust, privacy and compliance are a top priority – making sure Protected Health Information (PHI) remains under control and custodianship of healthcare providers and their patients.

We’ve seen a growing number of healthcare organizations not only deploy new technologies, but also begin to develop their own digital capabilities and solutions that use data and AI to transform and innovate healthcare and life sciences in profoundly positive ways. Over the past year, together with our customers and partners, we’ve announced new strategic partnerships aimed at empowering this transformation.

For example, to enable caregivers to focus more on patients by dramatically reducing the burden of documenting doctor-patient visits, Nuance has released Nuance Dragon Ambient eXperience (DAX). This ambient clinical intelligence technologies (ACI) is enriched by AI and cloud capabilities from Microsoft, including the ambient intelligence technology, EmpowerMD, which is coming to market as part of Nuance’s DAX solution. The solution aims to transform the exam room by deploying ACI to capture, with patient consent, interactions between clinicians and patients so that clinical documentation writes itself.

Among health systems, Providence St. Joseph Health is using Microsoft’s cloud, AI, productivity and collaboration technologies to deploy next-generation healthcare solutions while empowering their employees. NHS Calderdale is enabling patients and their providers to hold appointments virtually via Microsoft Teams for routine and follow-up visits, which helps lower costs while maintaining the quality of care. The U.S. Veterans Affairs Department is embracing mixed reality by working with technology providers Medivis, Microsoft and Verizon to roll out its first 5G-enabled hospital. And specifically for health consumers, Walgreens Boots Alliance will harness the power of our cloud, AI and productivity technologies to empower care teams and deliver new retail solutions to make healthcare delivery more personal, affordable and accessible.

Major payor, pharmaceutical and health technology platform companies are also transforming healthcare in collaboration with us. Humana will develop predictive solutions for personalized and secure patient support, and by using Azure, Azure AI and Microsoft 365, they’ll also equip home healthcare workers with real-time access to information and voice technology to better understand key factors that influence patient health. In pharmaceuticals, Novartis will bring Microsoft AI capabilities together with its deep expertise in life sciences to address specific challenges that make the process of discovering, developing and delivering new medicines so costly and time-consuming.

We’re pleased to showcase how together with our customers and partners, we’re working to bring healthcare solutions to life and positively impact the health ecosystem.

To keep up to date with the latest announcements visit the Microsoft Health News Room.

About the authors:
As Corporate Vice President of Health Technology and Alliances, Dr. Greg Moore leads the dedicated research and development collaborations with our strategic partners, to deliver next-generation technologies and experiences for healthcare.

Vice President and Chief Medical Officer Dr. David Rhew recently joined Microsoft’s Worldwide Commercial Business Healthcare leadership team and provides executive-level support, engaging in business opportunities with our customers and partners.

As Corporate Vice President of Healthcare, Peter Lee leads the Microsoft organization that works on technologies for better and more efficient healthcare, with a special focus on AI and cloud computing.

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Author: Microsoft News Center

AI, Azure and the future of healthcare with Dr. Peter Lee – Microsoft Research

headshot of Peter Lee for the Microsoft Research Podcast

Episode 109 | March 4, 2020

Over the past decade, the healthcare industry has undergone a series of technological changes in an effort to modernize it and bring it into the digital world, but the call for innovation persists. One person answering that call is Dr. Peter Lee, Corporate Vice President of Microsoft Healthcare, a new organization dedicated to accelerating healthcare innovation through AI and cloud computing.

Today, Dr. Lee talks about how MSR’s advances in healthcare technology are impacting the business of Microsoft Healthcare. He also explains how promising innovations like precision medicine, conversational chatbots and Azure’s API for data interoperability may make healthcare better and more efficient in the future.

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Transcript

Peter Lee: In tech industry terms, you know, if the last decade was about digitizing healthcare, the next decade is about making all that digital data good for something, and that good for something is going to depend on data flowing where it needs to flow at the right time.

Host: You’re listening to the Microsoft Research Podcast, a show that brings you closer to the cutting-edge of technology research and the scientists behind it. I’m your host, Gretchen Huizinga.

Host: Over the past decade, the healthcare industry has undergone a series of technological changes in an effort to modernize it and bring it into the digital world, but the call for innovation persists. One person answering that call is Dr. Peter Lee, Corporate Vice President of Microsoft Healthcare, a new organization dedicated to accelerating healthcare innovation through AI and cloud computing.

Today, Dr. Lee talks about how MSR’s advances in healthcare technology are impacting the business of Microsoft Healthcare. He also explains how promising innovations like precision medicine, conversational chatbots and Azure’s API for data interoperability may make healthcare better and more efficient in the future. That and much more on this episode of the Microsoft Research Podcast.

(music plays)

Host: Peter Lee, welcome to the podcast!

Peter Lee: Thank you. It’s great to be here.

Host: So you’re a Microsoft Corporate Vice President and head of a relatively new organization here called Microsoft Healthcare. Let’s start by situating that within the larger scope of Microsoft Research and Microsoft writ large. What is Microsoft Healthcare, why was it formed, and what do you hope to do with it?

Peter Lee: It’s such a great question because when, we were first asked to take this on, it was confusing to me! Healthcare is such a gigantic business in Microsoft. You know, the number that really gets me is, Microsoft has commercial contracts with almost 169,000 healthcare organizations around the world.

Host: Wow.

Peter Lee: I mean, it’s just massive. Basically, anything from a one-nurse clinic in Nairobi, Kenya, to Kaiser Permanente or United Healthcare, and everything in-between. And so it was confusing to try to understand, what is Satya Nadella thinking to ask a “research-y” organization to take this on? But, you know, the future of healthcare is so vibrant and dynamic right now, and is so dependent on AI, on Cloud computing, big data, I think he was really wanting us to think about that future.

Host: Let’s situate you.

Peter Lee: Okay.

Host: You cross a lot of boundaries from pure to applied research, computer science to medicine. You’ve been head of Carnegie Mellon University’s computer science department, but you were also an office director at DARPA, which is the poster child for applied research. You’re an ACM fellow and on the board of directors of the Allen Institute for AI, but you’re also a member of the National Academy of Medicine, fairly newly minted as I understand?

Peter Lee: Right, just this year.

Host: And on the board of Kaiser Permanente’s School of Medicine. So, I’d ask you what gets you up in the morning, but it seems like you never go to bed So instead, describe what you do for a living, Peter! How you choose what hat to wear in the morning and what’s a typical day in your life look like?

Peter Lee: Well, you know, this was never my plan. I just love research, and thinking hard about problems, being around other smart people and thinking hard about problems, getting real depth of understanding. That’s what gets me up. But I think the world today, what’s so exciting about it for anyone with the research gene, is that research, in a variety of areas, has become so important to practical, everyday life. It’s become important to Microsoft’s business. Not just Microsoft, but all of our competitors. And so I just feel like I’m in a lucky position, as well as a lot of my colleagues, I don’t think any of us started with that idea. We just wanted to do research and now we’re finding ourselves sort of in the middle of things.

Host: Right. Well, talk a little bit more about computer science and medicine. How have you moved from one to the other, and how do you kind of envision yourself in this arena?

Peter Lee: Well, my joke here is, these were changes that, actually, Satya Nadella forced me to make! And it’s a little bit of a joke because I was actually honored that he would think of me this way, but it was also painful because I was in a comfort zone just doing my own research, leading research teams, and then, you know, Satya Nadella becomes the CEO, Harry Shum comes on board to drive innovation, and I get asked to think about new ways to take research ideas and get them out into the world. And then, three years after that, I get asked to think about the same thing for healthcare. And each one of those, to my mind, are examples of this concept that Satya Nadella likes to talk about, “growth mindset.” I joke that growth mindset is actually a euphemism because each time you’re asked to make these changes, you just get this feeling of dread. You might have a minute where you’re feeling honored that someone would ask you something, but then…

Host: Oh, no! I’ve got to do it now!

Peter Lee: …and boy, I was, you know, on a roll in what I was doing before, and you do spend some time feeling sorry for yourself… but when you work through those moments, you find that you do have those periods in your life where you grow a lot. And my immersion with so many great people in healthcare over the last three or four years has been one of those big growth periods. And to be recognized, then, let’s say, by the National Academies is sort of validation of that.

Host: All right, so rewind just a little bit and talk about that space you were in just before you got into the healthcare situation. You were doing Microsoft Research. Where, on the spectrum from pure, like your Carnegie Mellon roots, to applied, like your DARPA roots, did that land? There’s an organization called NeXT here I think, yeah?

Peter Lee: That’s right. You know, when I was in academia, academia really knows how to do research.

Host: Yeah.

Peter Lee: And they really put the creatives, the graduate students and the faculty, at the top of the pyramid, socially, in the university. It’s just a great setup. And it’s organized into departments, which are each named after a research area or a discipline and within the departments there are groups of people organized by sub-discipline or area, and so it’s an organizing principle that’s tried and true. When I went to DARPA, it was completely different. The departments aren’t organized by research area, they’re organized by mission, some easily assessable goal or objective. You can always answer the question, have we accomplished it yet or not?

Host: Right.

Peter Lee: And so research at DARPA is organized around those missions and that was a big learning experience for me. It’s not like saying we’re going to do computer vision research. We’ll be doing that for the next fifty years. It’s, can we eliminate the language barrier for all internet-connected people? That’s a mission. You can answer the question, you know, how close are we?

Host: Right.

Peter Lee: And so the mix between those two modes of research, from academia to DARPA, is something that I took with me when I joined Microsoft Research and, you know, Microsoft Research has some mix, but I thought the balance could be slightly different. And then, when Satya Nadella became the CEO and Harry Shum took over our division, they challenged me to go bigger on that idea and that’s how NeXT started. NeXT tried to organize itself by missions and it tried to take passionate people and brilliant ideas and grow them into new lines of business, new engineering capabilities for Microsoft, and along the way, create new CVPs and TFs for our company. There’s a tension here because one of the things that’s so important for great research is stability. And so when you organize things like you do in academia, and in large parts of Microsoft Research, you get that stability by having groups of people devoted to an area. We have, for example, say, computer networking research groups that are best in the world.

Host: Right.

Peter Lee: And they’ve been stable for a long time and, you know, they just create more and more knowledge and depth, and that stability is just so important. You feel like you can take big risks when you have that stability. When you are mission-oriented, like in NeXT, these missions are coming and going all the time. So that has to be managed carefully, but the other benefit of that, management-wise, is more people get a chance to step up and express their leadership. So it’s not that either model is superior to the other, but it’s good to have both. And when you’re in a company with all the resources that Microsoft has, we really should have both.

Host: Well, let’s zoom out and talk, somewhat generally, about the promise of AI because that’s where we’re going to land on some of the more specific things we’ll talk about in a bit, but Microsoft has several initiatives under a larger umbrella called AI for Good and the aim is to bring the power of AI to societal-scale problems in things like agriculture, broadband accessibility, education, environment and, of course, medicine. So AI for Health is one of these initiatives, but it’s not the same thing as Microsoft Healthcare, right?

Peter Lee: Well, the whole AI for Good program is so exciting and I’m just so proud to be in a company that makes this kind of commitment. You can think of it as a philanthropic grants program and it is, in fact, in all of these areas, providing funding and technical support to really worthy teams, passionate people, really trying to bring AI to bear for the greater good.

Host: Mm-hmm.

Peter Lee: But it’s also the case that we devote our own research resources to these things. So it’s not just giving out grants, but it’s actually getting into collaborations. What’s interesting about AI for Health is that it’s the first pillar in the AI for Good program that actually overlaps with a business at Microsoft and that’s Microsoft Healthcare. One way that I think about it is, it’s an outlet for researchers to think about, what could AI do to advance medicine? When you talk to a lot of researchers in computer science departments, or across Microsoft research labs, increasingly you’ll see more and more of them getting interested in healthcare and medicine and the first things that they tend to think about, if they’re new to the field, are diagnostic and therapeutic applications. Can we come up with something that will detect ovarian cancer earlier? Can we come up with new imaging techniques that will help radiologists do a better job? Those sorts of diagnostic and therapeutic applications, I think, are incredibly important for the world, but they are not Microsoft businesses. So the AI for Health program can provide an outlet for those types of research passions. And then there are also, as a secondary element, four billion people on this planet today that have no reasonable access to healthcare. AI and technology have to be part of the solution to creating that more equitable access and so that’s another element that, again, doesn’t directly touch Microsoft’s business today in Microsoft Healthcare, but is so important we have a lot to offer so AI for Health is just, I think, an incredibly visionary and wonderful program for that.

Host: Well, let’s zoom back out… um, no, let’s zoom back in. I’ve lost track of the camera. I don’t know where it is! Let’s talk about the idea of precision medicine, or precision healthcare, and the dream of improving those diagnostic and therapeutic interventions with AI. Tell us what precision medicine is and how that plays out and how are the two rather culturally diverse fields of computer science and medicine coming together to solve for X here?

Peter Lee: Yeah, I think one of the things that is sometimes underappreciated is, over the past ten to twenty years, there’s been a massive digitization of healthcare and medicine. After the 2008 economic collapse, in 2009, there was the ARA… there was a piece of legislation attached to that called the HITECH Act, and HITECH actually required healthcare organizations to digitize health records. And so for the past ten years, we’ve gone from something like 15% of health records being in digital form, to today, now over 98% of health records are in digital form. And along with that, medical devices that measure you have gone digital, our ability to sequence and analyze your genome, your proteome, have gone digital and now the question is, what can we do with all the digital information? And on top of that, we have social information.

Host: Yeah.

Peter Lee: People are carrying mobile devices, people talk to computers at home, people go to their Walgreens to get their flu shots.

Host: Yeah.

Peter Lee: And all of this is in digital form and so the question is, can we take all of that digital data and use it to provide highly personalized and precisely targeted diagnostics and therapeutics to people.

Host: Mm-hmm.

Peter Lee: Can we get a holistic, kind of, 360-degree view of you, specifically, of what’s going on with you right now, and what might go on over the next several years, and target your wellness? Can we advance from sick care, which is really what we have today…

Host: Right.

Peter Lee: …to healthcare.

Host: When a big tech company like Microsoft throws its hat in the healthcare ring and publicly says that it has the goal of “transforming how healthcare is experienced and delivered,” I immediately think of the word disruption, but you’ve said healthcare isn’t something you disrupt. What do you mean by that, and if disruption isn’t the goal, what is?

Peter Lee: Right. You know, healthcare is not a normal business. Worldwide, it’s actually a $7.5 trillion dollar business. And for Microsoft, it’s incredibly important because, as we were discussing, it’s gone digital, and increasingly, that digital data, and the services and AI and computation to make good use of the data, is moving to the cloud. So it has to be something that we pay very close attention to and we have a business priority to support that.

Host: Right.

Peter Lee: But, you know, it’s not a normal business in many, many different senses. As a patient, people don’t shop, at least not on price, for their healthcare. They might go on a website to look at ratings of primary care physicians, but certainly, if you’re in a car accident, you’re unconscious. You’re not shopping.

Host: No.

Peter Lee: You’re just looking for the best possible care. And similarly, there’s a massive shift for healthcare providers away from what’s called fee-for-service, and toward something called value-based care where doctors and clinics are being reimbursed based on the quality of the outcomes. What you’re trying to do is create success for those people and organizations that, let’s face it, they’ve devoted their lives to helping people be healthier. And so it really is almost the purest expression of Microsoft’s mission of empowerment. It’s not, how do we create a disruption that allows us to make more money, but instead, you know, how do we empower people and organizations to deliver better – and receive better – healthcare? Today in the US, a primary care doctor spends almost twice as much time entering clinical documentation as they do actually taking care of patients. Some of the doctors we work with here at Microsoft call this “pajama time,” because you spend your day working with patients and then, at home, when you crawl into bed, you have to finish up your documentation. That’s a big source of burn out.

Host: Oh, yeah.

Peter Lee: And so, what can we do, using speech recognition technologies, natural language processing, diarization, to enable that clinical note-taking to be dramatically reduced? You know, how would that help doctors pay more attention to their patients? There is something called revenue-cycle management, and it’s sort of sometimes viewed as a kind of evil way to maximize revenues in a clinic or hospital system, but it is also a place where you can really try to eliminate waste. Today, in the US market, most estimates say that about a trillion dollars every year is just gone to waste in the US healthcare system. And so these are sort of data analysis problems, in this highly complex system, that really require the kind of AI and machine learning that we develop.

Host: And those are the kinds of disruptions we’d like to see, right?

Peter Lee: That’s right. Yeah.

Host: We’ll call them successes, as you did.

Peter Lee: Well, and they are disruptions though, they’re disruptions that help today’s working doctors and nurses. They help today’s hospital administrators.

(music plays)

Host: Let’s talk about several innovations that you’ve actually made to help support the healthcare industry’s transformation. Last year – year ago – at the HIMSS conference, you talked about tools that would improve communication, the healthcare experience and interoperability and data sharing in the cloud. Tell us about these innovations. What did you envision then, and now, a year later, how are they working out?

Peter Lee: Yeah. Maybe the one I like to start with is about interoperability. I sometimes have joked that it’s the least sexy topic, but it’s the one that is, I think, the most important to us. In tech industry terms, you know, if the last decade was about digitizing healthcare, the next decade is about making all that digital data good for something and that good for something is going to depend on data flowing where it needs to flow…

Host: Right.

Peter Lee: …at the right time. And doing that in a way that protects people’s privacy because health data is very, very personal. And so a fundamental issue there is interoperability. Today, while we have all this digital data, it’s really locked into thousands of different incompatible data formats. It doesn’t get exposed through modern APIs or microservices. It’s oftentimes siloed for business reasons, and so unlocking that is important. One way that we look at it here at Microsoft is, we are seeing a rising tidal wave of healthcare organizations starting to move to the cloud. Probably ten years from now, almost all healthcare organizations will be in the cloud. And so, with that historic shift that will happen only once, ever, in human history, what can we do today to ensure that we end up in a better place ten years from now than we are now? And interoperability is one of the keys there. And that’s something that’s been recognized by multiple governments. The US government, through the Centers for Medicare and Medicaid Services, has proposed new regulations that require the use of specific interoperable data standards and API frameworks. And I’m very proud that Microsoft has participated in helping endorse and guide the specific technical choices in those new rules.

Host: So what is the API that Microsoft has?

Peter Lee: So the data standard that we’ve put a lot of effort behind is something called FHIR. F-H-I-R, Fast Healthcare Interoperability Resources. And for anyone that’s used to working in the web, you can look at FHIR and you’ll see something very familiar. It’s a modern data standard, it’s extensible, because medical science is advancing all the time, and it’s highly susceptible to analysis through machine learning.

Host: Okay.

Peter Lee: And so it’s utterly modern and standardized, and I think FHIR can be a lingua franca for all healthcare data everywhere. And so, for Microsoft, we’ve integrated FHIR as a first-class data type in our cloud, in Azure.

Host: Oh, okay.

Peter Lee: We’ve enabled FHIR in Office. So the Teams application, for example, it can connect to health data for doctors and nurses. And there’s integration going on into Dynamics. And so it’s a way to convert everything that we do here at Microsoft into great healthcare-capable tools. And once you have FHIR in the cloud, then you also, suddenly, unlock all of the AI tools that we have to just enable all that precision medicine down the line.

Host: That’s such a Biblical reference right then! The cloud and the FHIR.

Peter Lee: You know, there are – there’s an endless supply of bad puns around FHIR. So thank you for contributing to that.

Host: Well, it makes me think about the Fyre Festival, which was spelt F-Y-R-E, which was just the biggest debacle in festival history

Peter Lee: I should say, by the way, another thing that everyone connected to Microsoft should be proud of is, we have really been one of the chief architects for this new future. One of the most important people in the FHIR development community is Josh Mandel, who works with us here at Microsoft Healthcare, and he has the title Chief Architect, but it’s not Chief Architect for Microsoft, it’s Chief Architect for the cloud.

Host: Oh, my gosh.

Peter Lee: So he spends time talking to the folks at Google, at AWS, at Salesforce and so on.

Host: Right.

Peter Lee: Because we’re trying to bring the entire cloud ecosystem along to this new future.

Host: Tell me a little bit about what role bots might play in this arena?

Peter Lee: Bots are really interesting because, how many listeners have received a lab test result and have no idea what it means? How many people have received some weird piece of paper or bill in the mail from their insurance company? It’s not just medical advice, you know, where you have a scratch in your throat and you’re worried about what you should do. That’s important too, but the idea of bots in healthcare really span all these other things. One of the most touching, in a project led by Hadas Bitran and her team, has been in the area of clinical trials. So there’s a website called clinicaltrials.gov and it contains a registry describing every registered clinical trial going on. So now, if you are desperate for more experimental care, or you’re a doctor treating someone and you’re desperate for this, you know, how do you find, out of thousands of documents, and they’re complicated…

Host: Right.

Peter Lee: …technical, medical, science things.

Host: Jargon-y.

Peter Lee: Yeah, and it’s difficult. If you go to clinicaltrials.gov and type into the search box ‘breast cancer’ you get hundreds of results. So the cool project that Hadas and her team led was to use machine reading from Microsoft Research out of Hoifung Poon’s team, to read all of those clinical trials documents and create a knowledge graph and use that knowledge graph then to drive a conversational chatbot so that you can engage in a conversation. So you can say, you know, “I have breast cancer. I’m looking for a clinical trial,” and the chatbot will start to ask you questions in order to narrow down, eventually, to the one or two or three clinical trials that might be just right for you. And so this is something that we just think has a lot of potential.

Host: Yeah.

Peter Lee: And business-wise, there are more mundane, but also important things. Just call centers. Boy, those nurses are busy. What would happen if we had a bot that would triage and tee up some of those things and really give superpowers to those call center nurses. And so it’s that type of thing that I think is very exciting about conversational tech in general. And of course, Microsoft Research and NeXT should be really proud of really pioneering a lot of this bot technology.

Host: Right. So if I employed a bot to narrow down the clinical trials, could I get myself into one? Is that what you’re explaining here?

Peter Lee: Yeah, in fact, the idea here is that this would help, tremendously, the connection between perspective patients and clinical trials. It’s so important because pharmaceutical companies, in clinics that are setting up clinical trials, more than 50% of them fail to recruit enough participants. They just never get off the ground because they don’t get enough. The recruitment problem is so difficult.

Host: Wow.

Peter Lee: And so this is something that can really help on both ends.

Host: I didn’t even think about it from the other angle. Like, getting people in. I always just assumed, well, a clinical trial, no biggie.

Peter Lee: It’s such a sad thing that most clinical trials fail. And fail because of the recruitment problem.

Host: Huh. Well, let’s talk a little bit more about some of the really interesting projects that are going on across the labs here at Microsoft Research. So what are some of the projects and who are some of the people that are working to improve healthcare in technology research?

Peter Lee: Yeah. I think pretty much every MSR lab is doing interesting things. There’s some wonderful work going on in the Cambridge UK lab, in Chris Bishop’s lab there, in a group being led by Aditya Nori. One of the things there has been a set of projects in collaboration with Novartis really looking at new ideas about AI-powered molecule design for cellular therapies, as well as very precise dosing of therapies for things like macular degeneration and so these are, sort of, bringing the very best machine learning and AI researchers shoulder-to-shoulder with the best researchers and scientists at Novartis to really kind of innovate and invent the future. In the MSR India lab, Sriram Rajamani’s team, they’ve been standing up a really impressive set of technologies and projects that have to do with global access to healthcare and this is something that I think is just incredibly, incredibly important. You know, we really could enable, through more intelligent medical devices for example, much less well-trained technicians and clinicians to be able to deliver healthcare at a distance. The other thing that is very exciting to me there is just looking at data. You know, how do we normalize data from lots of different sources?

Host: Right.

Peter Lee: And then MSR Asia in Beijing, they’ve increasingly been redirecting some of the amazing advances that that lab is famous for in computer vision to the medical imaging space. And there are just amazing possibilities in taking images that might not be high resolution enough for a precise diagnosis and using AI to, kind of, magically improve the resolution. And so just across board, you go from, kind of, lab to lab you just see some really inspiring work going on.

Host: Yeah, some of the researchers have been on the podcast. Antonio Criminisi with InnerEye, umm…  haven’t had Ethan Jackson from Premonition yet

Peter Lee: No, Premonition… Well, Antonio Criminisi and the work that he led on InnerEye, you know, we actually went all the way to an FDA 510(k) approval on the tumor segmentations…

Host: Wow.

Peter Lee: …and the components of that now are going into our cloud. Really amazing stuff.

Host: Yeah.

Peter Lee: And then Premonition, this is one of these things that is, in the age of coronavirus…

Host: Right?

Peter Lee: …is very topical.

Host: I was just going to refer to that, but I thought maybe I shouldn’t…

Peter Lee: The thing that is so important is, we talked of precision medicine before…

Host: Yeah.

Peter Lee: …but there is also an emerging science of precision population health. And in fact, the National Academy of Medicine just recently codified that as an official part of medical research and it’s bringing some of the same sort of precision medicine ideas, but to population health applications and studies. And so when you look at Premonition, and the ability to look at a whole community and get a genetically precise diagnosis of what is going on in that community, it is something that could really be a game-changer, especially in an era where we are seeing more challenging infectious disease outbreaks.

Host: I think a lot of people would say, can we speed that one up a little? I want you to talk for a minute about the broader tech and healthcare ecosystem and what it takes to be a leader, both thought and otherwise, in the field. So you’ve noted that we’re in the middle of a big transformation that’s only going to happen once in history and because of that, you have a question that you ask yourself and everyone who reports to you. So what’s the question that you ask, and how does the answer impact Microsoft’s position as a leader?

Peter Lee: Right. You know, healthcare, in most parts of the world, is really facing some big challenges. It’s at a financial breaking point in almost all developed countries. The spread of the latest access to good medical practice has been slowing in the developing world and as you, kind of, look at, you know, how to break out of these cycles, increasingly, people turn to technology. And the kind of shining beacon of hope is this mountain of digital data that’s being produced every single day and so how can we convert that into what’s called the triple aim of better outcomes, lower costs and better experiences? So then, when you come to Microsoft, you have to wonder, well, if we’re going to try to make a contribution, how do you do it? When Satya Nadella asked us to take this on, we told ourselves a joke that he was throwing us into the middle of the Pacific Ocean and asking us to find land, because it’s such a big complex space, you know, where do you go? And, we had more jokes about this because you start swimming for a while and you start meeting lots of other people who are just as lost and you actually feel a little ashamed to feel good about seeing other people drowning. But it fundamentally it doesn’t help you to figure out what to work on, and so we started to ask ourselves the question, if Microsoft were to disappear today, in what ways would healthcare be harmed or held back tomorrow and into the future? If our hyperscale cloud were to disappear today, in what ways would that matter to healthcare? If all of the AI capabilities that we can deploy so cheaply on that cloud were to disappear, how would that matter? And then, since we’re coming out of Microsoft Research, if Microsoft Research were to disappear today, in what ways would that matter? And asking ourselves that question has sort of helped us focus on the areas where we think we have a right to play. And I think the wonderful thing about Microsoft today is, we have a business model that makes it easy to align those things to our business priorities. And so it’s really a special time right now.

(music plays)

Host: Well, this is – not to change tone really quickly – but this is the part of the podcast where I ask what could possibly go wrong? And since we’ve actually just used a drowning in the sea metaphor, it’s probably apropos… but when you bring nascent AI technologies, and I say nascent because most people have said, even though it’s been going on for a long time, we’re still in an infancy phase of these technologies. When you bring that to healthcare, and you’re literally dealing with lifeanddeath consequences, there’s not any margin for error. So… I realize that the answer to this question could be too long for the podcast, but I have to ask, what keeps you up at night, and how are you and your colleagues addressing potential negative consequences at the outset rather than waiting for the problems to appear downstream?

Peter Lee: That’s such an important question and it actually has multiple answers. Maybe the one that I think would be most obvious to the listeners of this podcast has to do with patient safety. Medical practice and medical science has really advanced on the idea of prospective studies and clinical validation, but that’s not how computer science, broadly speaking, works. In fact, when we’re talking about machine learning it’s really based on retrospective studies. You know, we take data that was generated in the past and we try to extract a model through machine learning from it. And what the world has learned, in the last few years, is that those retrospective studies don’t necessarily hold up very well, prospectively. And so that gap is very dangerous. It can lead to new therapies and diagnoses that go wrong in unpredictable ways, and there’s sort of an over-exuberance on both sides. As technologists, we’re pretty confident about what we do and we see lots of problems that we can solve, and the healthcare community is sometimes dazzled by all of the magical machine learning we do and so there can be over-confidence on both sides. That’s one thing that I worry about a lot because, you know, all over our field, not just all over Microsoft, but across all the other major tech companies and universities, there are just great technologists that are doing some wonderful things and are very well-intentioned, but aren’t necessarily validated in the right way. And so that’s something that, really, is worrisome. Going along with safety is privacy of people’s health data. And while I think most people would be glad to donate their health data for scientific progress, no one wants to be exploited. Exploited for money, or worse, you know, denied, for example, insurance.

Host: Right.

Peter Lee: And you know, these two things can really lead to outcomes, over the next decade, that could really damage our ability to make good progress in the future.

Host: So that said, we’re pretty good at identifying the problem. We may be able to start a good conversation, air quotes, on that, but this is, for me, like, what are you doing?

Peter Lee: Yeah.

Host: Because this is a huge thing, and

Peter Lee: I really think, for real progress and real transformation, that the foundations have to be right and those foundations do start with this idea of interoperability. So the good thing is that major governments, including the US government, are seeing this and they are making very definitive moves to foster this interoperable future. And so now, our role in that is to provide the technical guidance and technologies so that that’s done in the right way. And so everything that we at Microsoft are doing around interoperability, around security, around identity management, differential privacy, all of the work that came out of Microsoft Research in confidential computing…

Host: Yeah.

Peter Lee: …all of those things are likely to be part of this future. As important as confidential computing has been as a product of Microsoft Research, it’s going to be way, way more important in this healthcare future. And so it’s really up to us to make sure that regulators and lawmakers and clinicians are aware and smart about these things. And we can provide that technical guidance.

Host: What about the other companies that you mentioned? I mean, you’re not in this alone and it’s not just companies, it’s nations, and, I dare say, rogue actors, that are skilled in this arena. How do you get, sort of, agreement and compliance?

Peter Lee: I would say that Microsoft is in a good position because it has a clear business model. If someone is asking us, well what are you going to with our data? We have a very clear business model that says that we don’t monetize on your data.

Host: Right.

Peter Lee: But everyone is going to have to figure that out. Also, when you are getting into a new area like healthcare, every tech company is a big, complicated place with lots of stakeholders, lots of competing internal interests, lots of politics.

Host: Right.

Peter Lee: And so Microsoft, I think, is in a very good position that way too. We’re all operating as one Microsoft. But it’s so important that we all find ways to work together. One point of contact has been engineered by the White House in something called the Blue Button Developers Conference. So that’s where I’m literally holding hands with my counterparts at Google, at Salesforce, at Amazon, at IBM, making certain pledges there. And so the convening power of governments is pretty powerful.

Host: It’s story time. We’ve talked a little about your academic and professional life. Give us a short personal history. Where did it all start for Peter Lee and how did he end up where he is today?

Peter Lee: Oh, my.

Host: Has to be short.

Peter Lee: Well, let’s see, so uh, I’m Korean by heritage. I was born in Ohio, but Korean by heritage and my parents immigrated from Korea. My dad was a physics professor. He’s long retired now and my mother a chemistry professor.

Host: Wow.

Peter Lee: And she passed away some years ago. But I guess as an Asian kid growing up in a physical science household, I was destined to become a scientist myself. And in fact, they never said it out loud, but I think it was a disappointment to them when I went to college to study math! And then maybe an even the bigger disappointment when I went from math to computer science in grad school. Of course they’re very proud of me now.

Host: Of course! Where’d you go to school?

Peter Lee: I went to the University of Michigan. I was there as an undergrad and then I was planning to go work after that. I actually interviewed at a little, tiny company in the Pacific Northwest called Microsoft…

Host: Back then!

Peter Lee: … and …but I was wooed by my senior research advisor at Michigan to stay on for my PhD and so I stayed and then went from grad school right to Carnegie Mellon University as a professor.

Host: And then worked your way up to leading the department…

Peter Lee: Yeah. So I was there for twenty four years. They were wonderful years. Carnegie Mellon University is just a wonderful, wonderful place. And um..

Host: It’s almost like there’s a pipeline from Microsoft Research to Carnegie Mellon. Everyone is CMU this, CMU that!

Peter Lee: Well, I remember, as an assistant professor, when Rick Rashid came to my office to tell me that he was leaving to start this thing called Microsoft Research and I was really sad and shocked by that. Now here I am!

Host: Right. Well, tell us, um, if you can, one interesting thing about you that people might not know.

Peter Lee: I don’t know if people know this or not, but I have always had an interest in cars, in fast cars. I spent some time, when I was young, racing in something called shifter karts and then later in open wheel Formula Ford, and then, when I got my first real job at Carnegie Mellon, I had enough money that I spent quite a bit of it trying to get a sponsored ride with a semi-pro team. I never managed to make it. It’s hard to kind of split being an assistant professor and trying to follow that passion. You know, I don’t do that too much anymore. Once you are married and have a child, the annoyance factor gets a little high, but it’s something that I still really love and there’s a community of people, of course, at a place like Microsoft, that’s really passionate about cars as well.

Host: As we close, Peter, I’d like you to leave our listeners with some parting advice. Many of them are computer science people who may want to apply their skills in the world of healthcare, but are not sure how to get there from here. Where, in the vast sea of technology and healthcare research possibilities, should emerging researchers set their sights and where should they begin their swim?

Peter Lee: You know, I think it’s all about data and how to make something good out of data. And today, especially, you know, we are in that big sea of data silos. Every one of them has different formats, different rules, most of them don’t have modern APIs. And so things that can help evolve that system to a true ocean of data, I think anything to that extent will be great. And it is not just tinkering around with interfaces. It’s actually AI. To, say, normalize the schemas of two different data sets, intelligently, is something that we will need to do using the, kind of, latest machine learning, latest program synthesis, the kind of, latest data science techniques that we have on offer.

Host: Who do you want on your team in the coming years?

Peter Lee: The thing that I think I find so exciting about great researchers today is their intellectual flexibility to start looking at an idea and getting more and more depth of understanding, but then evolve as a person to understanding, you know, what is the value of this in the world, and understanding that that is a competitive world. And so, how willing are you to compete in that competitive marketplace to make the best stuff? And that evolution that we are seeing over and over again with people out of Microsoft Research is just incredibly exciting. When you see someone like a Galen Hunt or a Doug Burger or a Lili Cheng come out of Microsoft Research and then evolve into these world leaders in their respective fields, not just in research, but spanning research to really competing in a highly competitive marketplace, that is the future.

Host: Peter Lee, thank you for joining us on the podcast today. It’s been an absolute delight.

Peter Lee: Thank you for having me. It’s been fun.

(music plays)

To learn more about Dr. Peter Lee and how Microsoft is working to empower healthcare professionals around the world, visit Microsoft.com/research

Go to Original Article
Author: Microsoft News Center

Pilots underscore Amazon healthcare strategy

Amazon’s initial moves into healthcare have analysts like Forrester’s Jeff Becker wondering what its larger game might be.

In the last two years, Amazon has increasingly set its sights on the healthcare industry as it makes acquisitions and tests healthcare products internally that could be pushed out to customers in an effort to solve larger issues, such as the lack of prescription price transparency and the high cost of healthcare.

The Amazon healthcare strategy includes acquiring online pharmacy PillPack and digital health technology startup Health Navigator. It also includes co-founding Haven. The initiative aims to use their combined resources and test new ways of lowering healthcare costs for their employees and is in partnership with Berkshire Hathaway and JPMorganChase.

“I think the most interesting thing they’re doing is following along the storyline of bringing down their own employee medical cost,” Becker said.

Jeff BeckerJeff Becker

Becker believes the company’s strategy is currently focused on cultivating the use of voice technology in healthcare and creating a “more shoppable healthcare experience” for patients and employers.

Some efforts are already proving fruitful. Others are more of a question mark. Becker pointed to Haven as one place that may not be making the kind of progress it set out to make.

The big picture

The Haven initiative is combining data, technology and resources from Amazon, Berkshire Hathaway and JPMorganChase to lower prescription drug costs and medical treatment for patients, according to the company’s vision statement.

Amazon announced the Boston-based joint venture in January 2018, but it didn’t get the name Haven until earlier this year. According to Haven’s vision statement, it’s not looking to make a profit as it seeks to find ways to lower healthcare costs. Haven plans to “reinvest any surplus” back into the initiative’s work to improve health outcomes and lower costs. While its current focus centers on employees of all three companies, the vision is to eventually share its innovations with others.

One of the first pilot healthcare services to grow out of the Haven initiative is Amazon Care, for Amazon employees in the Seattle area. The pilot service offers virtual and in-person care from Oasis Medical through a mobile app.

Becker called Amazon Care a “digital front door” for lowering employee healthcare costs by addressing an employee’s minor healthcare needs and potentially sidestepping costly urgent care visits.

“If they can reduce the overuse of the ER, the digital front door strategy will pay for itself,” he said.

Amazon Care also offers same-day prescription deliveries. The service utilizes Amazon’s $753 million acquisition of PillPack, a digital pharmacy that sorts medication by dose and delivers to a patient’s door. The PillPack acquisition has since been rebranded as PillPack by Amazon Pharmacy. This month, it started working with Blue Cross Blue Shield of Massachusetts by integrating pharmacy services into the health insurer’s “MyBlue” app.

Amazon also acquired a start-up called Health Navigator earlier this year, its first healthcare-related acquisition since PillPack. Health Navigator provides services such as online symptom checking and triage tools for digital health companies seeking to steer patients to the right location to seek care. The acquisition plays a role in the overall Amazon healthcare strategy as it will become part of the Amazon Care health service.

Kamaljit BeheraKamaljit Behera

“If you go by what Amazon’s spokesperson revealed, they want to eliminate costs associated with travel, as well as the inconvenience associated with waiting times for patients,” Kamaljit Behera, an analyst at Frost & Sullivan, said. “This is where we see Amazon coming strong into the telehealth space.”

The work Amazon is doing through the Haven initiative and pilots like Amazon Care points to what Becker thinks will be the wider Amazon healthcare strategy: a one-stop-shop for patients seeking healthcare options.

What if there was a marketplace for shoppable healthcare experiences?
Jeff BeckerAnalyst, Forrester

“What if there was a marketplace for shoppable healthcare experiences?” Becker said.

That idea is a long way off, but Becker believes Amazon is testing the idea now, starting with its Amazon Care pilot, to find ways to introduce technology and cut down on costs. Yet beyond Amazon Care, the Haven name hasn’t been associated with many projects, and Becker said there hasn’t been much in the way of updates about Haven and the work Haven CEO Atul Gawande, M.D., has been doing — something he will be looking for in 2020.

Behera echoed Becker, saying he believes the Amazon healthcare strategy going forward will be to extend health services with a more consumer-centric offering.

“Amazon will be looking to create a much more curated, personalized space,” Behera said.

Amazon will continue focus on voice

Amazon’s main goal appears to be lowering healthcare costs through its efforts with the Haven initiative, but one area Amazon will continue to develop is voice technology in healthcare, Becker said.

Early partnerships with health systems like Boston Children’s Hospital to build Alexa skills, or voice capabilities, served as indicators of the company’s interest in healthcare. In 2016, AWS partnered with Boston Children’s to start building Alexa skills for parents, Becker said. Recently, Amazon announced the creation of a skill that enables Alexa to refill prescriptions by voice, as well as remind patients to take their medication.

Amazon has continued to build out Alexa skills for the healthcare industry, and Becker speculates that Alexa will be the first virtual assistant to be HIPAA-compliant. Indeed, Amazon is creating healthcare skills that are etching closer to being HIPAA-compliant, such as Express Scripts and Cigna Health Today, which give eligible customers the ability to use voice to manage prescriptions and engage in health improvement programs.

Becker said Amazon has six ongoing protected health information-processing pilot programs. He described the company as the first to “cross the finish line” for voice-only two-factor authentication, which first authenticates a voice profile and then asks for a unique verbal pin to access protected health information (PHI).

“We’ve been waiting for some kind of way they are going to overcome the authentication requirements for starting to process PHI,” he said.

As Amazon builds healthcare skills for Alexa, Becker said AWS will eventually play a major role as a data processing platform for the Alexa voice skills. At the recent AWS re:Invent 2019 conference, Amazon introduced Transcribe Medical, which records patient-doctor interactions and turns voice into text. The service is helping clinicians with medical notes, but Becker believes it points to a longer-term use case as a data processing tool.

Transcribe Medical can be made more robust by combining it with services like Amazon Comprehend Medical, which uses natural language processing and machine learning to extract pertinent pieces of medical information from unstructured text, according to Becker.  

“If you have a HIPAA-compliant Alexa service, Transcribe Medical will convert those conversations to text, and then Comprehend Medical will identify clinical facts within that text,” Becker said. “You’re starting to see a more compelling set of capabilities for having medical conversations with consumers over a voice channel. I think that’s part of what they’re building.”

Frost & Sullivan’s Behera said Alexa and voice technology is an integral part of the Amazon healthcare strategy. It’s looking to address a known healthcare pain point — physician burnout — with emerging tech.

Based on industry estimates, 40% of physician burnout is related to the EHR, Behera said. While interacting with a patient, physicians enter information into a patient’s electronic health record, a process that can be burdensome and negatively impact the patient-physician relationship. Transcribe Medical, which is HIPAA eligible, could reduce the data entry burden. EHR vendor Cerner is partnering with Amazon to introduce the service as a digital assistant for providers.

“AI-driven interactive, virtual assistants are becoming a common background technology for medical transcription, documentation … and even customer relationship management,” Behera said.

Go to Original Article
Author:

Connected medical devices experts highlight IoT remote monitoring

BOSTON — Healthcare facilities can advance their patient care with IoT remote monitoring if manufacturers understand how to develop and use connected medical devices.

Medical IoT remote monitoring “will change the way you do service, the way your customers perceive you, not just you, but your products. They become reliant on the network of things that you provide them, not just the transaction,” said Anthony Moffa, senior director of ThingWorx IIoT Platform at PTC.

IoT remote monitoring gives manufacturers access to real-time information from the field that is unfiltered and unbiased, which they can use to secure and maintain connected medical devices. Devices can transmit data back to manufacturers on key performance indicators — such as power settings or the number of times a device was turned on and off — that they can use to improve connected medical devices. Engineers don’t have an easy time observing their devices in the field consistently, but anyone can sit in front of their laptop and see how devices perform, said Paul O’Connor, director of medical development at Boston Engineering.

Moffa and O’Connor were among the experts discussing considerations for connected medical device manufacturers during the panel “How to leverage IIoT to improve medical device innovation and user insights,” which was held on Dec. 10. It was hosted by Boston Engineering, the Massachusetts Medical Device Industry Council and PTC.

[Medical IoT remote monitoring] will change the way you do service, the way your customers perceive you, not just you, but your products.
Anthony Moffaenior director, ThingWorx IIoT Platform at PTC

Here is a rundown of the event’s expert advice on how to address problems before IoT development begins, how to secure medical devices and the importance of identifying the needs that remote monitoring connected medical devices can address.

How to get started with remote monitoring for medical IIoT devices

Organizations often introduce IoT remote monitoring for connected medical devices with the intent to improve their products and differentiate themselves from the competition. Remote monitoring with IoT might have to overcome resistance.

“Somebody has to own [the project] and you have to have coordination between all your team members, so service, marketing operations, the R&D side; they all have to work together. If they don’t, it’s going to be an uphill battle,” Moffa said.

During IoT remote monitoring, developers should try to answer several questions:

  • Do you really know how your customers are using the product?
  • What settings do they actually use?
  • What is the optimal proactive maintenance schedule?
  • Do the components perform in a way that meets their needs?
  • How has device use changed since introduction?
  • Is the product over-engineered?

Developers can now track the data to answer these questions from around the world and apply the real-time insights and feedback to the next generation of the product.

“Think of your own product line and what you want to know about how your products are being used. Think about what you need first versus how [IoT remote monitoring technology] can help me,” O’Connor said. “You can test for years and not actually get real-time data on a global basis.”

Organizations might also see resistance from their customers. IT pros could see connected medical devices and remote monitoring as a threat to network security. The manufacturers must show how the device will bring value to the hospital, show how it’s secure and why it won’t put the network at risk, Moffa said.

Connected products typically have some built-in security processes. For example, all IT pros must make sure to encrypt communications and safely pair devices. When devices have basic security measures, adding remote monitoring security for post-market surveillance is a low security risk, said Elizabeth Couture, security software engineer at Geisel Software. Hackers won’t be particularly interested in data about what the current pressure on a sensor is or what firmware the device is running, which is the data that a device manufacturer would want from IoT remote monitoring. When manufacturers have continued access to deployed devices, they can increase the security of the product through processing device data with behavioral analytics to pick out deviations from the normal device use.

Create a culture of security

For something to be secure, the whole team must secure the product, including different engineering and support groups when it’s developed, designed and implemented outside of the facility.

“[Medical IIoT device manufacturers] need to have a culture of security. Security is not a thing you do once and then you are done with it. And it’s not a thing that you can slap on the end of the finished product,” said Elizabeth Couture.

Most hacks today are caused when attackers find bugs in widely used software from trusted organizations that are implemented on devices, said Couture. The organization that made the software announces that they have a fix for the bug, which makes applying updates critical. Organizations must plan how to update devices in the field, otherwise they will have a security hole that the entire internet knows about.

Steps to tackle security challenges
Follow these steps to prepare for security challenges.

Organizations must apply layered security and not treat medical devices as if they exist in a lockbox that no hacker will ever break into. A malicious actor should not be able to command the medical IIoT device to do dangerous things or access any patient data. By the time a medical device passes all Food and Drug Administration procedures, it’s usually 15 years old, Couture said.

“I wouldn’t trust a 15-year-old computer to buy it off the shelf. You have to be so sure that everything is safe, and that means that we need to assume that something will go wrong in the future,” she said.

When dealing with a larger number of connected medical devices, it’s important to make sure that devices have an incredibly narrow application to secure the multitude of endpoints that consumable items represent, Couture said. IT pros might be tempted to be lax on security for consumer devices, but they must tighten restrictions to prevent malicious actors from accessing the whole network through a device.

The best way to restrict application use on a medical device is to have very strict controls on the API, Moffa said. Limit the ability to use the device connection to go onto other networks, because as soon as a device connects to multiple different networks, malicious actors have a larger surface area to initiate a potential attack, he said.

Another way that organizations can improve their device security is to have other IT pros attempt to hack it. Smaller organizations might have to hire an outside expert if they don’t have people internally who focus on cybersecurity. Even having someone from a different group in an internal team attempt to hack a device will uncover security holes, Couture said.

“People used to approach cybersecurity as if ‘I am the best at building walls. I will build this wall around the product and everything is safe because I’m really good at that.’ But nowadays it’s not just about building good walls, it’s about learning the skills that a hacker would actually use to attack a product and attacking your product,” she said.

Keep the customer in mind, no matter the use of remote monitoring

Remote monitoring with IoT starts with user needs and adds value for them, said Raj Sivakumar, global product director at Hologic. Remote monitoring can improve the reliability of technology. When organizations use IoT remote monitoring for predictive maintenance, field engineers can identify when a component is going to fail and replace it without any downtime. With analytical tools, medical device users can take advantage of the device utilization rates to understand if their team uses the devices optimally or if they need more training.

“By adding IoT to this environment you’re able to increase the throughput of your technicians, because you can do some things remotely. You might walk a customer through a workflow on a screen, rather than physically,” Moffa said.

The data provided through remote monitoring gives engineers information for maintaining devices. IoT sensors can record the temperature and other variables that would inhibit or show the decline of medical devices. For example, without remote monitoring, an anesthesia machine in an operating room could fail when a patient is under. The patient must be moved to another room and hooked up to another machine. The time under anesthesia is increased, which means there is more risk for the patient. IoT predictive maintenance is critical from a risk management perspective in healthcare, Sivakumar said. If technicians know a machine will fail well ahead of time, they can apply this change. Eliminating downtime means patients spend less time in the hospital, which decreases their chances of getting sick from something they didn’t come in with.

“You could talk to people about the issues they have [with your device]. There’s no aversion to doing that; Everyone thinks it’s a good idea,” O’Connor said. “But it’s being able to define a starting point. Start small with something that you can control and have access to.”

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3 healthcare CIOs on what they think 2020 will bring

Three healthcare CIOs believe 2020 will come with exciting opportunities as well as challenges — not unlike 2019.

They are heading into the new year with the goal of building a more digitally-focused healthcare system. They’re also focused on improving the patient experience through continuous patient monitoring and predictive analytics backed by artificial intelligence and machine learning programs, telehealth services and greater access to data.

That won’t be easy. Arthur Harvey, Boston Medical Center CIO, said one challenge he foresees is integrating data across the continuum of care.

Here are their biggest takeaways from 2019 and what’s on their agendas for the new year.

What is your biggest takeaway from 2019?

Craig RichardvilleCraig Richardville

Craig Richardville, CIO at SCL Health in Broomfield, Colo.: The biggest takeaway from 2019 is that the future of healthcare delivery and financing is as unknown as it’s ever been. What that means is that we have an opportunity to participate in its new definition and to start painting the vision of the future. 

Arthur Harvey, CIO at Boston Medical Center: To me, as a CIO, I’ve got to be focused on the business rather than just technologies and looking for technologies that solve my business problems. I think one of the biggest challenges we’re having is the acceleration of the need to share data across the continuum of care with people who are… my partners, but I don’t control them. We’ve got to come up with techniques and technologies to share data across the continuum of care that are doable by organizations of different sizes. I can’t expect a little community health center to do what I can do. If I look at what we spent a lot of time on this year, it’s that.

John Bosco, CIO at Northwell Health in Manhattan, N.Y.: In general, I would say things are changing rapidly in healthcare. We’ve got care model reform. For us it’s a lot of growth and expansion… it feels like controlled chaos.

What new trend or technology came onto the scene in 2019 that you’ll be paying attention to in 2020?

Richardville: There was not a new technology, from my perspective, that took us by storm, but rather a heightened interest and advancement in business use cases in several areas. First, digital transformation and assets. Secondly, voice services as both an input mechanism and natural language processing. Thirdly, artificial intelligence with providing self-service, assistance and the building of a digital workforce. All of these will be accelerated in 2020 with improved adoption and acceptance.

Arthur HarveyArthur Harvey

Harvey: Data democratization, or self-service. The idea of providing data and providing tools that could be used by people outside of IT to come to some business conclusions. This isn’t revolutionary, but I think we’re at a point right now where most places have something like Tableau… and I think extending that down to the provider level, I think we’re going to see that in 2020. That’s a good thing so people can use data to inform their decisions on how they provide care or manage their practice.

Bosco: We’re only at the very beginning of transformation when it comes to continuous patient monitoring. Being able to put sensors on patients when they come in the door is really huge. I think we’re all at the very beginning of that. We’ve got about four, five or six pilots going on of different sensors for different purposes in our hospitals. Sensors backed up by AI and machine learning programs, we think, are going to have an incredible impact on healthcare and we’re only at the very beginning of that.

What challenge presented itself in 2019 that you will be dealing with in 2020?

Richardville: The continued challenge with each and all of our progressions will be the culture and its ability to transform through change management and change realization. We need to create a culture of continuous change, improvement, and the courage to transform and advance ourselves and our industry.

Harvey: Data integration across different organizations. It was hard enough to do data integration inside of an organization for years, that’s why HL7 was invented. But now, when we’re trying to do it across organizations it gets hard. Part of it is we need standards. I would describe current standards for a lot of this data as evolving.

John BoscoJohn Bosco

Bosco: Patient experience is No. 1 — it tends to be No. 1 in a lot of places. That’s been a big challenge and will continue to be. From the IT side, patient experience is broad. It’s thinking about access to finding care, scheduling care and the administrative aspect of coming here. How easy do we make all of that? We’re also doing a lot with trying to stay in contact with patients after they leave and help them get well and stay well.

What are you most excited for in 2020?

Richardville: I think you need to keep your head on a swivel and your eyes completely open. The speed in which solutions will be available both inside and outside of the industry will grow exponentially. So your ability to take advantage of the current, be prepared for the future and be flexible for the unknown will be characteristics of success.

Harvey: Most of the things that have me jazzed are things that have been around a while but now are getting to the point where adoption actually improves healthcare. As an example, I’m very excited about telehealth. I think it’s now become much more mainstream, and that’s a good thing. That’s a good thing for patients for providers, for everybody … being able to extend [healthcare] services for convenience purposes to get patients where they need to be seen for minor stuff. I think we’re going to see some real advantages there.

Bosco: The cutting-edge stuff is always the most fun, so I’m very excited to continue testing and piloting innovations. I think AI is going to rule the world in healthcare and in our personal lives, so I would have to label that as most exciting. I think it’s going to get to the point where everything is so much smarter, so much more sophisticated because it’s being driven by AI behind the scenes. Every part of our lives is going to become more sophisticated because of this and this is going to have a profound impact on everyone.

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Healthcare 2020 trends emphasize virtual, holistic patient care

Lowering the price of healthcare will be top of mind in 2020. For healthcare CIOs, that could mean investing in telehealth tools and analytics platforms that are geared toward making healthcare more accessible, less expensive and more personal.

Two reports on healthcare 2020 predictions lay out potential trends facing healthcare organizations in the new year. Forrester Research’s report focuses on healthcare reform efforts as well as the rise in telehealth. Frost & Sullivan’s report highlights the role social determinants of health data analytics platforms will play in 2020 and predicts a backlash against AI in healthcare.

The detailed healthcare 2020 reports have been pared down here for healthcare CIOs, highlighting tech trends like telehealth and data analytics platforms.

Telehealth visits will increase

Forrester believes virtual care will grow substantially, predicting that providers will conduct millions of new virtual visits in 2020.

Jeff Becker, an analyst at Forrester and one of the authors of the “Predictions 2020: Healthcare” report, called telehealth “the fastest growing place of service across all care delivery touchpoints” where “everybody is rushing in to claim a stake.”

Jeff BeckerJeff Becker

One of the drivers behind the growth in virtual visits is the desire to control patient inflow to brick-and-mortar care delivery systems, Becker said.

Engaging patients in the home, workplace or other convenient locations first and helping them make a decision on the right place to seek medical care can reduce what Becker called the “drastic overuse of an emergency room.”

Historical outpatient claims data suggests that about 43% of outpatient visits could be addressed through a virtual care visit, according to Forrester, pointing to telehealth as one option healthcare CIOs should look at to reduce costs associated with care delivery.

Social determinants of health in 2020

Another healthcare 2020 prediction is that social determinants of health data will play a big role in how payers and health systems improve patient outcomes, and healthcare CIOs will need to key in on tools like analytics platforms to make use of that data, according to Frost & Sullivan.

Frost & Sullivan analysts predict that by the end of 2020, 40% of U.S. health systems and insurance companies will use social determinants of health data, such as income and housing status, to make risk assessments or business decisions, as well as conduct patient outreach.

Kamaljit BeheraKamaljit Behera

Factors driving its growth include an understanding that most of a patient’s health outcomes are attributable to factors beyond direct medical care, according to Kamaljit Behera, an analyst at Frost & Sullivan.

We believe proactively engaging the right patients based on their social determinant of health can improve health outcomes.
Kamaljit BeheraAnalyst, Frost & Sullivan

“57% [of patients] have a moderate to high risk for financial insecurity, isolation, housing insecurity, transportation and food insecurity, among others,” Behera said during a webinar on healthcare 2020 predictions. “We believe proactively engaging the right patients based on their social determinant of health can improve health outcomes and help healthcare organizations meet quality standards.”

Frost & Sullivan believes that within the next five years, social determinants of health data will become critical for improving patients’ quality of care, as well as optimizing the cost of care. In lockstep, health IT products such as population health management platforms that track and analyze patient outcomes will also gain prominence.

AI growth, challenges

The AI in medical imaging market will cross the $400 million mark in 2020, but Behera said that AI companies have a tough road ahead. He believes they will need to rethink how they use data, train algorithms and implement AI to convince the healthcare community of no-harm use.

Medical imaging, or radiology, is one of the most mature areas for AI and clinical use cases, Behera said. Yet even in radiology, the use of AI will be checked in 2020.

“AI in the recent past has advanced tremendously. Its ability for diagnosing and detecting disease is climbing higher and higher, but the very important question still remains, what happens if something goes wrong,” Behera said.

The safest way for physicians to use AI is to confirm a diagnosis rather than improve care with new insights, Behera said. Due to this caution, health IT vendors will continue to make non-clinical applications of AI such as workflow automation the priority. Additionally, Behera said roughly 75% of AI companies in medical imaging will continue to focus on image analysis as the main AI use case.

“Things look promising in AI more from an operational and workstream optimization [standpoint], but we still have quite a way to go before getting into real support in the clinical decision-making process leveraged by AI solutions,” Behera said.

On healthcare reform

Healthcare’s big price tag will take center stage next year as voters hear from presidential candidates and prepare to cast their votes.

U.S. Democratic presidential candidates Elizabeth Warren and Bernie Sanders have championed a “Medicare for All” plan or option, which would expand a federal health insurance program historically geared at those 65 and older or managing certain disabilities to everyone.

The full Medicare for All plan would introduce a federally funded public insurance plan to U.S. citizens and eliminate private health insurance, eliminating 900 health insurers and 507,000 employees, according to the Forrester healthcare 2020 report.

“When I dug into the numbers, it didn’t surprise me that I came to the conclusion that Medicare for All in its current definition would fail,” Forrester’s Becker said. “What did surprise me is how much uptick there is in support of a public option and how much legislative movement there is for, not a single payer system, but a secondary public option.”

According to the Forrester healthcare 2020 report, voter support in the U.S. is low for a Medicare for All plan, but 70% of voters would support a public plan option that preserves the option of private insurance. 

The report noted that providers have mixed feelings about a public insurance option. While more coverage means less uncompensated care, Medicare patients generate lower reimbursement rates than patients covered under private insurance contracts.

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Data silos hinder IoT in healthcare; tech giants could help

The Internet of Things in healthcare may not be a new idea, but it’s the key to creating a more connected world within healthcare, according to one analyst.

The Internet of Things, or IoT, is the connection of a group of digitized objects that can collect, send and receive data. Digital medical device use was born out of clinical need, often circumventing IT for approval or advice, said Gartner analyst Gregg Pessin. Now healthcare organizations are dealing with silos of IoT devices and data.

Gregg PessinGregg Pessin

“In the past, the CIO or the IT department has had little input into what happens in that acquisition process, so you end up with IoT solutions, many of them from many different companies, that all work in their own little world inside that clinical environment,” Pessin said.

That is changing. Healthcare organizations are beginning to see value in breaking down silos and bringing IoT data together to create a single view of a patient. Tech giants like AWS are pushing into the healthcare market providing platforms to gather and analyze IoT data while making it more accessible.

CIO’s perspective on IoT in healthcare

IoT data silos and the lack of interoperability in healthcare are major challenges, according to Craig Richardville, CIO of SCL Health, based in Broomfield, Colo. They must be overcome for a healthcare organization to make better use of the IoT data it’s collecting.

Craig RichardvilleCraig Richardville

In healthcare, integrating vast amounts of IoT data into provider workflows is a complex, uphill battle, Richardville said. But as the healthcare industry matures, he said, there is growing opportunity to standardize and integrate IoT data back into provider workflows to create a more complete view of a patient.

“That’s really the ecosystem we all want to create,” he said. “The end game is [a system] that is fully connected all the way through, safely and securely, that allows us to consume or digest that information and get that back into someone’s professional workflow so they can take advantage of the information. The outcome of that is we make better decisions.” 

Richardville believes IoT is the future of healthcare, further enabling a healthcare organization’s connection to patients in their homes. IoT in healthcare can grow an organization’s capabilities when it comes to remote patient monitoring, social determinants of health and other areas of healthcare. IoT data can help providers and healthcare leaders “make more precise and intelligent decisions,” he said. 

Richardville said IoT could provide greater connection to patients but that privacy and security should remain top of mind for healthcare CIOs as that connection to patients and data collection grows. It’s also important that a healthcare system has the capability to analyze the data coming from connected devices — an area where tech giants could play a significant role.

Companies like Amazon, Apple, Google and Microsoft, all of which continue to push into healthcare, could provide healthcare organizations with IoT data gathering and analytics capabilities, Richardville said. SCL Health has a “strong relationship” with Google, which he sees as an “accelerator” to the digital healthcare work the organization is doing.  

“When you look at the companies, whether it’s Amazon or Google or Microsoft, all getting into this space … it actually allows us to be able to lift our game,” Richardville said. 

When it comes to IoT, Gartner’s Pessin said there is strong motivation in healthcare to move toward platform products, which offer tools to gather and analyze IoT data.  

Tech giants further enable IoT in healthcare

Healthcare organizations are buying more patient data-collecting and IoT-enabled devices, which is creating a “tidal wave of data” healthcare CIOs have to deal with, Pessin said.

The amount of computing and storage power required to process that much data is likely more than an on-premises data center can handle. That’s where external, third-party players like tech giants come in, according to Pessin.

“What are they great at? They’re great at scaling resources and they’re adding all of these great, specific kinds of platform solutions like IoT services that they can sell on the platform,” Pessin said.

AWS, for example, has AWS IoT services that health IT and medical device manufacturer Philips Healthcare is using. Philips created a customer-facing HealthSuite digital platform to provide customers with the capability to “connect devices, collect electronic health data, aggregate and store data securely, analyze data and create solutions on the cloud,” according to the Philips HealthSuite digital platform website.

Dale Wiggins, general manager of the HealthSuite digital platform, said Philips chose AWS to be its cloud provider to store large amounts of data and large X-ray and MRI image files from Philips medical devices. The next step for the Philips HealthSuite platform is to use AWS IoT services for remote support management of Philips devices, Wiggins said.

AWS IoT provides Philips with a more cost-effective way to offer remote support capabilities on Philips devices to healthcare customers, he said.

“We’re looking at using IoT to solve a lot of legacy issues with our existing remote support capabilities with new, cutting-edge, always on, always available services that AWS really supports through what they provide with IoT,” he said.

AWS IoT offers device software, control services and data services, depending on customer needs, according to Dirk Didascalou, vice president of AWS IoT. AWS provides the infrastructure for IoT services and is HIPAA-compliant, but it does not have access to customer data through AWS IoT, Didascalou said.

Partnerships with tech giants and healthcare organizations, medical device manufacturers and even EHRs are becoming the norm, according to Pessin. Healthcare organizations create the data and tech giants can provide tools to collect, analyze and store that data. Pessin said healthcare CIOs have to be ready to develop partnerships between the two.

“The advances in digital care delivery that are coming are going to require massive resources, and it’s those large digital giants that have that available,” Pessin said. 

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