Latest / Becker’s Healthcare Digital Health + Health IT / Louis Jeansonne, Chief Medical Information Officer at Ochsner Health

Transcript

Louis Jeansonne, Chief Medical Information Officer at Ochsner Health · Becker’s Healthcare Digital Health + Health IT

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  Philips is a health tech leader focused on
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  innovation that improves the health and well-being of
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  people. Our health care technology and informatics solutions
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  help care teams diagnose, treat, and manage more
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  patients with greater precision, speed, and confidence across
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  the care journey. With Philips, clinicians are empowered
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  with streamlined insights in the moments that matter
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  for every patient. Better care for more people.
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  Philips.
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  This is Gracelyn Keller with the Becker's Healthcare
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  Podcast, and we are live at the 9th
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  annual health IT, digital health, and RCM conference.
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  I'm currently joined by Louis John Son, who
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  is the chief medical information officer at Ochsner
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  Health. So, Louis, thanks so much for joining
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  me today, and I'd love to get us
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  started by having you introduce yourself and tell
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  us a little bit more about your background.
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  Sure. Thanks for having me. I'm a general
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  surgeon, by training, but now I am in
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  the CMIO role at Ochsner, Ochsner, and I've
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  been there for, 16 years.
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  And,
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  I was originally involved in started to get
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  involved in health care leadership
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  around 2012.
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  And then in 2019, I transitioned to the
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  the IT world, and I've been in the
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  CMIO role since 2020.
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  Wonderful. Well, thanks for being here. And I'd
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  love to start our conversation today with AI
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  adoption. So this is exploding right now in
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  health care. In your view, what is the
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  most significant or promising application of AI right
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  now, and how is that informing your organization's
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  innovation strategy?
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  Forming your organization's innovation strategy?
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  Yes. I think right now, as as far
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  as what's what's had the biggest impact
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  is ambient
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  technology.
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  You know, I was just talking to a
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  physician this week who is extremely proficient with
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  technology, extremely proficient in the EMR.
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  But
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  e even with that, the, ambient technology was
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  saving her about an hour a day. And
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  she told me that she, you you know,
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  was no longer having to kind of redo
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  her clinic in her mind every day,
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  because it was catching all these these details
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  that you would have to go back and
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  remember. So even for someone that was that
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  was very efficient to begin with, it was
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  still saving an hour. We've seen
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  lots and lots of similar stories. I'm sure
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  you've heard as well, of people who have
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  been affected like that. And that's
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  a a really big deal, you know, when
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  you talk about
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  just,
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  you know, there are a finite number of
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  hours in the day. People have limited free
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  time. Getting an an extra hour is huge
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  for people. So I think that's what's had
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  the biggest impact so far. And I think
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  as far as what's more promising, you know,
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  what what I initially found more exciting was
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  kind of the generative
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  AI applications where they're generating content, for example,
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  creating drafts to in basket messages.
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  But,
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  you know, if you look at at some
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  of the other things that are coming in
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  terms of summaries, and they, you know, I
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  initially thought summaries weren't really as exciting. But
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  if you look at the ability to customize
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  a a summary of the patient chart and
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  tell it that you want, you you know,
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  to look back 3 months or you want
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  a 1 paragraph or a 2 paragraph,
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  or a bulleted list of the patient's chart
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  and you wanna know you know, focus on
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  labs and not as much on vitals and
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  tell it kind of tailor it to what
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  you want. I think that has the potential
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  to save people a lot of time as
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  well.
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  And let's shift gears a little bit toward
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  data.
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  With the, you know,
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  great volume of data that we're seeing now
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  that we're integrating
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  all of these different AI technologies and innovations,
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  I'd like for you to kinda go in
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  a little more detail about the different types
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  of data and how these, play a role
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  in the overall health care.
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  Yes. We we do use a massive amount
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  of data, and, you know, everyone has their
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  their their different dashboards and and data sources
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  that they use, the data integration tools. We
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  have we have all that. We have great
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  dashboards. But I think just as important as
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  as having the data is how you you
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  explain the data to people and explain the
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  why behind why it's important. And I think
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  that, you know, we have we have clinical
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  data, and then we have kind of efficiency
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  data that we look at in terms of
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  how how much time people are spending in
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  EMR, whether they might be struggling. And I
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  think as a CMIO, we spend a lot
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  of time
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  explaining a lot of the the technical data
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  to to physicians or or, you know, helping
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  physicians with with the EMR and things like
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  that. But I think the the reverse is
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  also important in terms of explaining
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  the why behind the clinical data to some
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  of the IT staff, which may not have
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  the clinical background. So I I always focus
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  on that and try to go over all
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  of our clinical data, you know, our metrics,
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  how we're doing on
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  hypertension control, diabetes control, and those population health
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  metrics and explain to to everyone
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  why those are important. Why does it matter
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  that someone has a normal blood pressure, a
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  normal blood sugar, and and how it impacts
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  their health so that everyone understands
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  what we're all working towards and why we're
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  doing what we're doing.
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  100%.
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  And as we talk about greater volumes of
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  data, all these different types, and then we're
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  adding adoption of new technologies into the mix,
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  our IT staff becomes significantly more burdened.
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  So I'd love to hear how you think
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  health care organizations can better support both our
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  IT and and clinical teams as well as
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  they carry
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  out innovation efforts. And if you've seen any
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  pitfalls in this.
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  I think health care organizations can help their
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  IT team by,
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  by providing clear prioritization.
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  I think that's that's really the most important
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  thing. That's something we put a lot of
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  time and effort into, because if you I'm
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  sure you've heard people say, if everything's a
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  priority, then nothing is a priority. And
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  you have to be clear with people about
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  what what do you wanna do and what
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  are you not gonna do? Because you can't
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  you can't do everything. And people have lots
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  and lots of great ideas. And it's not
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  really about how great the idea is. It's
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  more about what do we have the capacity
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  to do? And what if we think this
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  idea is high priority, what are we going
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  to divert resources from and stop doing so
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  that we can do that instead? So we
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  work a lot with our operational leaders and
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  our clinical leaders and our service lines to
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  determine
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  what are your top 3 or your top
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  5,
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  priorities. And and you have to sometimes
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  make a lot of difficult decisions to determine
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  that, but I think it's really important so
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  that everyone knows, you know, what what their
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  focus should be.
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  And as we wrap up our conversation
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  today, I'd love to know your top piece
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  of advice for health care leaders as they
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  prepare for further advancements in
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  technology and greater demands for care.
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  My advice for health care leaders would be
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  to be willing and ready to to pivot,
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  and change force because I think you you
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  never can predict what's coming. I think if
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  someone had made a
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  in 2019, it made a 5 year plan
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  of of of what they thought was gonna
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  happen. I I don't think it it would
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  bear any resemblance to what really happened over
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  the the past 5 years. I think that
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  will continue to be to be true. I
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  think there will continue to be to be
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  challenges and changes, and you have to you
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  have to be willing to change for us
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  and be willing to learn,
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  in order to adapt to to whatever's next.
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  Absolutely. Well, thank you so much for joining
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  me today, Louis, on that Becker's healthcare podcast.
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  Again, we are live at the 9th annual
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  health IT, digital health, and RCM conference.
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  Thank you.