Winjie Miao, EVP and Chief Experience Officer for Texas Health Resources discusses with us how they organized to deliver experiences.
Bill Russell: 00:03 Welcome to this week and health it influence where we discuss the influence of technology on health with the people who are making it happen. My name is bill Russell, recovering healthcare CIO and creator of this week in health it a set of podcasts and videos dedicated to developing the next generation of health it leaders. This podcast is sponsored by health lyrics. Professional athletes have coaches for every aspect of their life to improve performance. Yet many CIOs and health executives choose to go it alone. Technology is taking center stage for healthcare. Get a coach in your corner, visit health lyrics.COM to schedule your free consultation. Two new services on the website. Want to make you aware of this week. Health insights is for individuals looking to propel your health it career forward two emails a week designed to give you insights that set you apart this week. Health staff meetings for teams really for managers looking to introduce your teams to new thinking from industry leaders to get the conversation started on the right foot. If either of those two are of interest, you hit the website and hit subscribe. We caught up with Winjie Miao, the EVP and chief experience officer for Texas health resources out of Dallas, Texas at the health 2.0 conference. She was just coming off a panel talking about, uh, setting up, uh, innovation and experience programs at health systems. And we had a great conversation about what it takes for a health care organization to organize and to optimize the experience both internally and externally around the consumer. Hope you enjoy.
Bill Russell: 01:39 All right. Another session from the health 2.0 conference. I’m here with a Winjie Miao with a Texas health resources. Uh, welcome.
Winjie Miao: 01:48 Thanks for having me. It’s great to be here.
Bill Russell: 01:50 Yeah, I’m looking forward to the conversation. So, uh, uh, give us a little bit of your background and talk about your title. Your title is one of those, uh, new titles in healthcare. Maybe not recently new, but it’s emerging as a pretty prominent.
Winjie Miao: 02:04 So I currently serve as the chief experience officer for Texas health. Um, within Texas health I have a dyad partner, the chief operating officer, dr Jeffrey Canosa. And together, uh, we are jointly working together to both transform our existing core business, um, as well as grow Texas health to its fullest expression of its mission. So our mission as a faith based organization is to improve the health of the people in the communities we serve. And, um, we know in order to do that we have to go beyond episodic sick care. And, um, doing that together with Jeff. Um, I’ve been with tech cell for 19 years. I started as an intern as a resident straight out of graduate school, uh, and spent most of my time in hospital operations, uh, and joined the system office about five years ago.
Bill Russell: 02:57 And so give us the of the experience officer function. I mean, and, and was it just obvious they just all looked at you and said, that’s the, they were like, well, let’s do a national search.
Winjie Miao: 03:14 It wasn’t obvious to me. Uh, I think it’s an evolution, right? As you think about, um, an organization, your structure in your organizational structure and the people you put in different seats on the bus to lead it, um, need to really be in service of what you’re trying to achieve as an organization. And in our case for our community in North Texas. And so, um, when I transitioned from hospital operations over to a role, um, that was known as the chief integration officer, system integration officer, it was really to look at our entire ecosystem and figure out how to connect all the dots so that we could be more standardized, more efficient and more coordinated. That was a big piece of our strategy in the last 10 year strategy that we had outlined when that strategy ended in 2016 and we said, what is the next 10 years look like?
Winjie Miao: 04:19 Um, it became clear that becoming, becoming consumer focused, uh, was essential to us. Um, uh, evolving into who we wanted to be as Texas health. And when you put the consumer at the center, then you start understanding that in order to do that you really have to focus on that experience of access. And navigation, um, and coordination and affordability. And it is an extension of an internal focus that I had as the system integration officer and, um, evolving that to really be outside in and bringing the outside in with the inside out together. And that’s really how this role came into being. So I became the chief experience officer in the summer of 2017 and um, we brought together functions that all by themselves were focused on the experience in some way or fundamentally supported the experience in some way. But we’re in different parts of the organization and somebody once said, you know, if it’s part of eight people’s jobs, then it’s really nobody’s job. And so to take all these different functions, put them all together with one singular focus and to integrate them all together, um, so that the sum is greater than the parts was really what the pulling together the experience division was all about in service of a larger consumer-driven strategy for Texas health.
Bill Russell: 05:46 So a lot of wisdom in that, that if it’s a part of everybody’s job, it’s not really anyones job. Um, talk to me about the diet model. Um, this is the first experience officer
Bill Russell: 06:05 the first I’ve heard of the dyad model, it really makes a lot of sense to me because we’re hiring a lot of experience officers from, uh, from other industries and we’re bringing them in. We’re plopping them in healthcare. The dyad models is one that I think makes a lot of sense. Talk to us a little bit about that.
Winjie Miao: 06:22 Yeah. So, uh, when we looked at, you know, the experience division and do we hire somebody from the outside who can bring consumer to us and teach them healthcare or do we take somebody who understands the complexities of healthcare and then can learn consumer, if you will. Um, we felt like as we looked outside of ourselves and other, um, health systems who had done this, that the learning curve for an outside in approach was significant. It was a significant lift. And so we chose the other. Now, you know, only time will tell if that was the right decision or not. Um, but with that, um, comes the idea then that, um, you bring new talent in to support that. So we’ve been, uh, we were talking earlier today about, um, bringing in talent from the outside and we’ve done that in several of our roles and we’ll continue to do that over time. Within the experience division. Um, you asked about the dyad. Um, I think this dyad is unique in that, um, my dyad partner, the chief operating officer is also clinician, so he’s a physician by training. So you have both the operations and clinician component of the core business housed under, um, Jeff and then myself, which has, uh, really the consumer focus, building the new capabilities, the new products and services to be both evolve and transform, um, our core business as well as um, build out future capabilities that are needed for longterm sustainability.
Bill Russell: 08:12 Yeah, it’s um, it’s interesting. We, we got in the flight path of the San Jose airport here, so we’ll have to talk in between, uh, in between planes. The, uh, what has been your, uh, but you know, one of the things as we think about experience, the question is, do you just focus on the consumer? And obviously you do focus on the consumer. Um, but a lot of it has to do with the operational complexity that’s behind the scenes. Do you end up, uh, spending more time trying to figure out what the consumer wants? Or is that pretty obvious and it’s more time spent on the operation and, and just trying to ease that burden and to make that, uh, experience that much easier for the patient?
Winjie Miao: 09:00 Uh, it’s both equally, um, because you can design a beautiful consumer experience, but if operationally it doesn’t work or it adds steps to the care team, it doesn’t matter. You’re still not gonna deliver that beautifully designed experience. And so what we’ve learned at Texas health is it requires a very, um, unique set of capabilities to be able to operationally design and deploy and scale something. And it requires that skillset, um, to be mobilized across the organization. And so we have a transformation office that does just, that takes large scale initiatives. Whether they’re consumer focused or internally business focused or clinically focused, um, and is able to do the change management required, put the implementation plans in place and really walk through that whole design and deployment process and adoption process so that you get the hardwired change that you’re looking for.
Bill Russell: 10:02 So what if it, what have been your biggest successes so far? I know it’s early and you don’t, you don’t want to to to put it out there as a success cause everything’s always at a certain stage of evolution, isn’t it?
Winjie Miao: 10:21 Yeah. I think, you know, sometimes it’s one step forward, two steps back. Right? Uh, so I think that as we, one of the things I’m most proud of actually, and I’m most, um, I think is the biggest success thus far is that, uh, we talked, you know, a minute ago about all these different groups of individuals all in their silos working towards consumer. And the, the real point of bringing us all together was to integrate us. And when I see all of us together physically on the same floor, the entire team, whether it’s the data and analytics team with the digital team, with the marketing team, with the patient experience team, all working together in service of the same thing. And we’re able to accomplish more in amplify individual initiatives because now we’re all working on them and it’s all coordinated. Um, those are the moments I think where we’ve made significant progress across the organization, both internally and for, um, our patients and consumers. So I’ll give you one example.
Winjie Miao: 11:33 So we were in the process of aggregating and standardizing branding for all of our primary care practices. So up until about a year ago, all of our primary care practices where branded still, um, independent names and not necessarily under the Texas health umbrella. So, um, rebranding them is one thing, um, rebranding them and then standing them up all on one singular website platform is the second thing. Being able to do online scheduling, which comes from digital health team is a third thing. Um, being able to route all calls through one contact number is a fourth thing. And if you do each one of these sequentially, um, you can get some value in each one of these incremental changes. But if you can thoughtfully wrap all of these together into one initiative and market it and communicated about it as one thing versus four separate things, um, you amplify the impact of the four separate things when you do it as one re-imagined experience for the consumer versus for separate initiatives coming out of four separate departments. And I think you’ll see a lot more of those coming forward from us, um, where they’re a lot more coordinated, a lot more, um, consumer centric in terms of how we package things together. That makes sense from a user experience standpoint, um, than we have in the past.
Bill Russell: 13:08 So experience, the role of experience is really a, an organizing and an aligning principle for an organization that we had a Jeff Johnson from banner on and he was talking about Sophia and they actually have personified the consumer and they’ve taken pictures of a model and she’s all over the place and, and he was talking about how it, it, uh, really focuses the organization on, on the consumer. So it, it’s quality cause they care, they care about quality. Um, they care about convenience, they care about access to, they care about costs they care about. Uh, but it’s, it’s the organizing principle is the, the person, the consumer that, okay. Uh, have you found that that the same kind of cultural, uh, change is happening? It’s the, I mean, experience can break down those silos. It feels like
Winjie Miao: 14:04 it absolutely can. And what we’ve also learned is one persona does not fit all. Absolutely. And so we’ve spent a lot of time talking to, yeah, talking to hundreds of consumers. In fact, we have a consumer forum that has over 3000, um, consumers in it in North Texas that we often pose questions to when we’re designing things, from what to name our cafes to, um, standardizing beds, what are the most important features that consumers care about? And we have a way to ask them and involve them in the design and involve them in the decision making, which healthcare traditionally has not done in the past. And we have, um, personas and segments and stories, um, that we, uh, share across the organization because we all got into healthcare for a reason. And the reason was to make an impact. And when you can put a name to a face and you know that, Hey, it may require a change in my behavior. I may need to learn something new, but at the end of the day, it’s going to help my neighbor or the person I sit next to in church or you know, my kid, you know, kids, um, classmates, parents that is much more compelling than doing it, uh, for an organization or, um, to meet some metric.
Bill Russell: 15:35 So talk about your consumer. You actually talk to your consumers about what you’re going to name the cafes? We do. Wow. Did they have a good idea or
Winjie Miao: 15:43 they have opinions? Sure. Wow. And oftentimes the names that we think internally are the winners are not the winners. And so, you know, having the humbleness to say, we don’t know, have all the answers. We’re going to ask the people who we serve, um, to tell us what is the best way to serve them is I think one of the, um, hallmarks of being a consumer focused organization.
Bill Russell: 16:09 What’s the best way to engage? I mean, you said 3000 your, you’re generally not getting 3000 people together or maybe you do from time to time, get 3000 people together and give them the voting buttons and let them vote. I don’t know.
Winjie Miao: 16:21 Uh, it depends on what the question we’re asking. So sometimes if it’s around a very specific thing, so for example, if it’s around having a baby or you know, having a joint replacement, um, we’ll go into that forum and do in depth interviews and discussions with specific people who have had that experience.
Bill Russell: 16:40 Do you hire professionals to do that for you or do you, I mean, because sometimes those, those, uh, those interview sessions and whatnot, there are, you know, uh, teams that have been trained on how to,
Winjie Miao: 16:52 yes. Um, so we do both. It depends on the scope and the scale of what we’re trying to answer. Sometimes. Um, we don’t necessarily want them to know that Texas health is asking that question because the fact that they’re talking to a provider biases their answers. So again, you know, when it’s what to name the cafe we do, we send out a survey and anybody who wants to answer on the voting button can do that. Um, but on some things that require, um, a little more depth or a little more personal, um, we’ll take a different angle.
Bill Russell: 17:26 So what problems have sort of bubbled to the top that you guys are looking at? From an experience standpoint?
Winjie Miao: 17:34 I don’t, so I don’t know that they’re unique to us. You know, I don’t know that we’ve stumbled on anything that we haven’t heard the industry really wrestling with. Whether it’s access, whether it’s coordination, whether it’s affordability, whether it’s curating information so that I get the right information at the right time. You know, we’ve heard a lot about, um, personal preference at health 2.0, um, the past couple days. I don’t know that we’ve unearthed anything in the large trends that are earth shattering. Um, what I think is unique that we have found is the barriers and how our consumers want us to solve those problems. Um, are unique sometimes to region and locale and what’s going on in the market in the psyche.
Bill Russell: 18:27 Yeah. So even within Texas, because you cause your rural as well as urban, um, is it, is it that distinction or is there more distinctions that just urban and rural that you find with, in terms of screening?
Winjie Miao: 18:45 Um, we found that, so, uh, you know, some very smart person said a long time ago, if you design for everyone, you design for no one. Right? And so what we found is for very specific disease States, the barrier may be the same across disease States, but how you solve it is very different. And if you think that there is one, for example, care management solution that you can implement across all disease States that will be effective. Um, that’s probably not true. Um, but again, what you’re always trying to balance is the efficiency, right? With the personalization. And that’s where we spend a lot of our time.
Bill Russell: 19:37 So last question that’d be remissed that show’s called this week in health it, how do you, how do you interact with the it organization and are certain members a part of your team or how does that, has that?
Winjie Miao: 19:50 Yes. Uh, they are integral partners, um, and subject matter experts and co lead many of these initiatives with us. So Joey Sudomir’s our, um, chief information officer, he’s a phenomenal leader. Um, he’s been very open and invites, uh, our digital experience lead and our data and analytics lead to his meetings on a regular basis. Um, we are in constant conversation with them. Um, as we look to develop new things, whether it’s understanding the security implications of said new product, right, or, uh, whether it’s how we integrate something in my chart or we uncover something in the EMR that doesn’t quite work for a provider and, or a consumer. And working together with that team, um, to really, um, drive benefit, um, for both the consumer and the care team. Um, we couldn’t do any of our work without them.
Bill Russell: 20:52 Yeah. Where does the analytics report and your,
Winjie Miao: 20:56 uh, so we have enterprise data and analytics that reports up through the experience division and then we have clinical informatics, the reports up through, um, the COO. So my DYAD partner
Bill Russell: 21:13 analytics is becoming one of the more interesting things to me because it, it’s so different in every organization. Yes. And every time I ask them and I’m like, so do you guys have it wired? They’re like, there’s room for improvement, but it works. Yeah. That’s essentially the answer I usually get. It works, but we could do better. So, um, but that’s not what we’re talking about. We’re talking about experience. Hey, I appreciate the time. Thank you very much. Appreciate it.
Bill Russell: 21:40 I want to thank Winjie for her time. Great discussion for any health system. Looking to set up a an experience program. Please come back every Friday for more great interviews with influencers and don’t forget every Tuesday we take a look at the news, which is impacting health. It a, keep your feedback coming [email protected] it’s all a really helpful, good, bad, or indifferent. It helps us to make a better show for you. This show is a production of this week in health it for more great content. You can check out our website at this week, health.com or the YouTube channel this week, health.com and go to the top right click on a YouTube is the quickest way to get Thanks for listening. That’s all for now.
Winjie Miao, EVP and Chief Experience Officer for Texas Health Resources discusses with us how they organized to deliver experiences.