Libra Social Academy

Libra Social Academy brings to you Library of PankajGuptadr Healthcare Management YouTube Channel -- valuable insight into the teachings of Dr Pankaj Gupta and Team, well know HealthTech and Healthcare Management experts. 

All the documents, design, code and content is published in opensource for the larger public good as per MeitY opensource policy and under the MPL 2.0 License.

BWHealth - Bharat Swasth Mahotsav - Padma Awardee Doctors Conclave - 22 Aug 2022
See the first panel discussion on HealthTech.

10th Elets Healthcare Innovation | Technology in Healthcare pushing the Atmanirbhar Bharat Mission

Building Unique and Innovative strategies for Healthcare & Life Sciences Sector

Training on Successful Implementation of a Digital Financial Services for Health Project

Message on Universal Health Coverage

Biospectrum India at Healthscape Summit India 2017

Elets Interview- Dr. Pankaj Gupta, at Annual HIS

At Global VC Summit with Dr Pankaj Gupta.

Elets Healthcare Award 2019 : Dr Pankaj Gupta

CII DX Summit 3.0 | Day 1 22 February, Session on  Building Unique and Innovative strategies for Healthcare & Life Sciences Sector - Opportunities & Road Ahead.

Elets Annual HIS 2019

Healthscape IDE 2017 Panel Discussion Video1

Jaipur National University - one day virtual international conference - See 4:51 to 6:45

BRICS CCI: Webinar on 'Exploring Opportunities in the Digital Health Market' - See 1:42 to 1:46

HPIE Day 1: Friday,17th September, 2021- Healthcare Planning & Infrastructure Expo and Conference - See 3:09 to 4:07 

Improving process standards in healthcare webcast

APICON 2015 presentation by Dr Pankaj Gupta 19Feb2015 Gurgaon

Elets Exclusive: How TeleMedicine is Being used on the Frontlines of the Coronavirus Crisis

Dr Pankaj Gupta speaking @ IoT Grand Slam

Learnings : Teleconsulting - Changing Paradigms

India's National Digital Health Blueprint: From Paper to Practice

Panel Discussion: Transforming Healthcare Ecosystem Post Covid-19

NDHM will Integrate Digital Health Infra in India

Pharma Digital Transformation Conclave 2018 Panel Discussion

DR PANKAJ GUPTA | VOICE OF CHANGE

2017 Healthscape Summit | Dr. Pankaj Gupta, 3737 North | Testimonial

eINDIA 2012 Health Summit eHealth mHealth Dr Pankaj Gupta

Ayushman Bharat Conclave: Panel Discussion 5

Elets 2nd HTS-Day 2: Next Gen Realities: IoT, Machine Learning, Robotics & AI, Cloud and data Centre

2017 Healthscape Summit | Panel Discussion | Prescribing Technology

4th Annual Healthscape Summit | INTEGRATING SMART MEDICAL DEVICES INTO PEOPLE, PROCESS & TECHNOLOGY

MAXimising Benefits

Max Healthcare IT Transformation Cover Story in Ehealth Magazine Eletsonline. Perot systems corporation Total ITO. Largest VistA EHR implementation outside the Veterans Health Administration (VHA) - U.S. Department of Veterans Affairs and outside the USA. The institutional memory of the grand success was lost in the merger of Perotsystems with Dell Services further merged with NTT Data. Though the success achieved in Max is unprecedented and still largely unmatched. Lot of firsts here. First Indian Hospital chain to go on a private cloud. All Hospitals working from the same HIS/EHR/LIS with common IDs for Patients, Doctors, Facilities. Records having Diagnosis, Procedure, Lab Standard Code Sets.

Published in eHealth Magazine : 01 October, 2010, Read the details

The IT outsourcing deal puts Max Healthcare on the roadmap for becoming the best IT-enabled hospital chain in the country The Indian healthcare system has recently realised the potential of information and communication technologies in completely transforming care delivery at hospitals. The industry witnessed its first complete IT infrastructure technology outsourcing deal in September 2009, when Max Healthcare and Dell Services (formerly Perot Systems) partnered for developing IT operations at all Max Hospitals. The cost of the deal, Rs 90 crore (excluding infrastructure cost), is an indicator of the increased priority that is now being given by Indian hospitals to IT, which is an extremely positive sign. As per the agreement, the deal will last for ten years, out of which one year has already passed, and a lot of positive transformation has already been noticed. The unique partnership is not only expected to provide a lot of value to Max Healthcare in terms of enhancing the quality of services and reducing treatment costs, but it will also be a great learning experience for Dell, which marked its entry into the Indian healthcare market with this deal.Status update Post its inception in September 2009, the ITO deal will last for 10 years and which, according to Dell, will comprise of three major phases – transition, improving productivity and optimisation.

As one year has passed, the transition phase is almost over. During this phase Dell installed the entire IT infrastructure for Max, by migrating the already existing IT infrastructure to a modern infrastructure. The entire data centre of Max, which was housed in their Okhla office, was migrated to the Dell facility in Noida. To reduce hassles, the shifting work was done during off hours on weekends, so that the work at the hospitals does not get affected. The entire process lasted for a couple of months and currently all Max Hospitals are running from the data centre housed in the Dell facility in Noida. The servers and network devices have been installed with monitoring devices that generate alerts in case a problem arises. There is also a situation management process in place to ensure that even the problems of highest criticality get resolved within a definite period of time.

Original publication for Reference: http://ehealth.eletsonline.com/2010/10/11436/

Summary of outcomes beyond the published article: Max Healthcare was the largest ever full ITO and Clinical Transformation Account of Perotsystems International. $20M deal across multiple years. Total Business Transformation done including technology, process, people and business. This includes Enterprise Architecture, Operations and Projects:

Phase I: Infrastructure Upgrade completed

1. Centralized Service Desk for L1 support and triage to L2 and L3 teams
2. Converted the P2P network to a MPLS private cloud
3. HIS and all other software applications of 7 Max hospitals are now running from the Dell data centre
4. HIS re-engineered and stabilized to take the load of new environment
5. Physical, Network and Data level security established
6. Operations management as per SLAs
7. Governance process for decision making
8. Integration with Medical Devices - ICU, ECG, EEG, LIMS, Lab Analysers, CT, MRI, Modalities, RIS, PACS, Surgery, Scopes etc.
9. Bar Code, Medication Administration and Nursing Devices
10. Computer on Wheels, Mobile CPOE Orders Devices
11. Retail Pharmacy, CRM, Physician Mobile, Remote Monitoring Devices

Phase II:

1. Customization of Opensource VistA Electronic Health Record System. Max Healthcare is the largest VistA implementation outside the VA and anywhere outside the USA.
2. Implementation of CPOE, CDSS, BCMA, ePrescription
3. Developed standard master data e.g. Service master, Lab master, Drug master, etc.
4. Order sets, Notes Templates
5. HL7 based Enterprise Application Integration using Mirth.
6. Clinical transformation as per ADOPTS methodology

Business Benefits realized by Max Healthcare:

1. Private Cloud IT Infrastructure: plug-n-play environment for new facilities
2. Business downtime due to infrastructure and HIS outages is history
3. Process Re-Engineering -- 1000 beds in 7 Hospitals; expanded to 1500 beds in 11 Hospitals.
4. Standardized operations without disruptions reduced the waste and improved the topline.
5. Near paper-less, > 95% Adoption in Clinical.
6. Achieved full NABH and HIMSS Stage 6 accreditations later.
7. Hospital was able to attract FDI investments.

The institutional memory of the grand success was lost in the merger of Perotsystems with Dell Services further merged with NTT Data. Though the success achieved in Max is unprecedented and still largely unmatched.

Read the details

CAUSE Methodology for Healthcare Organization Change Management

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See Dr Pankaj Gupta @ Healthscape IDE 2017 Panel Discussion Video1: Clinician Adoption challenges are the biggest hurdles to hospitals adopting technology. What are these Adoption challenges? Dr Gupta trying to defend that Change Management is important but in-vain :-) !
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For Boot-Strapping Healthcare Organisation Change Management, I follow my proprietary CAUSE Methodology for managing change in people, process and technology. This has emerged out of our collective experience of managing change in healthcare organisations. 

Consciousness of need to change: The people must be informed by the Head of the organization again and again until they are very clear in their mind about why the change in needed. There is no over communication for this. Treat the organization like an anxious child about to undergo a surgery and will need a lot of reassurance.

Aspiration to support change: The organization must Aspire to support the changes. Since the organization is going through a transition this is an opportunity for the organization to redefine itself across the organization. The Aspiration must come from within not without.

Understanding how to change: Once the organisation is conscious of the need to change and they aspire for the change from within then they are ready to be trained. Before this stage any trainings will be futile. Now train the team on new processes and technology extensively, again and again till it becomes second nature to them. Keep Checking for gaps in knowledge between expected and achieved.

Strength to over come hurdles and implement change: It is important to realize that processes will break and problems will happen when such a major implementation is done. Trick is to recognize the problem areas before it is too late to avoid big failures. Top management should be ready to cope up with the hurdle and internal resistance and not buckle down under pressure.

Ecosystem to support, sustain and adopt change: Lot of support is required in terms of hand holding and training till the change gets adopted by the users and is irreversibly embedded into the ecosystem. Unless you support the change till it becomes an ecosystem the change will not last. It will swing back to zero as an elastic and throw the organization into chaos.

Most of the large transformation projects fail because the contract did not make time and budget for the Change Management and the organisation did not recognise Change Management as a specialised expertise.

My experience spans Organization change management, Business transformation, Clinical transformation, Knowledge management, Transition management, eHealth Consulting, mHealth Consulting, Chronic Disease Management, Solution design, Implementations. Due to my background and experience I am interested in Healthcare Operations, Pharma, R&D Labs, Medical Devices, IoT, SMAC, next generation technology platforms for Digital Hospitals.

CAUSE Methodology is an outcome of having done organization change management over and over again. I have applied this framework to many healthcare organisations in terms of IT, Process, Quality and Management changes.

Medical Tourism Challenges

I had written this list of challenges for Medical Tourism in 2008 from a US perspective. I am revisiting it: Though Medical Tourism from US never happened but the same challenges still remains valid. I am surprised no one have really filled the gaps in the medical value travels yet.

1. A reliable intermediary is missing in the Medical tourism business. Mostly the patient himself/herself or a relative or a clinician friend acts as the intermediary to negotiate a host of things that need to be done for the patient to go offshore and get a treatment done. Will a intermediary agency ever be able to develop the credibility to deliver on Medical Tourism promise? 

Interpreters or better known as healthcare facilitators are becoming the marketing middle-men to strike deals with the Doctors and ferry the patient around. This is not how Medical Tourism was intended to operate! 

2. A host of service providers are required to come together to offer a reliable Medical Tourism service. Service providers such as Hospitals, Insurance, Telemedicine, HIS/EMR, Call centres, Data processing KPO and Travel agencies are so diverse and different that they have nothing in common; yet they have to come together to deliver on Medical Tourism promise. Will this ever happen? I dont know!

3. All the Medical Tourism is coming from GCC and Afghanistan. Patients from Russian union, Europe, US still remains at large.

4. Most of the funding is out-of-pocket cash. Hawala galore! Where are the Insurance payers?