Frequently Asked Questions About Olive At Becker’s HIT + Revenue Cycle Conference 2019

Frequently Asked Questions About Olive At Becker’s HIT + Revenue Cycle Conference 2019

We’re back at Olive HQ after an amazing few days at Becker’s HIT + Revenue Cycle Conference, and we have to say, this was our favorite year yet. We had the chance to talk to over 300 leading healthcare executives at the Olive booth, and we’ve compiled a list of frequently asked questions to help you better understand how Olive is transforming the future of healthcare with AI.

Q: Will AI take healthcare jobs?  

One ongoing conversation about the implementation of AI stems from the fear and trepidation about whether or not AI will take human jobs. But that’s not what AI should be doing at all – AI is automating the robotic tasks bogging down our most inundated industries, so humans can focus on more meaningful, human-centric initiatives such as patient care. For example, in healthcare today, workers spend more time in front of screens than they do in front of patients – a real problem that AI can effectively solve. 

At Olive, we’ve already seen the workforce landscape fundamentally changing in the 500+ hospitals Olive is deployed at, because AI and automation are being used to supplement the work that human employees don’t have time to get to. We call it “Shiftwork” because it’s the trajectory through which our jobs as human employees will evolve over time to more meaningful tasks with the assistance of AI. For instance, at one hospital that hired Olive, employees that previously spent their days checking claim statuses now work on quality assurance and other tasks that are more suited for a human. 

Q: How does Olive go beyond RPA? How/where is AI actually used? 

An AI-powered digital workforce goes beyond traditional RPA in three very important ways: 

  1. Not all automations a digital employee does can be performed by a RPA or a human – in many cases, a digital employee uses AI-powered deep learning techniques to accomplish far more complex tasks. 
  2. Unlike a static RPA bot, a digital workforce can learn and adapt to change their work based on new intelligence.
  3. A digital employee interacts with their managers to provide business intelligence and recommendations on improved ways to handle tasks, so they continue to generate value long after deployment. 

As you begin your journey with AI, starting with workflows that leverage less complex technologies such as Robotic Process Automation and Computer Vision provides value and return on investment quickly and helps lay a solid foundation for your long term AI strategy. That’s because, while RPA can quickly and accurately process large volumes of data, AI-powered digital employees layer artificial cognition on top of an automation, using that data to make decisions or take action with cognitive “thinking” involved.

To learn more about how Olive goes beyond RPA, read CEO Sean Lane’s perspective on the topic here.

 

Q: How do you think about vendor selection? 

Going live with your first AI or automation project should be a step towards a longer term AI strategy. And in a time when nearly every technology vendor is touting AI-enabled products and pilot programs, it can be difficult to determine which vendor is invested in your organization’s long term success. As you go into the implementation process, work with your vendor’s team to ensure all stakeholders understand the technology and level of commitment and engagement required for successful custom development of your AI technology.

Here are just a few of the key questions to ask potential vendors to help you take an impact-driven approach to AI implementation:

1) How much experience does the vendor(s) have in health systems or in healthcare?
2) What is their approach for putting healthcare data security first?
3) What is their previous experience as a partner and trusted advisor?

No two healthcare organizations are the same. And because the challenges healthcare workers face are unique – like complex software integrations, overburdened staff, shrinking margins and increasingly strict security and compliance requirements – the industry needs an AI solution made specifically for them. Read more about what to look for in the right AI & automation vendor in this full article.

Q: What are your primary use cases? How many hospitals are you deployed in?

Olive partners with more than 500 healthcare organizations, handling tasks that are high-volume and error-prone. Although Olive has deep experience and expertise in the revenue cycle, she frequently works in information technology (IT), supply chain, human resources and more!  Here are just a few of Olive’s common roles: 

  • Benefit & Verification Discovery
  • Prior Authorization Management
  • Denial & Rejection Management
  • Vendor Contract Management
  • Invoice Processing
  • Inventory Management
  • Periodic Reporting

To learn more about Olive, visit Our Solution.

 

Q: How do you price?

Olive is the only healthcare-specific artificial intelligence solution sold as a service (AIaaS) – that means one annual subscription price and an all-in-one approach to increased efficiency and improved revenue. The simplest way to think of Olive is as a digital employee – she earns an annual salary, completes a defined and pre-agreed upon job, and is expected to not only perform, but excel. 

We created AIaaS because we think the current purchasing model for AI is broken. Before AIaaS, if an organization wanted to use AI to automate something, they had to worry about licensing fees, software purchases, consultants, integrators, implementation costs, support, maintenance – not to mention the internal resources needed to manage it. And if the software they’re automating changes, or if business rules change, the customer is on the hook to pay more money to consultants and integrators to get everything working again, making it difficult to calculate the true cost and ROI of AI investments they’re considering. 

 

Q: How much involvement from my internal resources are required? 

Even when implementing a new software could be extremely beneficial in the long run, the resources required can sometimes be shocking. That’s why Olive is ushering in a new approach to technology integration – one that significantly lessens the burden on employees and resources across all departments.

When you hire Olive, our team at Olive HQ will work with you to identify the scope of work and jobs that she will complete (taking lessons from all the other Olives we have deployed at healthcare organizations similar to yours).  Next, our team will train her across those processes, ensuring she’s fully functional before she starts full time. Once live, she works autonomously to manage her ongoing responsibilities, automating routine, high-volume, error-prone tasks. Because an organization’s commitment to this work is critical to Olive’s success, during this process, there are normally two to four stakeholders being kept in the loop on Olive’s progress as four to eight subject matter experts help inform the work that Olive will be taking over. 

Q: Can I have those Olive socks?

Sorry, the Olive merch isn’t for sale… yet.

Olive AI Merch at Becker’s HIT + Revenue Cycle Conference

Industry Insights From a Leader in Artificial Intelligence

Industry Insights From a Leader in Artificial Intelligence

As part of a new interview series with healthcare leaders across the country, the Olive team had the chance to interview Dr. Aziz Nazha about the biggest challenges facing healthcare today and the growing potential of AI. Previous to his current role as Director, Center of Clinical Artificial Intelligence at Cleveland Clinic, Dr. Nazha completed a hematology and medical oncology fellowship, also at Cleveland Clinic, and a leukemia fellowship at The University of Texas MD Anderson Cancer Center where he served as an instructor in the Leukemia Department.

Q: To begin, we know that you are currently leading the Center for Clinical Artificial Intelligence at the Cleveland Clinic. Can you give us a high-level overview of what you’re working on there?

We launched the center in March of 2019 and the whole mission of the center is to harness the power of artificial intelligence in healthcare, but really we envision the center becoming a hub of collaboration between academia and industry to bring the best of technology to healthcare to build models that can actually make a difference in our patients lives and in medical research. That was the whole purpose of the center – we built a platform for collaboration both inside and outside of Cleveland Clinic. 

I’m a physician – I treat patients with cancer and my specialities are leukemia, particularly myelodysplastic syndromes (MDS), but also a programmer because we program all of our models in house to develop what we call physician data scientists – physicians who actually see patients in a clinical practice and are able to understand code and develop the machine learning and deep learning models. My team now consists of medical students, residents and fellows who we’ve taught to code and use the technologies of everything we develop. At the moment we have 24 ongoing projects, 12-13 in cancer space and others in medicine, medical operations, ICU, some genomic projects, as well as new conversations about cardiology projects – we’re continuously expanding and adding more projects. 

Q:  Can you tell us a little bit about the new course at Cleveland Clinic’s Lerner College of Medicine that’s focusing on integrating artificial intelligence into the curriculum?

As you know and experience yourself [at Olive], AI talent is difficult to find. And if you talk about people that understand the complexities of healthcare data compared to other industries – that’s extremely difficult to find. Why is healthcare behind in the adoption and application of AI?  The simplest answer is you have individuals that don’t speak the same language trying to understand each other. So, the biggest problem for AI today in healthcare is that you have computer scientists and statisticians who can look at models, understand the models but don’t necessarily understand the clinical implications of that. And they’re speaking to healthcare providers, physicians or nurses for instance, and they understand the clinical implications but don’t understand the algorithms. The whole purpose of what we’re doing is to bridge this gap and have people speak the same language. And of course, the best way to find this talent is to build it – so, it’s why we put out these 3 courses.

[To build this talent] you really have to start from Medical School –  we want to help students understand the technology and most importantly use it in their work. So, these courses teach students about python, machine learning, deep learning, and of course all applications for healthcare. The last module is emerging technologies, cloud computing, internet of things and their application in healthcare. And really we have brilliant students that continue to blow me away by what they can do, and say they’ll consider using this in their research throughout medical school.

 

Q: Although you’re focused in the clinical space, how do you see artificial intelligence playing a role in other functional areas?

The applications of AI are widely used, and the center lies under what we call enterprise analytics: the financial arm, and also the operational arm which is medical operations. I think there’s always an intersection between all these applications. When I think about AI, AI becomes a tool that gets me to where I need to go, and most of the time – or actually all of the time – if I’m posed with a question, and if I can’t answer that question using linear algebra or traditional statistics, our focus is solving these problems with AI.

One of the projects which will be helpful in the future is around no-shows, for example and building models around no-shows. Can we learn something from AI about why a patient doesn’t come back? If we take the clinical data, we can learn if a patient showed up, or did not show up. What we really need to do is take that data and compare it to other data like a baseball game, or a football game for instance, especially in Cleveland, and that will give you much better of an idea on why they didn’t show because previously you were missing other parts of information. The opportunity for AI is huge. The problem is people using this technology in the wrong way or overselling the technology, that’s a great example of IBM Watson, and we don’t want that. Taking these models and making the data explainable, focusing on explainable AI, so physicians can easily understand and adopt – I think that’s the whole key for the success of AI in healthcare.

Q: If you could eliminate one of the healthcare industry’s challenges overnight, which one would it be and why?

Anytime I give a talk about AI in healthcare, I always leave the audience on this note, “The lightbulb was not invented by continuous improvement of candles.” So, in order for us to really advance healthcare, we need to completely change the way we think about healthcare and how we do research today, and everytime we say that, people get excited. But to actually do that is really, really difficult. That’s the challenge – change gets people out of their comfort zone, and the way that they practice. It’s both the challenge and the opportunity. It takes a lot of time and patience. 


Q:
We saw that you recently rode in VeloSano to support cancer research, what motivates you to participate in that event? 

I’m a cancer doctor and I’m also a researcher, so VeloSano funded my ride, and that fund was very helpful for us. Ultimately, I ride for my patients. I am not a biker, but I became one and love biking now because of VeloSano. I’m hoping next year I can do 25-50 miles. 

 

Subscribe to OliveReads here to read more about healthcare trends and insights from industry leaders. 

Four Ways Hospitals Are Cutting Administrative Costs: Part 2

Four Ways Hospitals Are Cutting Administrative Costs: Part 2

In this four-part series, we are sharing four common ways that healthcare organizations are attempting to manage the ever-growing administrative workload. In Part 1, we discussed the option of hiring more employees to tackle these duties. Unfortunately, that model is unsustainable and doesn’t address the root cause of the issue – the mountain of administrative work that defines modern healthcare. 

One promising solution, and one that many hospitals and health systems are working towards, is using technology to lessen the administrative burden and associated costs.

 

New Technology Can Streamline Administrative Processes And Increase Efficiency.

When we think of healthcare technology, we often think about the “sexy” innovations and breakthroughs like robot-assisted surgeries or remote patient monitoring devices. But technology can have a revolutionary impact on healthcare administration, too. By streamlining repetitive tasks, technology has the ability to increase efficiency, reduce time spent on administrative work, and even boost revenue by reducing human error.

For example, patient scheduling software has optimized physician schedules while reducing patient wait time. Many of these softwares automatically send out patient reminder emails or phone calls, reducing cancellations and no-shows. 

There is also inventory management software that tracks inventory, alerting hospital staff to shortages and expirations while also reducing the amount of inventory needed on-hand. 

But one of the most promising advances in healthcare administration technology is artificial intelligence and robotic process automation. Because so much of the administrative burden comes from data input overload from multiple systems, artificial intelligence can automate these mundane, but business-critical administrative tasks with speed, accuracy and ease.

Not All Technologies Are Equal. Make Sure The One You Choose Meets All Of Your Needs.

While health system leaders are increasingly turning to technology, there are many who delay embracing innovation or are afraid to be “first adopters.” Unfortunately, this is often due to bad experiences with new technologies in the past. 

There are lots of ways technology can go wrong: after all, EHRs were supposed to reduce administrative work by keeping all patient data in one place. Obviously, this didn’t go as planned. With system updates, employee training, interoperability problems, and regulatory and compliance needs, new technology can sometimes become more trouble than it’s worth without the right approach.

To make sure that a new technology actually streamlines operations and administrative work, you need to carefully evaluate the solution and the vendor. Choosing healthcare-specific vendors and “as-a-service” models are both good ways to mitigate your technology risk. 

That’s because healthcare-specific vendors understand the industry’s unique needs and security requirements, and they should have proven results at other, similar organizations. And choosing “as-a-service” models reduces upfront costs, sets a clear path to ROI, and ensures you will always have an up-to-date solution that works. 

Here at Olive, we believe that technology, specifically artificial intelligence and robotic process automation, are the best solutions for a healthcare organization looking to reduce the administrative burden. Technology can and should have a favorable ROI as well as other positive downstream effects on employee morale and patient satisfaction. But we know it’s not the only solution that healthcare systems are evaluating. 

That’s why we wrote the eBook 6 Ways to Cut the Staggering Cost of Healthcare Administration. Download it today for free to learn more about how other healthcare systems are addressing this problem and the pros and cons of each way, so you can figure out which is right for you and your organization. 

Four Ways Hospitals Are Cutting Administrative Costs: Part 1

Four Ways Hospitals Are Cutting Administrative Costs: Part 1

Four Ways Hospitals Are Cutting Administrative Costs: Part 1

Healthcare is becoming increasingly unaffordable – for patients, payers, and providers. And while there are many interrelated factors contributing to the problem, no one can deny that administrative costs have become unsustainable – the latest research has put the total cost of healthcare administration at $1.1 trillion dollars and growing. 

So how can hospitals and healthcare systems work to reverse this trend, helping not only their own financials but also the industry as a whole? 

In this blog series, we are going to take a look at four of the ways healthcare organizations are tackling their most costly administrative challenges. In this first part of the series, we are examining the strategy of hiring more administrative employees to handle the growing workload.

Why Hiring More People to Solve The Growing Healthcare Administrative Problem is Unsustainable

As the mountain of paperwork and administrative work increases, many healthcare systems hire additional employees or shift employee time to managing these repetitive tasks. But when your healthcare system grows, the administrative workload increases with it, and more and more employees are needed to handle the burden.

Not only does each employee add to your payroll costs, but there are other, more hidden, costs as well. Much of these administrative tasks are simple data processing – copying data from one screen or system into another. As employees become little more than data routers instead of valued contributors to organizational success, the inevitable human error that occurs in these processes lead to costly rework and even more time spent on administration. 

Back office employees know that administrative work is part of their job, but it extends to the front line of care as well. Doctors, nurses, and other clinical staff are spending increasing amounts of time on data entry and less time with the people who matter most – the patients. It’s no surprise that in this environment, healthcare employees feel burnt out and hospitals are struggling with turnover.

Low morale, high churn, and unfilled positions hurt your financials and result in lower quality of care. And as you lose employees and struggle to hire new ones, the backlog of administrative tasks continues to grow, leading to a vicious cycle. Without a strategy to actually reduce time spent on administration, hiring more people does not address the root problem. But if hiring more people doesn’t work, what are other solutions to the problem of cutting costs? 

You can check back in with us next week for Part 2 of the series, where we’re going to discuss innovative technologies that healthcare systems are leveraging. Want more information now? Read the eBook 6 Ways to Cut the Staggering Cost of Healthcare Administration to learn how others are tackling the growing healthcare administrative burden.

Olive Set to Achieve Record Growth in 2019, Digital Employee Hired at More Than 500 Hospitals

Olive Set to Achieve Record Growth in 2019, Digital Employee Hired at More Than 500 Hospitals

Company behind healthcare’s AI-powered digital employee reports rapid adoption, as hospital leaders look to relieve administrative burden.

COLUMBUS, Ohio, September 26, 2019 – Cost and complexity of healthcare continues to rise, and hospitals and health systems increasingly turn to technologies like artificial intelligence (AI), machine learning and robotic process automation (RPA) to keep up with complexity and drive down the associated costs. Olive, the company that introduced healthcare’s digital employee, today announced a continued increase in company and customer growth.

Olive has expanded adoption of the company’s namesake digital employee this year, finding homes in more than 500 hospitals comprising more than 65 of the nation’s top healthcare organizations in the U.S. Olive customers, Centura Health and Yale New Haven Health, were both seeking artificial intelligence technology to help achieve mission-critical goals.

“Everything we do at Centura Health is centered around delivering the best care to our patients. We continually strive to innovate and implement solutions that are efficient, effective and aimed at improving the patient experience,” said Ramy Hanna, Senior Vice President of Operations and Shared Services at Centura Health. “Innovative solutions using artificial intelligence help us to achieve our mission of being there for our patient’s health and we look forward to realizing the value Olive will bring to our organization over time.”

At both Centura Health and Yale New Haven Health, Olive will play a key role in taking on burdensome day-to-day processes, so employees can focus on higher-value, more rewarding initiatives.

“At Yale New Haven Health we’re starting our Artificial Intelligence journey working with Olive to automate prior authorizations,” said Sharlene Seidman, Vice President of Patient Financial Services at Yale New Haven Health (YNHH). “At YNHH we believe our people are the pivotal component to providing the best patient financial experience. That’s why we embrace innovation, to remove transaction based work and free our staff to focus on the compassionate guidance of our patients through their healthcare journey. AI is poised to make a significant positive impact at YNHH and on the industry as a whole.”


AI Adoption in Hospitals is Increasing

Health systems, like organizations in many industries, are seeking to increase revenue, reduce operational cost and increase capacity to deliver meaningful work. In fact, twenty three percent of hospital leaders are looking to invest in AI/RPA today, while half plan to do so by 2021 (according to a survey conducted by Olive with Sage Growth Partners).

“There’s a growing, multi-billion dollar problem: healthcare doesn’t have the internet. Instead, healthcare uses humans as routers, forcing workers to toggle between disparate systems – they copy, they paste, they manipulate data – they become robots. They click and type and extract and import, all day long – and it’s one of the leading reasons that one out of every three dollars spent in the industry today is spent on administrative costs.” Olive CEO Sean Lane said. “Olive is on a mission to solve that challenge with health systems deploying a digital workforce that learns, adapts and improves over time.”

As leaders seek to scale and grow, they have realized that AI and RPA are essential tools to support handling and processing data more efficiently. The key to successfully building out an enterprise-wide AI solution is to begin with processes that are high-volume, and repetitive, where you can quickly feel impact; this helps build momentum to expand into more complex workflows.

Olive Learns, Adapts and Improves Over Time

As a digital employee that can complete tasks more than 60 times faster than a human, Olive has been hard at work. So far this year:

  • Olive has completed more than 350 million actions across all workflows and processes
  • For one 2,000+ bed customer, Olive has completed more than 450,000 claim status checks 
  • For another 2,000+ bed customer, Olive has processed more than 250,000 charge corrections

But processing mass amounts of data is not enough. To truly solve critical challenges such as cost savings, efficiency gains and revenue recognition, Olive has to adapt and learn over time. For example, by consuming large amounts of historical claim status data, Olive is already identifying appealable denial codes. Correcting the cause of just one appealable denial code can result in thousands, sometimes even millions, of dollars in revenue recognition. These valuable insights are what sets apart a digital workforce from traditional RPA software.

 

Olive Creates Jobs, Attracts Healthcare and Tech Industry Veterans  

The Olive team is growing rapidly, too. In the first five months of 2019, Olive met a two-year goal to hire 100 new team members, and the company says there will continue to be job growth to match company growth. Recruited talent is increasingly made up of those with healthcare backgrounds, enriching the company’s collective industry knowledge and expertise. Recent executive additions include:

  • Lori Jones, Chief Revenue Officer, is leading Olive’s revenue organization with decades of experience in healthcare at companies like McKesson Corporation and Connance, Inc.  Lori brings deep expertise in helping providers identify effective ways to harness the potential of technology.
  • Jim McCormick, Chief Financial Officer, is leading Olive’s financial, accounting and delivery divisions, with decades of experience in the IT and Software-as-a-Service space.  Jim brings to Olive experience leading finance and operations organizations at companies like Silverpop Systems and Harbinger Corporation. 

“We’re on pace to triple our business and have no plans to slow down,” said Lane. “There’s a clear and present need for operational efficiency in the healthcare industry and Olive brings it – ultimately, we’re leading a movement toward a smarter, more efficient, more connected healthcare experience.”

ABOUT OLIVE

Olive is deploying the first digital workforce built specifically for healthcare, automating healthcare’s most robotic processes, so human employees don’t have to. Olive delivers healthcare organizations improved efficiency and speed while reducing costly administrative errors. Using the systems an organization already has in place, Olive operates as a digital employee intelligently routing information and data between systems automating repetitive, high-volume tasks and workflows, providing true interoperability. Olive is proud to partner with more than 65 healthcare organizations made up of more than 550 hospitals in over 35 states across the country, ranging from some of the nation’s top health systems to small regional hospitals.