better experience due to increased focus by clinicians during the encounter and a 50% reduction in patient wait time. We hear from physicians and health-

care leaders across the U.S. about the impacts these solutions have on their ability to deliver patient care and their own lives and well-being. For exam- ple, an orthopedic surgeon who sees an average of 40 patients a day told us how important it is to capture all patient notes and relevant details the same day. But this leads to overextended work- days, missed kids’ events, and exhaus- tion. Since adopting Nuance DAX, he feels more freedom to focus on the patient, thinking of the next question to ask or how to treat a concern – all while letting the technology handle the docu- mentation details.

I’m sure there are more stories like that one in your library. And while the health and well-being of care- givers and clinicians are essential, so too is financial performance – something that healthcare leaders know all too well is consistently under pressure. What are your thoughts there, and what do you hear from the industry? We often hear about how delivering personalized, complex care can be draining for physicians. That’s before you add in the amount of time it takes to create the appropriate documenta- tion for billing and other administra- tive purposes. Too often, the documen- tation doesn’t adequately reflect the quality of care patients receive. When the documentation does include all the accurate details about patient care and the acuity of the patient’s condition, however, healthcare organizations can realize an improvement in finan- cial performance as a result of getting appropriately reimbursed for the care delivered and disease burden of their patients.

So that’s one area of the financial impact that can be improved by ambi- ent clinical intelligence. You might also consider patient throughput. Many providers have shared their very com- pelling stories on this topic. Once they implemented Nuance DAX, they found they could see more patients every clin- ic day –depending on the specialty from 24% up to 38% more patients per day for some of these providers. It’s a tre- mendous uptick that not only has real

value in terms of dollars to the bottom line but also increases access to care in their community. That’s a huge benefit for patients and the community alike. There’s one other area I’d like to cover here, with respect to financial performance, but it has nothing to do with reimbursement or billing. The truth is that providers’ administrative burden is costly in ways you might not think of at first. We hear from too many physicians who are prepared to leave the profession because they “spend so much time charting.” That churn in the workforce means a lot, from communi- ties that may suffer because there are not enough providers to see and treat patients to the staggering cost of physi- cian turnover. By some estimates, this can amount to as much as $1 million per doctor, when you factor in recruitment costs, lost billings, onboarding, and training for new physicians. Nuance DAX is one more way to keep more physicians in the workforce; you can see it’s a game-changer. As this technology gets adopted by more and more health- care organizations, it will be harder for those organizations that don’t have it to retain and recruit physicians. In fact, we’ve heard from many Nuance DAX users that the “thought of DAX going away makes me want to quit my job.”

Lastly, in terms of organizational vision and strategy: Is it your sense that healthcare IT leaders are suc- cessful at pursuing broad vision and strategy and leading their or- ganizations forward to implement those strategies? In that regard, how does ambient clinical intelli- gence fit into that picture? The healthcare CIOs, Digital Transfor- mation Officers, and CMIOs we talk to have very clear visions and strate- gies. Their visions and strategies have become even more precise and more compelling since the start of the pan- demic. Not only has the need for digi- tal solutions increased, but the speed of adoption has also accelerated – by as much as a decade at many organiza- tions.

It’s rare to see an organization nowa- days that isn’t trying to address physi- cian and nurse burnout. Five years ago, burnout was already a prominent issue. But about four years ago, it suddenly hit a crescendo and became elevated to a very high level of focus. Now, most organizations have programs in place

around physician well-being. So orga- nizations are very focused on this as a top strategic initiative.

In terms of ambient clinical intel- ligence, we see tremendous interest and growth, with hundreds of


ents deploying it to ease burnout and improve the provider-patient experi- ence. In addition to technology for improving the encounter, we also see conversational AI and ambient tech- nologies for the digital front door and transforming the patient experience exploding over the last 24 months. The COVID-19 pandemic has rapidly accel- erated this trend as a priority. The major- ity of health systems are now defin- ing their digital front door and patient experience strategies and are looking for an omnichannel virtual assistant platform that can integrate with their EHR, CRM, and Patient Access center to provide a unified experience across the patient journey. A few early adopters were already in a position to jump-start planned initiatives when the pandemic struck. Others are in the earlier stages of this shift. In all cases, health systems are adopt- ing conversational AI, ambient, and data-driven solutions as essential com- ponents of a much more comprehen- sive, omnichannel approach to patient engagement encompassing every voice and digital interaction in the healthcare journey. It includes but goes beyond the clinical and administrative applica- tions we’ve discussed and adapts many of the technologies and best practices widely used in customer and consum- er engagement in areas like banking, financial services, and online shopping. The goal is to deploy a unified platform that enables providers, payers, pharma- cy benefits programs, and other stake- holders to deliver consistent patient- centered services that improve care and financial outcomes. That’s what healthcare innovation leaders are think- ing about now and prioritizing over the next few years. The transformation is just beginning but is already gaining momentum.

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