Elsevier Future of Healthcare Series

Key Takeaways and Learnings

Foreward
In early June, I had the privilege of moderating Elsevier’s Future of
Healthcare webinar series. It was encouraging to hear the presenters
from across the Europe, Middle East, Africa, Latin America and
Asia Pacific regions share how their countries and hospitals rose
to the challenge presented by COVID-19. They spoke about best
practices to combat the pandemic, understanding the role of
technological innovations and digital disruption; while highlighting
the importance of healthcare quality and safety. These presenters
were challenged with thought-provoking questions from attendees
regarding improving the healthcare systems for a sustainable future.

As we enter the new reality after COVID-19, we will need to

reevaluate our healthcare system, redesign models of care delivery,
and refresh the healthcare workforce in light of the experience
gained from this pandemic. I’m excited to share some key insights
that my team at Elsevier has put together and discuss how a
knowledge-driven care framework will be the beacon in navigating
this new reality.

Tim Morris
Commercial Portfolio and Partnership Director, Elsevier.
Member of Elsevier Clinical Best Practice Council.
2
 1. Sustaining the growth of new models of care
Introduction
2. Harnessing data into actionable and reliable
Elsevier’s “Future of Healthcare” webinar series featured leading healthcare information
practitioners from the Asia Pacific and EMEALA region over five weeks to
understand the challenges and opportunities arising from the COVID-19
pandemic that would impact our healthcare system of tomorrow, and the 3. Patients at the heart of healthcare
role of digital technology in the new reality moving forward.

This report highlights some common characteristics of countries which are

4. Building resilience and empowering healthcare
successful in combatting the pandemic, and highlights six key takeaways in workforce
helping healthcare systems navigate the new reality moving forward.

Elsevier explores what it takes to sustain these changes in the healthcare 5. Providing quality care and ensuring safety
system beyond the COVID-19 pandemic. How will healthcare systems
prepare for the challenges and changes ahead? What are some of the best
practices and key considerations? This report will discuss how a knowledge- 6. Effective collaboration and co-ordination for
driven care process will be able to help navigate this new reality, and how better care delivery
Elsevier is here to support you as your strategic knowledge partner in the
future of healthcare.
3
Speakers list
Dr NT Cheung, Päivi Salo,
Chief Medical Informatics Officer, Hong Kong’s Hospital Authority, IT & Business Development Director, Pohjola Hospital,
Hong Kong Finland

Dr Benjamin Cheah Tien Eang, Dr Kathy Leonhardt,

President of Arthritis Foundation Malaysia, Principal Consultant, Joint Commission International
Leader in Hacking Health Movement, Kuala Lumpur, Malaysia

Professor Guilherme Rabello, Dr Ian Chuang,

Chairman of the Board of the Brazilian Foundation for Patient Safety, Chief Medical Officer, EMEALAAP - Elsevier
Brazil

Dr Bharat Aggarwal, Dr Ko Shao-Hua, MD, MBA,

Senior Director, Radiology Services, MAX Healthcare, Vice -Superintendent, Min-Sheng General Hospital Group,
India Taiwan

Dr Hwang Hee, Assoc Professor Jane Griffith,

Chief Information Officer, Seoul National University Bundang Hospital, Chief Nursing Information Officer, CEO Office, Dubai Healthcare Corporation,
Seoul, South Korea Middle East

Kate Renzenbrink, Professor James Yip,

Chief Nursing and Midwifery Information Officer, Bendigo Health, Group Chief Medical Information Officer of NUHS,
Australia Chief Data Advisor of the Ministry of Health, Singapore

Karen Blake, Dr Sam Shah,

Head of Clinical Informatics, healthAlliance, Global Clinical and Digital Advisor Healthcare,
New Zealand UK Department for International Trade
4
Context: Lessons learnt from the COVID-19 pandemic
A.
Learning from previous
pandemics such as SARS
and MERS to implement
their pandemic response
plans.
Hong Kong, South Korea, Singapore and the
Middle East learned from the SARS and MERS
pandemic. They improved their isolation
facilities1 and stockpiles of personal protective
equipment2, as well as developed technical
solutions to engage in extensive contact
tracing process3,4, to curb the spread.
B.
Preparing for the pandemic
well before it happened and
having an emergency and
IT preparedness protocol
to guide the healthcare
workforce.
South Korea and Finland ranked within
the top 10 on the Global Health Security
Index5, and this translated during times of
the pandemic in which they have performed
relatively well.
C.
Efficient collaboration
between the private and
public stakeholders, as well
as trust in the government.
The New Zealand6 government moved
swiftly and effected strict lockdowns in the
initial stages of the spread, and this was
accompanied by strong compliance by the
citizens with the measures implemented.
Finland also confronted the pandemic
relatively well by imposing a state of
emergency early on. Over 80 percent of
people surveyed in Finland have trust in the
abilities of the government to fight against
the spread of the virus in their country7.
5
Navigating the
Future of Healthcare
By now we have all come to terms with the new reality brought
about by the pandemic, the healthcare industry is no different. Here
we’ve consolidated some key insights to help navigate the new reality.
6
1. Sustaining the growth
of new models of care
Across the globe, COVID-19 has accelerated the adoption of telehealth and telemedicine. A
report published by the U.S. Department of Health & Human Services in July 2020 found that
43.5 percent of Medicare primary care visits were provided via telehealth in April, compared
with 0.1 percent before the pandemic in February17. Similarly across Europe, telehealth adoption
has increased – France saw a jump by 40 percent18; while Germany it is estimated that more
than 20,000 medical doctors and psychotherapists now offer appointments through video
consultation19.

In Japan, healthcare providers are offering free telemedicine consultations, while in India, the
Publication of the Telemedicine Practice Guidelines enables registered practitioners to provide
healthcare using telemedicine9. Australia extended Medicare coverage for telemedicine; South
Korea eased restrictions on telemedicine to treat Covid-19 patients remotely16. United Arab
Emirate has strengthened its telemedicine offerings by launching virtual clinics, which has seen
more than 15,000 patients20.
7
In a recent survey conducted by Elsevier to understand how COVID-19
has impacted the work of over 700 healthcare professionals (HCPs),
the majority of the physicians noted that telemedicine has become the
norm, especially for general practitioners, who have been conducting
teleconsultations from their homes. Across markets, 70 percent of HCPs
acknowledge seeing fewer patients than before10.

700 HCPs from around the world

70% Acknowledge seeing fewer

patients than before.
8
Telehealth visits, Bendigo Health, Australia
January-December
2019
Episode 6: Transforming the future of
nursing through education and technology
3,000
2,000
“In 2019, there were less than 200 telehealth visits and the total
number of visits were close to 3,000 within six weeks during
April and May 2020. To examine if this approach is the way to go
1,000 in the future, we need to ensure that this is what works for both
the patients and staff.”
Kate Renzenbrink, Chief Nursing and Midwifery Information Officer,
Bendigo Health, Australia
April-May
2020 “I believe that Telemedicine will stay for good. However, as we
introduce more digital health solutions in the country, we need
to evaluate the accessibility of these technologies to different
demographics of the population.”
Professor Guilherme Rabello, Chairman of the Board of the Brazilian
Foundation for Patient Safety, Brazil
9
While the demand for telehealth technology is
skyrocketing due to the pandemic, sustainability is key
to ensuring that providers can continue to deliver care
during COVID-19 and beyond. There are a multitude
of factors that providers need to consider.

“For the acceleration that we had during COVID-19 to be sustainable for

telemedicine, we need better infrastructure, better digital penetration, and a
greater use of the ecosystem of products and applications of devices that are
connected, combined with clinical pathway design that’s designed around a
digital workflow, not just a physical workflow that’s been transferred.”
Dr Sam Shah, Global Clinical and Digital Advisor Healthcare UK. Department for International Trade

“The challenge of telehealth in the future would be figuring out how to

deliver quality services from the provider to the user before the transaction
happens, and how to convert the behavior of telehealth from single purchase
to repeat interaction so that the whole ecosystem can be sustainable.”
Dr Shao-Hua Ko, MD, MBA, Vice -Superintendent, Min-Sheng General Hospital Group, Taiwan
10
Considerations
Healthcare providers need to start investing in sustainable
business models, infrastructure, patient safety and outcome
measurements, data integration with existing workflows as
well as training for staff and patients.

Sustainable Patient safety and Data integration with Training for staff
business models outcome measurements existing workflows and patients
11
2. Harnessing data into actionable
and reliable information
Having the right data and information exchange at the hands
of the right people has contributed greatly in improving
health outcomes during the pandemic.
12
For example, Seoul National University Bundang Hospital
developed a common data warehouse system which allowed
the gathering of clinical data and hospital operation data,
to generate meaningful managerial indicators for efficient
decision support. They also built a datalink between the EHR
with visitors’ medical and immigration records to automatically
triage and minimize contact between COVID-19 carriers and
patients or hospital staff.
Episode 5 SNUBH: Reaping the benefits of big data and analytics during pandemic.

Moving forward, it is important to consider how data and

information is exchanged at every level in the healthcare
ecosystem, to integrate better care outcomes in a value-
based care model.
13
At the organizational level, data sharing needs to take
into account the different end users and how they would
be utilizing the information at various stages.

“Making data actionable in the whole system is one of the key pillars to
building a sustainable healthcare system. When you have standardized
data, you need to see how your systems work with it so that you are not
creating artificial difficulties for the various users who need to use it
slightly differently.”
Dr NT Cheung, CMIO of Hong Kong’s Hospital Authority, Hong Kong

At the national level, it is important to consider how this

information can be shared collaboratively across the country.
“The first priority in making data actionable, especially in a major crisis
like COVID-19, is how to maintain a collaborative, and trusted platform
for professional information. That way, we can make the raw information
trustworthy.”
Dr Shao-Hua Ko, MD, MBA, Vice -Superintendent, Min-Sheng General Hospital Group, Taiwan
14
At both the organizational and national level, data can
support in the delivery of a value-based care model,
with providers offering quality care at the lowest cost.

“Data is what gives us the ability to quantify value, in order to

reduce waste, improve quality and profits beyond COVID-19. We
can start small and define what we do best in terms of quality,
and then move upwards the chain to see what it is that we need to
do like predictive analytics, and artificial intelligence that directly
affects patient care.”
Prof James Yip. Group Chief Medical Information Officer of NUHS Chief Data Advisor
of the Ministry of Health, Singapore
15
3. Patients at the heart
of healthcare
The pandemic has accelerated the shift of care out
of the hospitals and into the community, and this
has disrupted the care delivery for patients.
16
In many parts of the world, health care delivery is shifting
from a ‘sickness service’ to a more preventive health or ‘health
and well-being service’12. Many healthcare providers are also
realizing the importance of involving patients as care partners
and finding ways to transfer more ownership of care outcomes
to patients themselves. For example, the Hong Kong’s Hospital
Authority (HA) launched its HA GO mobile app which allows
clinicians to prescribe personalized information to patients,
including telerehabilitation exercises.

“With COVID-19, the patient is empowered with the ability to

choose who they want to see, where they want to go for their
care, and the timing of the desired nature of care.”
Prof James Yip. Group Chief Medical Information Officer of NUHS
Chief Data Advisor of the Ministry of Health, Singapore

“Patient Engagement is key for all care plans. Patients are now
more involved and want to be part of their health care journey.
De-hospitalizing technology to bring care closer to the patients.
Digital health and medical technologies, including healthcare
personalization delivery via smartphones and online consultation,
are shifting the perception from disease management to healthy
lifestyle management. Consumer expectations are rising. Digital
transformation in healthcare is being fed by consumers in other
industries. How do we create new solutions and re-invent older
technology?”
Professor Guilherme Rabello, Chairman of the Board of the Brazilian
Foundation for Patient Safety, Brazil
17
In an article featured on McKinsey11, authors suggest that
consumers and patients today are demanding a seamless
technology experience irrespective of the care setting. They
want the ability to have end-to-end delivery of care. The ability
to build trust in this new care setting is key to keeping them
engaged. Providers need to build the capacity to sustain this
new operating model.

“As we develop technological solutions, patients should also

take more responsibility for their care. I think if you put this
responsibility on health care providers alone, it is going to reduce
your outcomes. It’s extremely important to include patients and
empower them to take care of their own health.”
Dr Benjamin Cheah Tien Eang, President of Arthritis Foundation Malaysia, leader in
Hacking Health Movement in Kuala Lumpur, Malaysia

How do we then build capabilities and sustain this

model of patient engagement in the future? What are
the key points of consideration to enable providers to
deliver this patient-centric care model to treat patients?
18
4. Building resilience of
healthcare workforce and
empowering staff
Digitalization is disrupting the healthcare workforce
and bringing about opportunities for digital health
technologies to empower and improve the productivity
of the healthcare workforce.
19
“Artificial intelligence and automation have changed the current
roles of the radiologists, enabling them to be more involved in
decision making, thus, making them more efficient, accurate and
relevant in the new reality,”
Dr. Bharat Aggarwal, Senior Director, Radiology Services MAX Healthcare, India.

The challenge is then to equip the healthcare workforce with the

necessary skills and resources to embrace digital technologies and
improve patient care delivery.

“We’ve identified the need for digital literacy across the healthcare
sector as we become a more digitized workforce. So, one of the
challenges that we’ve got in the future is how should we start enabling
our existing workforce to embrace new ways of working,”
Karen Blake, Head of Clinical Informatics, healthAlliance.
20
A survey conducted by Elsevier found that 67 percent of
medical schools have provided students and staff new digital
learning tools since the outbreak. All have transitioned to virtual
classrooms (some faster and more successfully than others).

“COVID-19 has reinforced the criticality of some of these

established quality practices and introduced some new skills to
equip for the new reality. These new skills include collaboration,
data analytics and change management,”
Dr Kathy Leonhardt, Principal Consultant, Joint Commission International.

Moving forward, how do we equip the healthcare

workforce with these skills that is needed in the new
reality? How do clinicians learn faster with less support,
and get the information in real time? What do we need to
empower the healthcare workforce in successfully making
the transition to the digital future?
21
5. Providing quality care
and ensuring safety
As we look towards using new technology solutions
during a pandemic, we must not lose sight of providing
quality care and ensuring patient safety. These two factors
are of utmost importance, especially in a pandemic when
the situation is evolving by the minute.
22
“Innovation should not be done at the expense of the
patients’ safety and well-being. We need to collect and
analyze the right data to find the best balance between
innovation and patient safety.”
Dr Benjamin Cheah, President of Arthritis Foundation Malaysia, leader in
Hacking Health Movement in Kuala Lumpur, Malaysia.

35,000 infected worldwide

According to the World Health Organization, countries
reported that over 35,000 health workers were infected with
COVID-19 as of 21 April 202013. This number is significantly
lower because of underreporting.
23
“We need to keep our healthcare workers safe. If the
pandemic is going to explode like it did in the rest of the
world, then we will need to have adequate healthcare
workers to treat and take care of patients.”
Dr Bharat Aggarwal, Senior Director, Radiology Services MAX Healthcare, India.

85 percent of the attendees of the Future of Healthcare

webinar series indicated that a safety and health
management system need to be established to ensure
clinical safety in hospitals, post COVID-19.

“We need to constantly improve these safety protocols and

emergency plans and ensure that all this information is
readily available to healthcare staff.”
Dr Kathy Leonhardt, Principal Consultant, Joint Commission International.
24
Beyond the safety and health management protocols and systems, the
other most pressing consideration will be around the mental wellness
of the healthcare professionals. Preliminary data from China during the
COVID-19 pandemic have shown that around 50 percent of healthcare
workers reported depression14.

“We have seen significant challenges around the globe, with staff
being emotionally and mentally impacted by the tragedy affecting
our patients. They are experiencing anxiety, feelings of remorse, and
emotional bereavement. The recognition of this problem is very real
amongst healthcare providers.”
Dr Kathy Leonhardt, Principal Consultant, Joint Commission International.

As the main care providers, we need to protect the mental wellbeing of

the healthcare workforce to ensure quality care can be delivered to the
patients. Around the globe, we have seen organizations implement staff
wellness programs. Beyond wellness programs, what are some of the
other measures that can be undertaken? Providers can start considering
how technology and innovations can help to mitigate burnout and
empower staff.
25
6. Effective collaboration and
co-ordination for better care
delivery
One of the crucial elements to success in containing the pandemic
is the effective collaboration and co-ordination between public and
private stakeholders. Countries who were successful in curbing and
controlling the pandemic broke down barriers of information flow
to enable real-time transfer of information across disciplines and
healthcare systems for efficient decision-making processes.
26
“I think if anything, COVID-19 has taught us that we do not live
in a bubble within a country. We cannot function in silos, and we
are stronger if we collaborate with other countries”.
Dr Benjamin Cheah Tien Eang, President of Arthritis Foundation Malaysia,
leader in Hacking Health Movement in Kuala Lumpur, Malaysia

“We need to think how we can collaborate in a global manner.

There is no way to control the virus using country boundaries.
We need to think about global collaboration seriously, whether
it is vaccine development, policy making, technology or digital
assets sharing. It is important to ensure we are ready to cope
with another wave of the pandemic”.
Dr Hwang Hee, CIO, Seoul National University Bundang Hospital, South Korea
27
According to a McKinsey15 report, responding to pandemics requires
active preparedness. One way to build active preparedness is to form
cross-sector partnerships. This provides effective channels for private
companies to come forth and render assistance during a crisis.

“On an industry level, we see many countries collaborating on ventilators.

They had to develop their own because the current manufacturers could
not cope with the demand in such a short time. Effectively, it shows that
innovation, truth, collaboration is the key.”
Professor Guilherme Rabello, Chairman of the Board of the Brazilian Foundation for
Patient Safety, Brazil

Moving forward, the benefits of effective collaboration are multi-

fold – whether it is sharing data or resources. How do we instill the
right infrastructure and platforms to cultivate this culture of cross-
sharing? What are the best practices to enable this collaboration?
28
 Towards the Future of Healthcare
with Knowledge-Driven Care
By: Dr Ian Chuang, Chief Medical Officer, EMEA, Latin America, APAC, Elsevier

COVID-19 has challenged healthcare systems globally and collectively required all
of us – healthcare professionals, patients and the communities we serve – to think
and expect differently. Our responses to the pandemic in the form of innovations,
changes to processes or even our roles have shattered many pre-conceived biases
of what is doable or not. As the new reality takes shape, we need to move beyond
being just passive observers, progress past the short-term fixes and optimize the
entire healthcare system from public health institutions through to private care
providers.
We saw that innovations are becoming more common and necessary in this future
state of digital health. When embarking on innovations, we need to take into
consideration patient safety and quality as critical metrics. We do not need more
digital technology; we need digital transformation that is defined to meet the
challenges of our new collective reality.
The new reality of life with COVID-19 after the initial crisis of the pandemic will
require sustainable models of care, one that is driven by knowledge. Enabling and
supporting such dynamic care delivery models will require a system level design
thinking that simultaneously accounts for three key dimensions – data flow, clinical
workflow and decision flow to ensure that the care process is a knowledge-driven
care process.
Essentially, what clinicians need, to both perform their tasks and make the critical
clinical decisions regarding care align with the care processes; and what patients
can expect is a level of care and consistency that aligns with the latest body of
evidence-based knowledge and best practice standards, delivered via an optimized
consumer-centered experience that is efficient, and cost-effective. The same
concept was also illustrated by Dr NT Cheung in the first webinar of the Future of
Healthcare series.

Furthermore, the COVID-19 pandemic provided a compressed timeline of what

typically transpires over a period of time with regard to evolving medical research
and the challenges of translating research knowledge to patient care. It takes up to
17 years for established treatment knowledge to be consistent and reliably applied
in patient care. During time of crisis, this unacceptable lag becomes completely
non-negotiable.

We identified that resource constraints in terms of staff shortages or siloed staff

roles impair how rapidly a healthcare organization can react and redeploy clinicians
to changing priorities and needs. Moving forward, new knowledge acquisition and
obtaining patient care skills will need to be closer to just-in-time learning models
throughout the professional careers for many clinicians.
29
 About Knowledge-driven Care
Knowledge Driven Care Process Framework

Knowledge-driven care consists of the flow of knowledge to support

clinical care activities (i.e. workflow), clinical decision making across time
and location (i.e. the flow of decisions), and access to the required data
necessary to support care and clinical decision making (i.e. data flow).
Decision Flow
Data Flow Clinical Decision Making/ Data Flow
Time/Space/IT Systems Cognitive Task Key to knowledge is the availability of quality, machine
30
interpretable data for easy access by clinicians and patients and
leveraged for decision support.

Knowledge Decision Flow

Flow Along the workflow for a care process, many clinical decisions are
made by clinicians. These decisions take place in thecontext of the
clinical work and activities, requiring key information needed to
makethe best decisions regarding care and treatment.

Clinical Workflow
Clinical care is a series of complex,
multi-disciplinary process that often crossclinicians and
organizations, geography and time through the care continuum.
Each step in the workflow has different contextual needs for
data to support workand decision making.

Clinical Workflow
Patient care
Knowledge flow
The optimization and alignment of all three
dimensions ensures that for a givenpatient care
journey, knowledge is in
fact flowing and supporting the entire care
process and driving toward optimaloutcomes.

Knowledge flow is achieved when clinical care

activities are optimized (i.e.clinical workflow)
based on accurate andcoordinated clinical
decision making (i.e. decision flow), and taps the
right data necessary (i.e. data flow) to supportthe
entire care continuum and clinical decision
making process.
Knowledge-driven care is an intention and a process of continual
optimization. The nature of knowledge and learning is that
it is continuously evolving. In the new reality, healthcare will
be more digital. Each dimension of healthcare delivery needs
to be redesigned to consider knowledge flow to truly achieve
knowledge-driven care that can adapt and evolve with the times
and react to crisis.
If you are considering adopting knowledge-driven care for each
dimension, then Elsevier is here to partner you on this journey.
31
Elsevier is your strategic knowledge
partner in the new reality
About Elsevier
Elsevier is a global information analytics business that helps scientists and
clinicians to find new answers, reshape human knowledge, and tackle the
most urgent human crises. For 140 years, we have partnered with the research
world to curate and verify scientific knowledge. Today, we’re committed to
bringing that rigor to a new generation of platforms.
Elsevier provides digital solutions and tools in the areas of strategic research
management, R&D performance, clinical decision support, and professional
education; including ScienceDirect, Scopus, SciVal, ClinicalKey and Sherpath.
Elsevier publishes over 2,500 digitized journals, including The Lancet and
Cell, 39,000 e-book titles and many iconic reference works, including Gray’s
Anatomy. Elsevier is part of RELX, a global provider of information-based
analytics and decision tools for professional and business customers.
66 Locations
24 Countries
Elsevier. Empowering Knowledge.
Our Solutions
We have seen how hospitals and healthcare institutions are to evolve in
the new reality moving forward. At Elsevier, we recognize that this process
of evolution is fraught with challenges. We are here to partner you on this
journey; to optimize your clinical workflows, enable your data decisions and
enhance your decision-making process so that you are able to tackle the most
urgent needs of your hospital or institution.
Elsevier provides information analytics solutions and digital tools in the areas
of reference, clinical decision support, and professional education. Our suite
of solutions is built on trusted information and utilizes cognitive technologies
that can be readily implemented to prepare your hospital for the new reality.
Reference | Clinical Decision Support | Patient Education
7,500+ 193 Years of
Staff worldwide experience in health
32
Elsevier’s Clinical Best Practice Council
Your strategic knowledge-partner
Elsevier’s Clinical Best Practice Council exists as a strategic knowledge partner to support healthcare organizations
in defining and implementing their strategy. We work with you to embrace the digital health evolution to improve
patient outcomes and empower physicians with consistent guidance to make better decisions.

Who we are
33
Dr Ian Chuang, Chief Medical Officer, EMEALAAP Health, Elsevier
Experience that spans the entire care continuum, including applied healthcare informatics, controlled medical
terminology, knowledge representation, clinical decision support and analytics. Prior to joining Elsevier, he has
led roles at both strategic level managementof healthcare systems and physician leadership, and hands-on
implementation of process optimisation at the point-of- care.

Robert Nieves, Vice President of Health Informatics, Elsevier

Over twenty eight years of health care experience as a clinician and executive management in a wide spectrum
of clinical areas includingcritical care, medical surgical emergency, home health, geriatric case management and
long term care. Currently works with healthcare providers across the globe to Implement interdisciplinary
informaticsto healthcare systems.

Laís Junqueira, Quality, Patient Safety and Innovation Manager,Elsevier

Lais has led JCI Accreditation Standards translation projects as an interpreter, working losely with JCI surveyors
and hospitals during accreditation surveys. Laís provides strategic counsel to organisations on how evidence-
based information and technology can improve patient safety and clinical outcomes.
 and Research Specialist,
ElsevierAn enthusiastic
D and passionate medical
r and neuroscience doctor
with broad experience in
clinical practice. Ximena’s
X passion is science
i communication and the
m dissemination of
knowledge, with an
e
ongoing career as a
n medical writer. Ximena
a engages with providers
worldwide to demonstrate
the value of CDS solutions
A
in helping themto achieve
l their goals and improve
v outcomes.
i
r Tim Morris, Commercial
a Portfolio and Partnership
, Director, ElsevierNearly 30
years of healthcare
S experience, from delivering
e care as
n a nurse in a London A&E
Department, research
i and management within
o the NHS, to technical
r product development
with a range of public
and private health
C companies. Extensive
l expertise in decision
i support and knowledge
management systems.
n
i
c
a
l
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