EXECUTIVE EDUCATION

Digital Transformation in Healthcare (Online)

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Course Dates

STARTS ON

August 25, 2021

Course Duration

DURATION

9 weeks, online
4–6 hours per week

Course Duration

The Future of Healthcare Is Digital

Healthcare companies, pharmaceutical firms, and hospital systems are delivering better patient experiences — and better health outcomes — using digital technologies. Telemedicine and personalized health paths are two touchpoints. But improved patient care is just one benefit of digital disruption: According to a BDO survey, 74% of companies investing in digital transformation marked an increase in profitability within 12 months. The Digital Transformation in Healthcare (Online) program will help you lean into healthcare’s next wave of digital, exploring best practices and technologies that can offer the highest return on investment for your healthcare company.

74%

Healthcare executives who plan to invest more in predictive modeling in 2021.

SOURCE: PwC

88%

Healthcare executives who expect wearables to be integrated with care delivery

SOURCE: Deloitte

Key Takeaways

Each of the nine modules will help you explore strategies for expanding the role of digital transformation in your organization, whether it is a startup or a large mature health system. By the end of the program you will be able to:

  • Identify trends in digital health and the challenges and transformation opportunities present in the digital health landscape
  • Define the role predictive analytics, artificial intelligence, and machine learning play in transforming the digital healthcare industry
  • Understand what separates a successful population health initiative from a failed one
  • Identify how digital transformative solutions can address resource allocation and waste in the medical industry
  • Quantitatively assess the price of pharmaceuticals and technology advancements using the health technology assessment methodology

Who Is This Program For?

This program will benefit managers and executives with experience in hospital management, life science innovation, pharmaceutical and device research, health technology, and insurance. It would also be beneficial for digital transformation consultants with clients in healthcare. Appropriate functional areas include technology, operations, product management, R&D, compliance, and QA. It is ideal for the following roles in the healthcare, life sciences, and pharmaceutical industries:

C-Suite Executive
A highly experienced leader who is looking to gain a strategic overview of digital disruption in healthcare and to modify their business model to adapt to the digital health landscape.

Senior Management
An experienced professional seeking to identify digital solutions to implement within their healthcare-adjacent functional area to take necessary steps related to data science, understand various stakeholder perspectives, improve the quality of their products, and understand the steps required to take a digital product to market at the lowest incurred cost.

Entrepreneur or Venture Capitalist
An experienced investor or founder who is looking to identify the business models and entrepreneurship opportunities in digital transformation in healthcare, learn from the successes and failures of other startups, and leverage the venture fund strategy adopted by pharmaceutical companies

Representative roles may include:

  • Chief Executive Officer
  • Chief Financial Officer
  • Chief Technology Officer
  • Chief Information Officer
  • Chief Operating Officer
  • Vice President
  • R&D Director
  • Director of Operations
  • Director of Compliance/Quality Assurance
  • Product Manager
  • Entrepreneur
  • Founder
  • Venture Capitalist

Program Experience

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Video Lectures with Columbia Business School Faculty

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Expert Guest Speakers

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Real-World Applications

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Healthcare Case Studies

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Hands-On Application Exercises

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Short Quizzes

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Peer Discussion and Feedback

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Live Office Hours with Program Leader

Program Modules

Beginning with a general summary of the status of healthcare in the US related to costs, outcomes, and waste, this program leads healthcare professionals in the direction of the transformative digital initiatives most beneficial to their specific area of practice.

Week 1:

The State of Healthcare

Compare the U.S. healthcare system against the rest of the world using five performance measures; identify the government’s role in healthcare costs; explore the challenges to payers, providers, and producers; and identify opportunities arising from the changing healthcare landscape.

Week 2:

Population Health

Gain insight into the factors that impact population health; identify three factors that define a successful population health initiative; and explore the role of data analytics in population health successes.

Week 3:

Lean Operations

Learn the lean operations framework; identify sources of waste in healthcare; discover how standardization and digitization can mitigate waste; understand the role of digital interventions in reducing waste in healthcare; and evaluate the importance of buy-in from stakeholders and personnel as you implement new digital solutions.

Week 4:

Data-Driven Models

Apply a formula to calculate the waiting time of a medical facility; apply statistical utilization to quality of service; and interpret the results of a data model, reflecting on the key insights and assumptions made in the model.

Week 5:

Leveraging Predictive Analytics

Identify opportunities for applying AI and ML in the healthcare space; the benefits of early-warning systems for both small segments and the greater ecosystem of healthcare facilities; the challenges of using AI and ML predictive analytics solutions for sending patients to the ICU in a larger hospital; and hurdles when implementing new digital solutions, plus methods of overcoming them.

Week 6:

Telemedicine

Identify the challenges of more widespread dissemination of telemedicine, which of the connected health strategies applies to different healthcare interventions, and methods of avoiding the pitfalls in telemedicine.

Week 7:

Data Analytics in Medical Imaging

Explore advancements in medical imaging, opportunities arising in the space; and the four main challenges present in digital imaging.

Week 8:

Health Technology Assessment — Part I

Define health technology assessment; use a life table to measure life expectancy; compare and contrast the different methods for measuring quality of life; and define quality-adjusted life years.

Week 9:

Health Technology Assessment — Part II

Select the most effective of three approaches for estimating the price of a life; calculate the incremental benefit and cost; and explore how profitability plays a role in the pricing strategies of new technologies in healthcare.

Week 1:

The State of Healthcare

Compare the U.S. healthcare system against the rest of the world using five performance measures; identify the government’s role in healthcare costs; explore the challenges to payers, providers, and producers; and identify opportunities arising from the changing healthcare landscape.

Week 6:

Telemedicine

Identify the challenges of more widespread dissemination of telemedicine, which of the connected health strategies applies to different healthcare interventions, and methods of avoiding the pitfalls in telemedicine.

Week 2:

Population Health

Gain insight into the factors that impact population health; identify three factors that define a successful population health initiative; and explore the role of data analytics in population health successes.

Week 7:

Data Analytics in Medical Imaging

Explore advancements in medical imaging, opportunities arising in the space; and the four main challenges present in digital imaging.

Week 3:

Lean Operations

Learn the lean operations framework; identify sources of waste in healthcare; discover how standardization and digitization can mitigate waste; understand the role of digital interventions in reducing waste in healthcare; and evaluate the importance of buy-in from stakeholders and personnel as you implement new digital solutions.

Week 8:

Health Technology Assessment — Part I

Define health technology assessment; use a life table to measure life expectancy; compare and contrast the different methods for measuring quality of life; and define quality-adjusted life years.

Week 4:

Data-Driven Models

Apply a formula to calculate the waiting time of a medical facility; apply statistical utilization to quality of service; and interpret the results of a data model, reflecting on the key insights and assumptions made in the model.

Week 9:

Health Technology Assessment — Part II

Select the most effective of three approaches for estimating the price of a life; calculate the incremental benefit and cost; and explore how profitability plays a role in the pricing strategies of new technologies in healthcare.

Week 5:

Leveraging Predictive Analytics

Identify opportunities for applying AI and ML in the healthcare space; the benefits of early-warning systems for both small segments and the greater ecosystem of healthcare facilities; the challenges of using AI and ML predictive analytics solutions for sending patients to the ICU in a larger hospital; and hurdles when implementing new digital solutions, plus methods of overcoming them.

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Healthcare Case Studies

Evidence is essential when seeking support for adoption of digital transformation initiatives. Our program includes real-world case studies to expand your understanding of specific challenges and the scope of potential solutions.

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Merck Gardasil

Calculate the price a pharmaceutical company should charge for a vaccine.

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Intermountain Hospital

Explore how a healthcare facility secured buy-in of its screening tool and dashboard from personnel and stakeholders.

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Saint Marie ERCrowding

Evaluate how data can address patient wait time and discharge.

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Lehigh Valley Health Network

Analyze what contributed to the success of this system’s population health initiative.

Note: All product and company names are trademarks™ or registered® trademarks of their respective holders. Use of them does not imply any affiliation with or endorsement by them.

Program Faculty

 Carri Chan

Carri Chan

Associate Professor of Business, Decision, Risk, and Operations Divisions, Columbia Business School

At Columbia Business School, Carri Chan teaches the core MBA class Operations Management. Her primary research interests center on data-driven modeling of complex stochastic systems, dynamic optimization, and queuing with applications in healthcare operations management... More info

Faculty Member Frank Lichtenberg

Frank Lichtenberg

Cain Brothers & Company Professor of Healthcare Management, Economics Division

At Columbia Business School, Frank Lichtenberg teaches Economics of Healthcare and Pharmaceuticals in the MBA program and Managerial Economics in the Executive MBA program. He is a research associate of the National Bureau of Economic Research and a member of the CESifo Research Network... More info

Guest Speakers

Faculty Member Shara Senior

Shara Senior

Caption Health, Head of Product & Marketing

Senior is an expert in new product development for mature and emerging markets as well as strategy development and commercialization. She will discuss Caption Health’s machine learning medical imaging product in a Q&A with Columbia Business School Professor Carri Chan.

Certificate

Example image of certificate that will be awarded after successful completion of this program

Certificate

Upon completion of the program, you will receive a certificate of participation from Columbia Business School Executive Education. The learnings serve as a powerful credential in supporting your digital health expertise.

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Upon completion of this program, you will receive a digital verified certificate. This certificate also counts toward one day to the Certificate of Business Excellence, which has select alumni and tuition benefits. Your digital verified certificate will be issued in your legal name and emailed to you, at no additional cost, upon completion of the program, per the stipulated requirements. All certificate images are for illustrative purposes only and may be subject to change at the discretion of the Columbia Business School Executive Education.

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