Everest Group - Healthcare Provider Digital Services PEAK ......Diverse set of market touchpoints 4...

EGR-2020-45-R-3798

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Healthcare Provider Digital Services PEAK Matrix® Assessment 2020

Healthcare IT Services

Market Report – June 2020

®

Copyright © 2020, Everest Global, Inc.

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Table of contents (page 1 of 2)

Introduction and overview 5

Summary of key messages 11

Section I: Provider digital services market update 14

⚫ Provider digital services market size and growth 14

⚫ Service provider revenue and growth rate 21

⚫ Provider digital services demand themes 23

⚫ Adoption challenges 33

⚫ COVID-19 impact 36

Section II: PEAK Matrix® for healthcare provider digital services 39

⚫ PEAK Matrix ® framework 40

⚫ PEAK Matrix ® for healthcare provider digital services 43

⚫ Healthcare provider digital services PEAK Matrix ® characteristics 44

⚫ Summary dashboard 46

Section III: Everest Group’s remarks on service providers 51

⚫ Accenture 52

⚫ Atos 53

⚫ Capgemini 54

⚫ CitiusTech 55

⚫ Cognizant 56

⚫ Deloitte 57

Topic Page no.


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Table of contents (page 2 of 2)

Section III: Everest Group’s remarks on service providers (continued)

⚫ DXC Technology 58

⚫ emids 59

⚫ EPAM 60

⚫ GAVS 61

⚫ HCL Technologies 62

⚫ Hexaware 63

⚫ HTC Global Services 64

⚫ IBM 65

⚫ Infinite 66

⚫ Infostretch 67

⚫ NTT DATA 68

⚫ Optum 69

⚫ TCS 70

⚫ Tech Mahindra 71

⚫ Virtusa 72

⚫ Wipro 73

Appendix 74

⚫ Glossary of terms 75

⚫ Research Calendar 76

⚫ References 77

Topic Page no.


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Contents

⚫ Introduction and overview

⚫ Summary of key messages

⚫ Provider digital services market update

⚫ PEAK Matrix® for healthcare provider digital services

⚫ Everest Group’s remarks on service providers

⚫ Appendix


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Our research methodology is based on four pillars of strength to produce actionable and

insightful research for the industry

⚫ Market thought leadership

⚫ Actionable and insightful research

⚫ Syndicated and custom research deliverables

⚫ Proprietary contractual database of healthcare IT Services (ITS) contracts (updated annually)

⚫ Round-the-year tracking of all major healthcare IT service providers and product vendors

⚫ Dedicated team for healthcare outsourcing research, spread over two continents

⚫ Over 20 years of experience in advising clients on ITS-related decisions

⚫ Executive-level relationships with buyers, service providers, technology providers, and industry associations

Primary sources of information

Annual contractual & operational RFIs,

service provider briefings & buyer

interviews, and web-based surveys

2Fact-based research

Data-driven analysis

with expert perspectives,

trend analysis across market adoption,

contracting, and service providers

4Diverse set of market touchpoints

Ongoing interactions across key

stakeholders, input from

a mix of perspectives and interests,

supports both data analysis and

thought leadership

3

Services

Industry

Service

Enablers

Service

ProvidersEnterprises

Robust definitions and frameworks

PEAK Matrix®, market maturity, and

technology adoption/investment

1


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Background of the research

Healthcare providers have historically been mired down by the legacy IT estate and regulations that have had the unfortunate consequence of incentivizing them to maintain the status quo.

However, that is not an option anymore, particularly as healthcare providers scramble to meet the unprecedented needs of a world disrupted by the COVID-19 pandemic. Healthcare

providers are now being forced to jump on the digital bandwagon to meet the demands faced by the healthcare ecosystem to battle this outbreak.

To support enterprises on their digital journeys, service providers are ramping up capabilities through healthcare-specific partnerships and acquisitions. This, in turn, is driving the need for

research and market intelligence on demand and supply trends in healthcare provider digital services. Everest Group’s healthcare ITS research program addresses this market need by

analyzing demand themes and service provider capabilities in healthcare provider digital services.

In this report, we analyze the capabilities of 22 IT service providers specific to the healthcare provider sector globally. These service providers are mapped on the Everest

Group PEAK Matrix®, which is a composite index of a range of distinct metrics related to a provider’s capability and market impact. We focus on:

Scope of this report

⚫ Geography: Global

⚫ Services: Digital services

⚫ Industry: Healthcare provider

Provider digital services

market size and growth

Digital services themes

for healthcare providers

Assessment of the service providers

on several capability- and market

success-related dimensions

Everest Group’s independent

remarks on service providers


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Defining and separating the truly digital from the non-digital


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Everest Group’s definition of digital services

Enabling layer

Interaction layer

AutomationAPIs Agile/DevOps

Chat Touch screensMobility Next-generation UI/UX Visualization Voice recognition Virtual Reality (VR)

Cognitive / Artificial

Intelligence (AI)

Digital cybersecurityInternet-of-Things (IoT)Big data 3-D printingAnalytics Cloud infrastructure

Integration layer


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This report provides an insight into the adoption of digital technologies across the

healthcare provider landscape

Everest Group’s scope of healthcare provider value chain

Patient

engagement

Care/case

management

Diagnostics, treatment,

and monitoring

Financials &

network management

Patient registration Telehealth Diagnostic decision support Medical coding and billing

Appointment scheduling Population health management Medical record management Payment integrity

Eligibility verification Clinical management solutions and services Medication adherence Payment posting and processing

Benefit authorization Utilization management Treatment management Collections and denial management

Health information management Recoveries and bad debt


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Contents






⚫ Appendix


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Notes from the trenches – how healthcare providers are adopting digital (page 1 of 2)

Factors such as shift from a volume- to value-based care model,

growing importance of customer-centricity, need for business

efficiency and cost containment, and necessity for better

collaboration amongst stakeholders explain the urgency shown by

healthcare providers in adopting digital

The overall healthcare provider digital services

market is close to a US$3 billion opportunity. The

space is characterized by a combination of IT giants

such as Accenture and Cognizant, healthcare

specialists such as Optum, emids, and CitiusTech,

and mid-sized firms such as Infinite and Infostretch

Themes such as high adoption of data and analytics, migration

to cloud, rise in telehealth and remote care, and increased

focus on patient and clinician experience are gaining traction

in the healthcare provider digital services space

Key challenges in provider digitalization include interoperability

challenge (siloed operations, disconnected information systems,

and fragmented member information), high technical debt and

legacy IT, and security constraints. Strategic investments in

relevant technologies, talent, change management, and

governance can overcome these challenges


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Notes from the trenches – service provider landscape (page 2 of 2)

⚫ The overall healthcare provider digital services market is close to a US$3 billion

opportunity

– This is expected to grow at a rate of ~15% over 2019-25

⚫ Analysis of the service provider landscape for healthcare provider digital

services through our PEAK Matrix assessment highlights the following

categories:

– Leaders: Accenture, Cognizant, Deloitte, NTT DATA, Optum, and TCS

– Major Contenders: Atos, CitiusTech, DXC Technology, emids, GAVS, HCL

Technologies, IBM, Infinite, Infostretch, Tech Mahindra, Virtusa, and Wipro

– Star Performers: GAVS and TCS

– Aspirants: Capgemini, EPAM, HTC Global Services, and Hexaware

⚫ Leaders have established themselves as front runners to support large

healthcare providers. They differentiate themselves through balanced portfolios,

the ability to come up with innovative digital business use cases, and continued

investments in technology and services capability development

⚫ For Major Contenders, their healthcare provider digital portfolios are not as

balanced/comprehensive as those of the Leaders (either in terms of coverage

across the value chain, LOBs, or digital technologies) to cater to the

differentiated needs of providers. This is reflected in either their capability

positioning or low market impact. However, a few of these players are

establishing strong foothold in the market either through their healthcare domain

expertise (such as CitiusTech and emids) or client intimacy (such as Infinite and

Infostretch)

⚫ Aspirants lack meaningful digital capabilities for healthcare providers, largely

exhibiting an opportunistic focus. Some of these players are developing the

practice around strategic use cases to create traction

R

Leaders Major Contenders Aspirants Star Performers

Everest Group Healthcare Provider Digital Services PEAK Matrix® Assessment 2020

Vision & capability

(Measures ability to deliver services successfully)

Ma

rke

t Im

pa

ct

(Me

asu

res im

pa

ct cre

ate

d in

th

e m

ark

et)

High

High

LeadersMajor Contenders

GAVS

Infostretch

Virtusa

Citius Tech

Infinite

Tech Mahindraemids

HCL Technologies

Wipro

Atos

IBM

DXC Technology

Optum

TCS DeloitteNTT DATA

AccentureCognizant

Low

Low

Aspirants Capgemini

EPAM

Hexaware

HTC Global services

1 PEAK Matrix specific to healthcare provider digital services

2 Assessments for Atos, Capgemini, Deloitte, EPAM, Hexaware, HTC Global Services and IBM excludes service provider

inputs and are based on Everest Group’s proprietary Transaction Intelligence (TI) database, service provider public disclosures,

and Everest Group’s interactions with buyers


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Contents




– Provider digital services market size and growth

– Service provider revenue and growth rate

– Provider digital services demand themes

– Adoption challenges

– COVID-19 impact



⚫ Appendix


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Digital services engagements | key industries

While the appetite for digital has been rising in Healthcare and Life Sciences (HLS), the sector ranks lower when

compared with customer-facing and technology-sensitive sectors such as BFSI and electronics & hi-tech

Adoption trends in digital services engagements by buyer industry1

2019; Percentage

1 Some providers recognize segments such as healthcare under “public sector”

Source: Everest Group (2019)

BFSI Electronics & hi-tech Retail, distribution,and CPG

Energy & utilities Manufacturing Public sector HLS Other Total

100% = 295

20-25%

17-20%

10-12%5-7%

5-7%5-7%

25-30% 100%

EVEREST GROUP ESTIMATES

3-5%


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Rising consumerism

Value-based care

Need for cost containment

Enhance business enablers such

as IT infrastructures, compliance,

and business processes

Overburdened resources

Better collaboration amongst

stakeholders

Better care decision-making

Mobility

Social

Cloud

Analytics

Member experience

Internet of Things

Cognitive intelligence

Automation

There are several factors that dictate healthcare provider enterprises embark on the road to

digital transformation

++++++

✓

⚫

Technology tenetsDrivers of digital adoption for healthcare providers

Digital


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Provider

value chain

Patient

engagement

Care/case

management

Diagnostics, treatment,

and monitoring

Financials &

network management

Extent of

adoption of

digital

Sample use

cases for

digital

⚫ Automation of patient selection and

outreach

⚫ Mobility solutions for health and

wellness

⚫ Patient portals for enrollment

⚫ Patient and care analytics

⚫ Online education and awareness

building

⚫ AI-based risk profiling

⚫ Automated medical history validation

⚫ Mobility care solutions

⚫ e-identification and monitoring

⚫ Diagnostic decision support analytics

⚫ Real-time vitals monitoring and

tracking

⚫ IoT-based medication adherence

⚫ Data-driven treatment management

⚫ Automated medical billing and

payment posting

⚫ Automation- and AI-based revenue

cycle management

⚫ Dynamic staffing management

⚫ Cloud-based inventory management

Digital is witnessing adoption across the healthcare provider value chain, with the highest

proliferation in care management

Extent of adoption of digital: High Medium Low


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Global healthcare provider IT services market – traditional vs. digital

Though cost and efficiency improvements have been the major drivers, adoption of value-based models, changing

consumer expectations, and complexity of contracts are also adding to the need for adopting digital technology

9.3

12.9

3

6.9

2019 2025F

⚫ Providers have been slower to adopt IT as compared with payers. For both segments, adoption has traditionally been driven by cost and efficiency goals. Going forward, the objectives of

delivering better outcomes and improved patient experiences will dictate a greater share of the IT spend

⚫ The payer-provider ecosystems in the US are beginning to converge, with payers and providers entering into partnerships in an effort to provide quality care at a low cost and achieve

Value Based Care (VBC) imperatives. Some payers are acquiring their own hospitals, while some providers are adopting their own insurance models. There have also been high-profile

M&A deals, such as those of Aetna with CVS and Humana with Kindred Healthcare

⚫ With the current COVID-19 situation, the industry is seeing significant surge in adoption of virtual care and telehealth. These models are expected to remain prominent in

the post-pandemic era as well

Global provider IT services market; digital vs. traditional

US$ billion, 2019-251

15.3%

5.5%

Global healthcare IT services market


12.319.8

22.8

32.2

2019 2025F

Providers

Payers

52.0

35.1

Traditional

Digital

19.8

12.3

6.8%

CAGRXX%

8.2%

1 The 2025 estimates are done considering pre-COVID-19 scenario and might get updated depending on how the adoption spans out post the pandemic


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Global healthcare provider digital services market

Rising need to improve the core competencies in order to reduce costs and human intervention is driving

widespread adoption of automation in the healthcare provider space

Global provider digital services market1

US$ billion, 2019

1 These technology themes are not mutually exclusive

⚫ Healthcare providers have historically been mired down by the legacy IT estate

and regulations that have had the unfortunate consequence of incentivizing them

to maintain the status quo

⚫ However, that is not an option anymore, particularly as healthcare providers

scramble to meet the unprecedented needs of a world disrupted by the COVID-19

pandemic. As a result, healthcare providers and practitioners are turning to digital

methods of care management and delivery. Solutions such as IoT, AI, and

analytics are their key focus areas

– Also, with VBC, customer-centricity, and cost containment becoming focus

areas for health systems, adoption rates are envisaged to grow over the next

few years

⚫ Automation and data & analytics are gaining significant traction in the healthcare

provider space

– Data analytics in EHR database can expedite patient-engagement activities.

Machine learning and predictive tools can help providers make useful

inferences and predictions based on available data. This, coupled with right

computing and cloud infrastructure, allows providers to process large quantities

of data in real-time, expediting operational and clinical decisions

– Embedding analytics and automation capabilities in the Revenue Cycle

Management (RCM) suite is another key focus area for healthcare providers

AutomationAnalytics

and insights

1.3-1.50.5-0.7

IoT

0.1-0.15

AI/ML/cognitive

0.15-0.2


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Healthcare IT security services market

Multiple connected medical devices and networks in the provider ecosystem, coupled with patient data flowing

across intrinsic and extrinsic stakeholders, increase the vulnerability to cyber attacks

Healthcare IT security services market split by line of business

2019; US$ billion

100% = 4.3

3.64.3

5.0

2018 2019 2022F

⚫ The healthcare IT security market is in a strong position to become an avenue for

investment over the coming years, driven by healthcare enterprises’ mandate to secure

their IT estate

⚫ Factors such as cloud adoption, Bring Your Own Device (BYOD), stringent regulations,

and remote patient monitoring via IoT devices are some leading growth drivers

⚫ North America tops the list for healthcare data breaches. It also houses the largest

number of IT security vendors and managed security service providers. As a result,

it contributes the highest share to the healthcare IT security services revenue

16-18%

Drivers for IT security services investments by providers

⚫ Payer-provider convergence for delivering value-based reimbursements has led to

increase in an enterprise’s information surface area vulnerable to risk

⚫ Interconnected network of medical devices increases points of vulnerability

⚫ Insider negligence and low awareness levels lead to increase in probability of

data breaches

⚫ Inadequate security training to physicians and nurses results in a higher probability

of success for phishing attacks

CAGRXX%

Payer

40-45%

Provider

55-60%

Global healthcare IT security services market



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Contents








– COVID-19 impact



⚫ Appendix


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Half the service providers assessed in this study saw growth in excess of 10% in their

healthcare provider digital services revenue

1 Based on Everest Group estimates


Healthcare provider digital services revenue1 and growth rate1, 2019

US$100-US$150 millionUS$50-US$100 million<=US$50 million

>50%

10%-50%

<=10%

Healthcare provider digital services revenue in US$ in 2019

He

alt

hca

re p

rovid

er

dig

ita

l s

erv

ices

reve

nu

e

YO

Y g

row

th

>US$150 million


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Contents








– COVID-19 impact



⚫ Appendix


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Themes such as patient and clinician experience, data-driven healthcare, movement to

cloud, and remote medical care are aiding investments in the healthcare provider digital

space

Focus on patient and clinician experienceDigital is gaining traction in the provider space to drive

improved patient and clinician experiences, while optimizing

resources and increasing efficiencies Adoption of data and analytics services Healthcare providers are becoming increasingly data-

reliant and leveraging data and analytics to manage data

and derive insights

Remote medical care / telehealth adoptionThere has been an uptick in the demand for telemedicine and

telehealth to enable remote care management and better

access to care

Migration to cloudA sharp increase in affinity to shift to cloud is evident in the

provider landscape, driven by factors such as need for

standardization and interoperability, rise in consumerism, and

the need for scalability and flexibility


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Health systems are focusing on improving workforce engagement and patient experience in

parallel to upgrade their overall performance

1 32 senior provider executives interviewed as part of digital transformation readiness survey

Enhancing patient experience is not a new challenge in the healthcare industry and to achieve it, initiatives are often focused on the patient alone. However, health systems have come to

realize that putting clinicians first is more likely to deliver results. Technology can benefit clinicians and patients alike and in fact, with the right technology in the hands of clinicians, they can

better treat their patients.

⚫ Most of the healthcare workers report that they suffer from burnout and declining

satisfaction, citing bureaucratic/administrative tasks and lack of internal coordination as

key reasons. This leads to issues such as medical errors, high attrition, and diminished

productivity

– To solve this, enterprises have started investing in tools and technologies to enhance

patient connection, fuel team collaboration, reduce clinicians’ workload, and improve

their ability to provide care

⚫ Public reporting of Consumer Assessment of Healthcare Providers & Systems (CAHPS)

survey scores and impact of patient experience on performance-based compensation are

the key factors contributing to the growing imperative to improve patient experience. At

the same time, with consumerism gaining ground in healthcare, patients are demanding

increased engagement, control, convenience, quality, and affordability

– For delivering superior patient experiences, healthcare providers are focusing on

achieving a connected digital healthcare ecosystem, which continuously generates

and analyzes data, and delivers healthcare information to patients and clinicians –

thereby, orchestrating holistic patient experiences

Reducing operating

costs

76%

Innovation in products, services,

or business models

64%

80%

Workforce/clinician experience

78%

Patient experience

% of top 50% percentile enterprises1 with the following objectives

Top four objectives driving digital investments


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Mobility Social media platforms Wearables and IoT Cloud platforms AI/ML

Enabling technologies

Clinician

experience:

Patient

experience:

Healthcare providers are leveraging digital technologies in multiple ways to improve patient

and clinician experience

Three-pronged strategy to ensure superior patient and clinician experience

Culture change Process transformation Continuous improvements

Texas Health brought together physicians and staff

through their Care Blueprinting™ program to break

down silos, collaborate on best practices, innovate,

and create a foundation of high-quality standardized

processes for various care procedures

Mayo Clinic installed a 51 interactive self-service

machines throughout the campus, allowing patients

to check-in online, verify and update their

demographic and insurance information,

electronically sign forms, and pay account balances

Texas Health launched an online rating service to

allow patients to rate their interactions with

healthcare providers on a scale of one (lowest) to

five (highest) as well as provide comments about

their experience

Sutter Health leverages an employee

communication and engagement platform to engages

its workforce. In addition to enabling internal

communication, the platform also allows employees

to share positive work stories on social media

Parkview Medical Center developed a

collaborative caretaking concept to bring clinicians

using the same mobile device with the same

information together, thereby reducing the time

spent on documentation and coordination

Duncan Regional Hospital uses its annual team

member engagement online survey to help workers

enhance their workplace and careers, resulting in

higher satisfaction for staff


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Healthcare provider use cases

Ascension Health is modernizing its infrastructure by transitioning to

Google Cloud Platform to harness the power of cloud, data analytics,

machine learning, and modern productivity tools

Mayo Clinic launched its Clinical Data Analytics Platform that applies

advanced data analytics on de-identified data to advance medicine

and improve the health of patients

Kaiser Permanente leverages predictive analytics to identify non-

intensive care unit patients that are likely to rapidly deteriorate

Baylor Scott & White designs, develops, tests, and implements

reports and dashboards through the aggregation of data from multiple

sources, data stores, and warehouses

Cleveland Clinic is using its data and predictive modeling to help

decision-makers become more proactive

Dignity Health is working with SAS to create a cloud-based analytics

platform to give providers data-driven insights to help improve care

Mayo Clinic is developing GDPR-compliant protocols

Healthcare provider industry is witnessing significant adoption of data and analytics,

spanning strategy, data management, visualization, insight, and security

Strategy and consulting

⚫ Patient data & analytics vision and strategy

⚫ Healthcare data & analytics consulting

⚫ Data architecture and infrastructure assessment

Enterprise

data management

BI &

Visualization

Advanced analytics & insights and

next-generation services

⚫ Data discovery

⚫ Data ingestion and transformation

⚫ Extract, transform, load (ETL) /

Data integration

⚫ Data warehousing and data lakes

⚫ Big data platform implementation

⚫ Cleansing and enrichment

Implementation and

management of all BI tools

⚫ Healthcare-specific analytics

use cases

⚫ Predictive and prescriptive

analytics

⚫ Cognitive services (NLP/NLG,

AR/VR, computer vision, etc.)

⚫ Recommendation engines

Data governance, privacy, and security

⚫ Data profiling

⚫ Data encryption and masking

⚫ Compliance, validation, and auditing

⚫ Data vulnerability and risk assessment

⚫ Access control

D&A VALUE CHAIN


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M&As Period Description

April 2020HCL acquired Actian, a hybrid data management firm. The company aims to leverage Actian’s expertise in data management and

processing, data analytics, and integration technologies to tap into the disruptive potential of the D&A space

January 2020

Accenture acquired data consultancy firm – Clarity Insights – with data science, artificial intelligence, and machine learning

expertise (across a range of industries, particularly healthcare, financial services, and insurance), to enhance its applied

intelligence business and further equip clients with capabilities to meet the growing demand for enterprise-scale AI, analytics, and

automation solutions

January 2019

Definitive Healthcare (a provider of data analytics and BI to the healthcare market) acquired the data services business and assets

of HIMSS Analytics (logic, predict, analyze, and additional custom research products) to expand its datasets and market

intelligence capabilities for healthcare clients through platform enhancements that drive advanced reporting and analytics

⚫ Increasing convergence in the healthcare provider space and leading health systems’ focus on the post-EHR phase have led to a noticeable flurry of horizontal M&As in the healthcare

IT vendor market space

⚫ With healthcare systems moving to standard EHR systems, generating executive dashboards and data insights that are needed to successfully manage the business is still a challenge.

With these consolidations, service providers aim to drive business growth by scaling up to reach a greater number of healthcare systems providers, focusing on the post-EHR integration

phase, through their data management, analytics, and data governance offerings

Healthcare provider M&A is resulting in vendor consolidation, especially in data

management and analytics, as vendors chase scale


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Growing adoption and acceptability

⚫ Rising costs of healthcare, inefficient triaging of cases,

physician burnout and lost care incidents due to rescheduling

and wait times, and remote area inaccessibility have built the

stage for telehealth’s requirements

⚫ Physicians are increasingly accepting virtual

care methods and in fact advocate its usefulness

in many new possible healthcare areasIndispensability in times of COVID-19

⚫ The pandemic has brought many healthcare

systems to their knees, which are increasingly

turning toward telehealth and other technological

interventions to ease the burden on providers and

care-givers and manage patient influx surge

⚫ Patients of almost all age brackets, even the elderly

who were once resistant to tech adoption, requiring

care, consultation, and diagnostic services have all

turned to virtual visits and receive remote care in

many cases. Patients adopting virtual care has also

become a necessity due to shutting down of Out-

Patient Departments (OPDs) and disruption of

inpatient facilities within many provider

organizations

Patient-centricity and consumerism

⚫ With consumerism gaining traction, patients have

higher expectations derived from other domains

such as retail and hospitality and are subsequently

demanding increased engagement, control,

convenience, and quality for healthcare services

⚫ Care outcome quality stands to benefit significantly

with the use of telehealth, especially in areas

requiring chronic disease management, post-op

management, and continuous care management

Telehealth has seen significant adoption and is eyeing accelerated growth in the coming

years – driven by factors such as rising healthcare costs, high consumerism, and

unprecedented burden on healthcare providers due to COVID-19


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12% 13%

28% 26%

14%

42%

53%

16%

22%

37%33%

28%

47%

58%

Remote monitoring forefficiency

Remote monitoring andmanagement for improved

care

Clinical decision support Patient engagement Tele-visits / virtual visits Point of care / workflowenhancement

Consumer access toclinical data

Digital tools enabling remote monitoring capabilities and providing patients access to

virtual visits have witnessed the highest rise in adoption over the recent years

Adoption rate of digital tools for telehealth

Source: American Medical Association Digital Health Research Report

⚫ Tele-visits have seen the highest growth in the past few years as well as hold a very strong case for further growth in the future, with patients increasingly seeking flexible appointment

schedules and healthcare systems seeking to improve the area of coverage, especially in remote locations and areas with lower physician accessibility

⚫ Significant rise in the usage of remote monitoring tools has stemmed from the rising need for improved comprehensive care, especially for patients with chronic conditions and those that

require close monitoring for managing their health It also allows providers to connect with other specialists in cases that require quick consultations and opinions in times of critical care

⚫ Having seen a relatively small rise in adoption, patient engagement and data accessing tools segments are expected to witness growth due to rising consumerism and demands of the

new-age patients

2016 2019


EGR-2020-45-R-379831

®

The business case and drivers for cloud adoption in healthcare are also evolving from being

more IT-centric to being more business-oriented

Cloud for efficiency Cloud for growth

Cloud philosophy Cloud-based environments Cloud native environments

Objective function

⚫ Reduction in Total Cost of Ownership (TCO)

⚫ Simplicity of operations

⚫ Speed of operations

⚫ Scalability and resilience of operations

⚫ Business/patient value

⚫ Time-to-market

⚫ Clinical/physician experience

⚫ Business productivity

Examples of output metrics

⚫ Percentage of yearly TCO reduction

⚫ Percentage of compliance improvement

⚫ Percentage of decrease in time-to-market

⚫ Percentage of decrease in process downtime

⚫ Percentage improvement in business productivity

⚫ Percentage reduction in attrition

⚫ Percentage improvement in patient satisfaction

⚫ Percentage growth in sales

Stakeholders IT Business + IT

A sharp increase in affinity to shift to cloud is evident in the provider landscape. Cloud computing with the ability to incorporate changes (such as regulatory, storage space, and functional

modifications) and improve data handling capabilities is a requisite for providers to efficiently manage data, especially while incorporating and handling EHR data. Keeping the converging

healthcare landscape in mind, cloud computing also allows for seamless collaboration across multiple stakeholders.

There are two markets within cloud services, based on the objective function of the transformation strategy – IT transformation and business transformation


EGR-2020-45-R-379832

®

Abundance of untapped data and increasing focus on improving experiences are making

cloud adoption an imperative in the healthcare provider space. However, factors such as

privacy and security concerns are acting as inhibitors

Focus on patient experience

Amid all the consumerization in different industries, healthcare firms are focusing on improving the patient experience through cloud-based interactive health portals.

Additionally, enabling remote healthcare would require cloud infrastructure to support aspects of monitoring, diagnostics, and care through a connected ecosystem

Address the need for standardization

The healthcare sector is a victim of disparate information systems and fragmented member information. Additionally, a large amount of the data is unstructured and is rarely

leveraged to generate insights. There is a need to standardize this data for usability (specifically with AI and ML becoming mainstream in cloud platforms) and easy access

through cloud

Enable interoperability

There is a high level of consolidation taking place in the industry, which comes with a subsequent need for integrating systems and enabling interoperability.

Additionally, with healthcare organizations moving toward value-based care, cloud can enable collaboration between different payers, providers, and other institutions

Calibrate computing needs

With tighter budgets, healthcare providers are looking to reduce capital expenditures, but at the same time, need to have access to computing resources at scale without

investing too heavily. Cloud computing allows healthcare providers to store and analyze data coming through EHRs, patient portals, mobile apps, etc. (in a scalable

manner), while avoiding extra costs of maintaining physical servers

Drivers for cloud adoption in the healthcare provider space:

Challenges to cloud adoption:

⚫ Security and privacy are the top concerns when it comes to dealing with sensitive patient data and taking it away from in-house datacenters to the cloud

⚫ Current healthcare systems are not cloud native and the healthcare industry as a whole carries a high legacy burden. There is first a need for significant investment in application

modernization to support cloud deployment

⚫ Enterprises are not willing to deal with the downtime associated with modernization and migration


EGR-2020-45-R-379833

®

Contents








– COVID-19 impact



⚫ Appendix


EGR-2020-45-R-379834

®

Lack of interoperability, high technical debt, and security threats are the major aspects that

have prevented healthcare provider firms from exploring digital

Interoperability challenge

⚫ The healthcare sector is plagued with lack of interoperability – the ability of different information technology systems and software

applications to communicate, exchange data, and use the exchanged

⚫ The industry operates with disparate information systems and fragmented member/patient information. Information is stored in multiple

silos or blocks that are generally not connected to each other

High technical debt

⚫ Owing to multiple M&As and implementation of disparate plug-and-play point solutions, the technology ecosystem of most providers

comprises a combination of simple and complex processes, legacy and modern systems, and multiple integration points that have

become complex over time

⚫ Often, these issues prevent healthcare organizations from upgrading/replacing their dated systems with modern solutions and platforms

Security issue

⚫ Healthcare providers have remained at high risk for cyber attacks, experiencing a significant number of stolen health records over the

past years. Chief information security officers are realizing that these breaches have long-ranging impact, and are trying to safeguard

their enterprises against internal and external threats

⚫ Rapid digitalization has made their job even more complex, as proliferation of digital touch-points (IoT devices, mobile devices, and

social media) have rendered traditional enterprise security and risk mitigation strategies obsolete


EGR-2020-45-R-379835

®

Effective digital transformation requires pivoting the organizational gears such as culture,

talent, and processes around a shared vision of achieving strategic objectives

Strategy Technology Culture Governance Change management

Healthcare providers need to make a conscious decision when determining where to invest from the given laundry list of parameters that govern the digital

transformation of the enterprise. Enterprises at different stages of maturity need to invest in a diverse set of parameters to achieve noteworthy impact

Gears to drive effective digital transformation for healthcare providers

Aligning the culture of the

organization to be in sync

with business goals and

targets and achieve

higher yields

Defining a holistic strategy

that clearly states the

vision, the desired

outcomes, and a roadmap

to achieve the same

Modernizing the core

processes that govern the

transformation within the

organization

Embracing relevant

technologies to improve on

various KPIs and moving

the organization toward a

greater digital capability

Sourcing the right talent

that complements the

technologies being

leveraged and focusing on

future gaps and talent

management

Helping the organization

effectively implement new

technologies and processes

and getting people ready and

on board for the same

Talent


EGR-2020-45-R-379836

®

Contents








– COVID-19 impact



⚫ Appendix


EGR-2020-45-R-379837

®

Once known as the largest barriers to telehealth adoption –

reimbursement, state coverage policies, cost, and lack of

technology – all have seen a sudden change, with relaxation

of policies, inclusiveness of telehealth services for

reimbursements by health plans, lowering of costs, and

surge in telehealth technology investments

⚫ The Coronavirus Preparedness and Response

Supplemental Appropriations Act (CPRSA) granted HHS

the authority to temporarily waive Medicare telehealth

restrictions that limit Medicare payment for telehealth

services based on where the beneficiaries live and where

they receive care

⚫ Medicare will reimburse physicians and other

practitioners for telehealth services as if the services

were provided in person

⚫ CMS expanded the list of services that Medicare will

cover when provided by telehealth, and removed certain

frequency restrictions

Changing regulatory landscape

COVID-19 has also pushed tech giants, governments,

and institutions from varied domains to pool their

efforts in order to innovate and develop a plethora of

apps, consumer wearables, and other telehealth

devices to help fight the pandemic

Innovative initiatives/solutions

⚫ Apple and Google have partnered to launch a COVID-19

tracking tool that uses Bluetooth on smartphones to aid

contact tracing and also help authorities and

governments around the world to combat the spread

⚫ Quest Diagnostics, a lab test company, is offering a

customer-initiated COVID-19 test. Once initiated, it is

sent to a physician for approval, after which patients can

visit a center and get the test done

⚫ Microsoft has developed a chatbot to help recovered

COVID-19 patients determine whether they are eligible

for plasma donation

⚫ Amwell has been racing to upgrade its technical

system to handle the influx of patients and improving

clinical staffing after having faced a fifteen-fold

increase in telehealth visits

⚫ University of Pennsylvania has increased the number

of medical practitioners who provide remote

consultation from 6 to over 60 and schedules tele-visits

several days in advance to accommodate the workload

⚫ Paladina Health changed its policies to make virtual

care available to the increasing cases by expanding

videoconferencing capabilities to all its 126 clinics in

the US

Expanding telehealth capabilities

Health systems, payers, and telehealth providers have all

witnessed a huge spike in the number of telehealth visits.

Extensive additions to both technology infrastructure and

capabilities are rapidly being sought after to tend to the

rising demand, both due to the major influx of COVID-19-

related cases and the shift of almost all other in-person

healthcare appointments to a virtual setting

Unprecedented burden and challenges faced by healthcare systems due to COVID-19 have

pushed telehealth into the spotlight, as entities scramble to find digital solutions


EGR-2020-45-R-379838

®

IT service providers are taking varied initiatives to help healthcare providers navigate

through the COVID-19 crisis

Cognizant helped Sensyne Health to build web-based COVID-19-focused software application called CVm-Health™ to

allow individuals manage their health by daily recording of their vital signs and any COVID-19-related symptoms

CitiusTech has come up with technology solutions to help healthcare providers set up COVID-19 KPIs and performance

dashboards – intuitive patient and provider dashboards, real-time analytics, and pre-built clinical measures

NTT DATA has launched Power Free COVID-19 Screening Solution, a patient management program to record,

manage, and monitor patients at risk for COVID-19 or those who have already contracted it

GAVS is offering resources to manage IT infrastructure and application needs to hospitals that are battling on the

frontlines of COVID-19 to ensure continuity of patient care systems and applications

Atos has developed a virtual assistant that helps users get answers about COVID-19 symptoms, reducing the strain on

hospitals’ contact centers

HCL launched Emergency Response PowerApp to help healthcare providers maintain records of beds, ventilators,

inventories, staffing, and pending discharges to better manage the surge in demand amid the pandemic

Wipro signed an MoU with the Maharashtra state government to turn its Pune, India, campus into a 450-bed

intermediary care COVID-19 hospital by May 2020

Capgemini, together with the Indian Institute of Technology Madras, is developing affordable, field deployable, and

rapid test kits for COVID-19, with a view to making the entire test result available in 10 minutes at a significantly low cost

Optum has launched a Virtual Community Center wellness program to give older adults across the US free access to

online exercise, nutrition, and mental health classes to help them stay healthy and active during the pandemic

To help its clients navigate the human and business impact of COVID-19, Accenture has created a hub of all its blogs

on a variety of topics – highlighting specific actions that clients can take to get through the pandemic and post that


EGR-2020-45-R-379839

®

Contents






⚫ Appendix


EGR-2020-45-R-379840

®

®

Everest Group PEAK Matrix® is a proprietary framework for assessment of market

impact and vision & capability

Everest Group PEAK Matrix

Vision & capability

Measures ability to deliver services successfully

High

Low

Low High

Leaders

Aspirants

Ma

rke

t im

pa

ct

Measure

s im

pact cre

ate

d in t

he m

ark

et

Major Contenders


EGR-2020-45-R-379841

®

®

Services PEAK Matrix® evaluation dimensions

Measures impact created in the market

– captured through three subdimensions

Market adoption

No. of clients, revenue base, and YOY

growth, deal value/volume

Portfolio mix

Diversity of client/revenue base across

geos and type of engagements

Value delivered

Value delivered to the client based on

customer feedback and

transformational impact

Vision and strategy

Vision for the client and itself; future

roadmap and strategy

Scope of services offered

Depth and breadth of services portfolio

across service sub-segments / processes

Innovation and investments

Innovation and investment in the enabling

areas, e.g., technology IP, industry/domain

knowledge, innovative commercial

constructs, alliances, M&A, etc.

Delivery footprint

Delivery footprint and global sourcing mix

Measures ability to deliver services successfully.

This is captured through four subdimensions

Mark

et

imp

act

Vision & capability

Major Contenders

Leaders

Aspirants


EGR-2020-45-R-379842

®

®

Everest Group confers the Star Performers title on providers that demonstrate the

most improvement over time on the PEAK Matrix®

Methodology

Everest Group selects Star Performers based on the relative YOY improvement on the PEAK Matrix

The Star Performers title relates to YOY performance for a given vendor and does not reflect the overall market leadership position, which is identified as Leader, Major Contender, or Aspirant.

Year 1

Year 0

Ma

rke

t Im

pa

ct

Vision & capability

We identify the service providers whose improvement ranks

in the top quartile and award the Star Performer rating to

those service providers with:

⚫ The maximum number of top-quartile performance

improvements across all of the above parameters

AND

⚫ At least one area of top-quartile improvement in

performance in both market success and capability

advancement

In order to assess advances on market impact,

we evaluate each service provider’s performance across a

number of parameters including:

⚫ Yearly ACV/YOY revenue growth

⚫ # of new contract signings and extensions

⚫ Value of new contract signings

⚫ Improvement in portfolio mix

⚫ Improvement in value delivered

In order to assess advances on vision and capability,

we evaluate each service provider’s performance across

a number of parameters including:

⚫ Innovation

⚫ Increase in scope of services offered

⚫ Expansion of delivery footprint

⚫ Technology-/domain-specific investments


EGR-2020-45-R-379843

®

®

Everest Group PEAK Matrix®

Healthcare Provider Digital Services PEAK® Matrix Assessment 2020

1 PEAK Matrix specific to healthcare provider digital services

2 Assessments for Atos, Capgemini, Deloitte, EPAM, Hexaware, HTC Global Services and IBM excludes service provider inputs and are based on Everest Group’s proprietary Transaction Intelligence (TI) database, service provider public disclosures,

and Everest Group’s interactions with buyers

Everest Group Healthcare Provider Digital Services PEAK® Matrix Assessment 2020

Leaders

Major Contenders

Aspirants

Star performers

Vision & capability

(Measures ability to deliver services successfully)

Mark

et

Imp

act

(Measure

s im

pact cre

ate

d in t

he m

ark

et)

High

High

LeadersMajor Contenders

GAVS

Infostretch

Virtusa

Citius Tech

Infinite

Tech Mahindraemids

HCL Technologies

Wipro

Atos

IBM

DXC Technology

Optum

TCS DeloitteNTT DATA

AccentureCognizant

Low

Low

Aspirants Capgemini

EPAM

Hexaware

HTC Global services


EGR-2020-45-R-379844

®

Leaders:

Optum, Cognizant, Accenture, Deloitte, NTT DATA, and TCS

⚫ Leaders have established themselves as front runners to support healthcare provider clients that look to service providers to help them achieve transformation through digital initiatives

⚫ Leaders have a balanced mix of solutions in their portfolios, are able to come up with innovative digital use cases for healthcare firms, and continue to keep pace with the market

dynamics through continued investments in technology and services capability development (internal IP/tools, CoEs, innovation centers, M&A, partnerships, etc.)

⚫ They have showcased high levels of proactiveness in taking their innovations and next-generation service offerings to clients. They have delivered value and exhibited success in large

provider engagements

⚫ They have displayed a holistic vision for the broader healthcare domain and tend to be the providers of choice for large healthcare firms looking for partners with a similar global footprint

⚫ That said, the current Leaders face a stiff challenge from progressive Major Contenders in terms of both digital services capabilities and commercials. Hence, they need to focus on

building effective solutions that leverage next-generation technology trends and also address the cost-takeout mandate

Major Contenders:

Wipro, DXC Technology, HCL Technologies, IBM, Atos, emids, CitiusTech, Infinite, Virtusa, Infostretch, Tech Mahindra, and GAVS

⚫ Major Contenders have witnessed decent traction in select areas within the provider digital services domain. However, they require to expand their vision to address the broader market

⚫ While some have built meaningful capabilities to deliver a wide range of digital services for the healthcare provider lines of business and value chain, their service portfolios are not as

balanced and comprehensive as those of Leaders, which is also reflected in demonstrable market success. Having said that, a few of these players are establishing strong foothold in the

market either through their healthcare domain expertise (such as CitiusTech and emids) or client intimacy (such as Infinite and Infostretch)

⚫ Most Major Contenders are making continued investments in developing internal IP and tools, as well as expanding their service and technology partnership networks in order to plug

their capability gaps, and are, thereby, positioning themselves as strong challengers to the Leaders in this space

Aspirants:

Capgemini, EPAM, Hexaware, and HTC Global Services

⚫ The provider services business of Aspirants is in the initial stages of growth and is not a primary focus area or source of revenue generation

⚫ Most of these players offer vertical-agnostic offerings applicable to healthcare providers, instead of solutions built specifically for healthcare provider clients

⚫ These companies require making investments to build broader capabilities to cater to buyers (through service and technology partnerships as well as internal IP/tools)

Healthcare Provider Digital Services PEAK Matrix® characteristics


EGR-2020-45-R-379845

®

Everest Group has identified two service providers as the 2020 Star Performers

Healthcare Provider Digital

services Star Performers

Distinguishing features

of market success in 2020

Distinguishing features of capability

advancements in 2020

Change in PEAK Matrix® positioning

for Provider Digital services

⚫ Nimble delivery model, engagement

flexibility, and price competitiveness have

led to high client satisfaction

⚫ Significant revenue growth for provider

digital services owing to multiple

engagements with small and mid-sized

health systems and stand-alone hospitals

Increased digital technology capabilities with

a considerably strengthened and advanced

provider solution portfolio over previous

offerings especially around key themes such

as cloud, datacenter-as-a-service (DCaaS),

DevOps, and automation

Moved from Aspirants to

Major Contenders

Considerable YOY growth in provider digital

services revenue, driven by significant

increase in engagements and deals with

health systems, especially around data

analytics and digital transformation

⚫ Notable investment in enhancing

healthcare solutions portfolio by leveraging

next-generation technologies

⚫ Significant investments in digital labs,

innovation centers, and CoEs covering

automation, AI, IoT, DevOps, etc., and

training of resources in developing digital

expertise have strengthened its delivery

capabilities

Moved from Major Contenders

to Leaders



EGR-2020-45-R-379846

®

Service provider

Market impact Vision & capability

Market adoption Portfolio mix Value delivered Overall

Vision and

strategy

Scope of

services offered

Innovation and

investments Delivery footprint Overall

Accenture

Cognizant

Deloitte

NTT DATA

Optum

Measure of capability: High Low

Summary dashboard | Market impact and vision & capability assessment of providers for

healthcare provider digital services 2020

Leaders


EGR-2020-45-R-379847

®



Major Contenders (page 1 of 2)


Service provider



Vision and

strategy

Scope of

services offered

Innovation and


Atos

CitiusTech

DXC Technology

emids

HCL Technologies

IBM

Infinite

Infostretch

Tech Mahindra


EGR-2020-45-R-379848

®

Service provider



Vision and

strategy

Scope of

services offered

Innovation and


Virtusa

Wipro




Major Contenders (page 2 of 2)


EGR-2020-45-R-379849

®

Service provider



Vision and

strategy

Scope of

services offered

Innovation and


Capgemini

EPAM

Hexaware

HTC Global Services




Aspirants


EGR-2020-45-R-379850

®

Service provider



Vision and

strategy

Scope of

services offered

Innovation and


GAVS

TCS




Star Performers


EGR-2020-45-R-379851

®

Contents






⚫ Appendix


EGR-2020-45-R-379852

®

Accenture

Everest Group assessment – Leader

Strengths Areas of improvement

⚫ Exhibits domain knowledge through effective thought leadership and guided strategic acquisitions

(such a Clarity Insights) for undertaking digital transformation for clients

⚫ Strong consulting pedigree adds to opportunities when clubbed with technologically matured

healthcare provider offerings

⚫ Accenture’s quality of resources and technical expertise are considered strong

⚫ Strong project delivery capabilities and a well-developed co-innovation network have built

confidence among clients

⚫ Open engagement for small and med-sized healthcare providers through offering competitive

pricing and engagement models. With COVID-19 mandating technology investments in the

provider space, this segment can drive growth

⚫ Change market's perception around engagement inflexibly and inefficient account management


Market adoption Portfolio mix Value delivered Overall Vision and strategy

Scope of services

offered

Innovation and




EGR-2020-45-R-379853

®



Scope of services

offered

Innovation and


Atos

Everest Group assessment – Major Contender



⚫ Acquisition of Syntel strengthened Atos position in the North American market and improved its

delivery capabilities

⚫ Made strong digital technology investments that align with healthcare provider growth opportunity

areas such as cloud, data, and analytics

⚫ Mature set of solutions catering to healthcare, addressing use cases across patient-centric IoT

⚫ Improving healthcare consulting capabilities to supplement existing digital and engineering

prowess and compete with domain leaders

⚫ Given an M&A spree (Miner & Kasch, Syntel, Pursuit Healthcare Advisors, Conduent’s provider

consulting business & Breakaway Group businesses, etc.) over the last couple of years, Atos

Syntel needs to work on integrating capabilities and creating a unified Go To Market (GTM)

strategy


EGR-2020-45-R-379854

®



Scope of services

offered

Innovation and


Capgemini

Everest Group assessment – Aspirant



⚫ Clientele distributed across key geographies globally – North America, Europe, and Asia Pacific

⚫ Digital offerings around high-growth areas within the healthcare provider landscape – value-based

care, patient-provider interaction, and patient experience (self-care and self-access tools)

⚫ Design-led innovative approach to focus on patient experience (UI/UX capabilities, as well as M&As

in this space including that of LiquidHub)

⚫ Healthcare-specific acquisitions to reinvent and improve the company's domain expertise and

market presence

⚫ Capgemini should leverage its large payer relationships to expand in the high-growth provider

market

⚫ Needs to further leverage its consulting expertise to drive end-to-end digital deals


EGR-2020-45-R-379855

®



Scope of services

offered

Innovation and


CitiusTech




⚫ Healthcare domain specialization and expertise – with a well-rounded presence across provider,

payer, and MedTech clients

⚫ Building and expansion of strategic and healthcare consulting capabilities through recent acquisition

of FluidEdge Consulting

⚫ Strategic partnership and joint-GTM strategy with hyperscalers (AWS, Azure, and GCP) to position

itself as a modernization partner for healthcare providers

⚫ Clients cite CitiusTech’s ability to scale up resources on demand, responsiveness and agility, and

easily accessible senior leadership as key strengths

⚫ Ramp up its marketing efforts to better position its platforms – BI-Clinical, H-Scale, SCORE+, and

Medictiv – in the healthcare provider market

⚫ Expand healthcare-specific partnership ecosystem (start-ups and niche technology players) to

accelerate innovation and complement its IP portfolio

⚫ Further explore new engagement models, namely outcome-based and risk-sharing models, on

existing provider engagements


EGR-2020-45-R-379856

®



Scope of services

offered

Innovation and


Cognizant




⚫ Strong healthcare industry presence and domain expertise across both payer and provider

segments, with capabilities across a wide breadth of industry and business use cases

⚫ Demonstrated thought leadership and alignment of its consulting capabilities to digital

transformation focus of healthcare providers

⚫ Healthcare-specific acquisitions and partnerships to strengthen its digital play as well as enhance its

products and platform portfolio

⚫ Focus on streamlining internal and external communication to enhance clients’ experience in

ongoing engagements

⚫ Create distinctive market impact by scaling client relationships across small and mid-sized

provider segment – stand-alone hospitals/clinics, physician practices, and diagnostic labs

⚫ Bring forth flexible commercial and engagement models to promote confidence-building among

clients


EGR-2020-45-R-379857

®



Scope of services

offered

Innovation and


Deloitte




⚫ Boasts high brand recall in the consulting market, complemented with strong thought leadership and

a long list of successful client stories across the healthcare industry

⚫ Preferred strategic partnership status due to strong capabilities in healthcare consulting and

advisory

⚫ Investments in building healthcare-specific solutions and accelerators – such as ConvergeHEALTH

Connect and Care Connect

⚫ Deloitte needs to enhance its managed services capabilities to establish long-term relationships

with healthcare providers

⚫ While Deloitte has invested in expanding its digital portfolio, it needs to demonstrate proof points

of leveraging these technologies for enabling engagements

⚫ Build instrumental healthcare-specific alliances to aid development of bespoke offerings for

healthcare provider market


EGR-2020-45-R-379858

®



Scope of services

offered

Innovation and


DXC Technology




⚫ Dedicated focus on digital technologies, with special emphasis on cloud, data and analytics,

mobility, and next-generation security

⚫ Well-distributed focus on large, medium, and small healthcare clients

⚫ DXC has demonstrated capabilities in building in-house solutions (DXC Open Health Connect, DXC

Health360™, DXC Patient-Centered Care, etc.) to enhance time-to-value

⚫ Strengthen its consulting and managed services capabilities to position itself as a strategic digital

partner for healthcare providers

⚫ DXC’s less flexible engagement and commercial constructs affect its suitability for certain small to

mid-sized clients


EGR-2020-45-R-379859

®



Scope of services

offered

Innovation and


emids




⚫ Healthcare-native nature of company enables competitive differentiation for emids

⚫ Demonstrates significant data and automation use cases for improving clinician workflow and

patient engagement, especially involving EMR/EHR optimization

⚫ The Encore acquisition contributed heavily to a spike in emids’ healthcare provider revenue

⚫ Strong service delivery, client-centricity, account management, pricing, and domain expertise cited

as strengths by clients

⚫ Display consulting-led approach in digital engagements to take client relationships beyond “run the

business”

⚫ Make the jump to a tier-1 vendor through scale to enable sustainable and managed services-led

growth

⚫ Stronger messaging around its digital value proposition and investment in readily-implementable

frameworks/tools to grow further

⚫ Increase investments in emerging digital areas such as IoT for contactless future of healthcare

workflows and blockchain for data sharing


EGR-2020-45-R-379860

®



Scope of services

offered

Innovation and


EPAM




⚫ Serves the broader healthcare continuum – healthcare providers, payers, and medical device firms

⚫ Focuses on big data and analytics to help healthcare providers move toward data-driven care

⚫ Strong healthcare-specific IP (patient and provider portals, claims and care management platforms,

etc.), leveraging its commercial software product engineering legacy and technology partnerships

⚫ Extend capabilities across end-to-end healthcare provider value chain leveraging EPAM’s broad-

based technology capabilities

⚫ Leverage presence in large payer and medical device accounts to penetrate further in the

healthcare provider space

⚫ Bring disparate point solutions together to build a platform story and showcase a better value

proposition for healthcare providers

⚫ Invest in building domain expertise for bringing stronger consultation expertise and position itself

as a digital transformation partner


EGR-2020-45-R-379861

®



Scope of services

offered

Innovation and


GAVS

Everest Group assessment – Major Contender and Star Performer



⚫ Invested in enhancing the digital portfolio, with cloud, datacenter-as-a-service (DCaaS), DevOps,

and automation as key themes

⚫ Nimble delivery model, engagement flexibility, and price competitiveness have made GAVS gain

significant mindshare among mid-sized healthcare enterprises when compared with peers

⚫ Strong understanding of engagement requirements with an added understanding of region-specific

healthcare nuances is appreciated by clients

⚫ Build a coherent brand image across the payer-provider vertical and demonstrate proof-points

showcasing healthcare digital transformation capabilities to gain ground in the overall healthcare

market

⚫ Expand into care management and diagnostics, treatment, and monitoring segments of the value

chain to position itself as an end-to-end player

⚫ Enhance digital portfolio by focusing on technologies such as IoT, blockchain, and mobility to be

able to drive more comprehensive digital transformation engagements


EGR-2020-45-R-379862

®



Scope of services

offered

Innovation and


HCL Technologies




⚫ Strategic acquisitions (Unica and C3i) and alliances (Apotheka, Orbita, etc.) to complement its

digital portfolio as well as to offer healthcare-contextualized solutions

⚫ Strategic initiatives to upskill/reskill and onboard talent to enhance digital capabilities and domain

expertise

⚫ Access to senior leadership and stakeholder management cited as key strengths by clients

⚫ Adopt a consultative approach to better market its offerings and build downstream digital

opportunities

⚫ Improve project management capabilities by ensuring better resource allocation to alleviate client

concerns around attrition


EGR-2020-45-R-379863

®



Scope of services

offered

Innovation and


Hexaware




⚫ Strengthening its story around next-generation healthcare services delivery through its cloud-native,

digital patient engagement platform – CarrotCube

⚫ Emphasis on RPA to increase operational efficiencies and improve cost takeout in the provider IT

landscape – primarily in the RCM space

⚫ Focus on enhancing offerings for digital experiences and next-generation patient interfaces with the

recent acquisition of mobiquity

⚫ Build a more comprehensive portfolio by building digital capabilities across end-to-end healthcare

provider value chain

⚫ Invest in healthcare-specific alliances and partnerships to build domain specificity and increase

market presence

⚫ Focus on engaging with provider organizations apart from large health systems, such as physician

practices, diagnostic labs, and PBMs/pharmacies, to gain market share


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Scope of services

offered

Innovation and


HTC Global Services




⚫ Provider-focused IT services portfolio bolstered due to acquisition of CareTech

⚫ Offers datacentre hosting and managed services to help healthcare providers harness cloud in their

digital transformation journey

⚫ Offers data management platform – iDoc™ Archive – to help healthcare providers consolidate and

store data from varied sources and service desk to help them handle their patient portal calls

⚫ Focus on improving brand name and recall through scaling up the breadth of healthcare solutions

and demonstrating proof-points for end-to-end transformation capabilities

⚫ Invest in healthcare-specific alliances and partnerships to build domain expertise and enhance

market presence


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Scope of services

offered

Innovation and


IBM




⚫ Expansive capabilities to deliver transformation to clients through a balanced services portfolio at

global scale

⚫ IBM is significantly investing in technologies such as NLP, ML, speech processing, and computer

vision to enhance clinical decision support offerings for healthcare providers

⚫ Invested to improve its solutions portfolio in cloud and data management through multiple

acquisitions and partnerships – favorably placing IBM to support healthcare providers in their data

modernization initiatives

⚫ Needs to make concerted efforts at improving market impact through better integration of Watson

Health and the acquired firms such as Phytel, Explorys, and Truven

⚫ Premium pricing positioning and relatively lower engagement flexibility makes IBM less suitable for

certain clients

⚫ Clients cite poor account management, due to siloed teams, as a challenge


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Scope of services

offered

Innovation and


Infinite




⚫ Competing and winning complex deals against large service providers on the back of its digital

native nature, strong IP (solutions and platforms), and domain understanding

⚫ Possesses significant mindshare among small healthcare providers, primarily due to high client

intimacy

⚫ Clients cite nimbleness, client management, and involvement from leadership as key strengths

⚫ Demonstrate proof-points showcasing end-to-end transformation capabilities for healthcare

providers

⚫ Establish healthcare-specific partnerships and alliances to expand scale and grow larger accounts

⚫ Enhance thought leadership and invest in marketing efforts to build brand recall


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Scope of services

offered

Innovation and


Infostretch




⚫ Digital-native nature of organization and high quality of technical resources give Infostretch a

competitive edge over peers

⚫ Responsiveness, engagement flexibility, and engagement from senior leadership have acted as key

differentiators

⚫ Competitive pricing and the right mix of onshore and offshore delivery are appreciated by clients

⚫ Invest in building healthcare domain expertise and contextualize services to the vertical to

increase mindshare with healthcare clients

⚫ Manage attrition and ensure minimal delay in refilling positions to ensure smoother operations and

undisrupted delivery of services


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Scope of services

offered

Innovation and


NTT DATA




⚫ Strategic investments in horizontal (Enli and visitpay) and healthcare-focused partnerships (InTouch

Health and SCI Solutions) to strengthen its healthcare digital portfolio

⚫ Strong platform play with Nucleus for Healthcare, with a focus on value chain coverage, digital

enablement, patient-centricity, and business outcomes

⚫ Good mix of onshore and offshore resources to optimize the delivery portfolio according to the client

⚫ Improve on its presence in healthcare provider markets outside the United States

⚫ Proactively explore risk-sharing/outcome-based model with the clients to gain confidence

⚫ Clients cite nimbleness and agility as key areas of improvement. This can help NTT DATA work in

a more collaborative and synergized manner with start-ups


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Scope of services

offered

Innovation and


Optum




⚫ Valuable UnitedHealth Group pedigree and in-depth understanding of the healthcare continuum

provide Optum with a distinct edge over its competitors

⚫ Significant focus on driving end-to-end positioning using domain expertise, products stack, and IT

and business process service portfolio

⚫ Investments in developing thought leadership in the healthcare provider technology space, backed

by solutions catering to very specific use cases, especially around clinical diagnostics, claims

management, and clinician experience

⚫ Significant focus on co-innovation as well as enhancing digital capabilities through CoEs and

strategic acquisitions

⚫ Clients cite lack of coordination between different teams within the organization as a key area of

improvement

⚫ Considered as a premium-priced player – needs to consider its price competitiveness, especially

when compared with India-heritage players

⚫ Expand focus on small and mid-tier healthcare providers to support them in their digital initiatives

and help them comply with technology mandates


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Scope of services

offered

Innovation and


TCS

Everest Group assessment – Leader and Star Performer



⚫ Investments in digital labs, innovation centers, and CoEs covering automation, AI, IoT, DevOps,

etc., and training of resources in developing digital capabilities have strengthened its delivery

capabilities

⚫ Strong focus on tangible business outcomes has helped TCS win end-to-end transformation deals

with large healthcare payer accounts

⚫ Clients recognize TCS for strong collaboration amongst service delivery resources, and quick

turnaround in responding to clients’ talent requests

⚫ TCS has taken a staunchly organic growth path to expand its IP play, even when its global/domestic

rivals went on an acquisition spree

⚫ Focus on IP-led approach pitch to drive end-to-end transformations deals, backed by its consulting

capabilities can help TCS win more deals

⚫ Concentrate on capturing mindshare through higher thought leadership activity in the healthcare

provider space

⚫ While TCS has forged multiple horizontal partnerships to enhance its solutions, it can look to

orchestrate these to enhance its vertical specificity


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Scope of services

offered

Innovation and


Tech Mahindra




⚫ Placing strategic bets on key growth areas – virtual care, RCM, patient experience, and value-based

care

⚫ Strong partner ecosystem with global technology vendors and start-ups to enhance its digital

portfolio

⚫ Tech Mahindra differentiates itself on flexible and competitive pricing

⚫ Tech Mahindra needs to further strengthen its consulting capabilities to serve clients on complex

transformational engagements

⚫ Extend engagements with independent physician practices, diagnostic labs, and

PBMs/pharmacies to increase market presence

⚫ Build further proof points for successful transformation across healthcare to expand mindshare

and market credibility


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Scope of services

offered

Innovation and


Virtusa




⚫ Focus on enhancing digital portfolio around value-based care and digital experience themes

⚫ Achieved digital services expansion through strategic partnerships and alliances with global tech

vendors such as Salesforce, Google, AWS, Cloud, and Adobe

⚫ Emphasis on innovative commercial constructs such as outcome-based and risk-sharing models

⚫ Clients cite talent management (consistency and quality of talent) as a key strength for Virtusa

⚫ While Virtusa has invested in digital tools & IP, it needs to ramp up its marketing efforts to build

brand recall

⚫ Enhance thought leadership in digital engagements and expand beyond digital execution

⚫ Clients cited regular communication and coordination on ongoing engagements as an area of

improvement


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Scope of services

offered

Innovation and


Wipro




⚫ Wipro’s strong engineering capabilities and extensive partnership ecosystem help to provide end-to-

end IoT services to clients

⚫ Availability of experienced resources and the ability to scale up resources rapidly for engagements

in reasonable time period is appreciated by clients

⚫ Wipro leverages next-generation technologies such as edge computing and blockchain to

augment its solutions

⚫ Wipro takes a strong technology-led approach; however, it should also further enhance its

consulting capabilities and be more proactive in guiding clients through their change

management journey

⚫ Can further enhance its project execution capabilities to ensure greater consistency in delivery

⚫ Wipro should explore innovative commercial constructs such as outcome-based pricing to drive

greater customer confidence


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Contents






⚫ Appendix

– Glossary of terms

– Research calendar

– References


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Glossary of key terms used in this report

Term Definition

AI Artificial Intelligence is the simulation of human intelligence and decision-making capability by machines

Buyer The company/entity that purchases outsourcing services from a provider of such services

CoE A Center of Excellence refers to a team that provides support on a particular focus area

EHR Electronic health record

FTE Full-time Equivalent or a whole-time equivalent is a unit that indicates the workload of a person employed on a full-time basis

IoT The Internet of Things is a concept for a network of devices and software that are interconnected and seamlessly exchange data and perform analytics

IP Intellectual Property includes intangible creations of the human intellect, and primarily encompasses copyrights, patents, and trademarks

ITSInformation Technology Services is the transfer of ownership of some or all information technology processes or functions to a service provider. This could include administrative, delivery, or management-

related processes or functions

RPA Robotic Process Automation refers to the configuration of software to handle high-volume, repeatable tasks that previously required humans to perform them

Service provider A company/entity that supplies outsourcing services to another company/entity

KPIs Key Performance Indicators


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Healthcare Payer State of the Market – Key Trends, Service Provider Performance in 2019, and Outlook for 2020 February 2020

Healthcare Provider State of the Market – Key Trends, Service Provider Performance in 2019, and Outlook for 2020 March 2020

Healthcare Provider Digital Services PEAK Matrix® Assessment 2020 June 2020

Provider Digital Services – Service Provider Profile Compendium Q2 2020

Salesforce Health Cloud Services PEAK Matrix® Assessment 2020 Q3 2020

State of the Market – Salesforce Health Cloud services Q3 2020

Salesforce Health Cloud Services – Service Provider Profile Compendium Q3 2020

Healthcare Specialists PEAK Matrix® Assessment 2020 Q3 2020

Healthcare Specialists – Service Provider Profile Compendium Q4 2020

Research calendar – Healthcare IT Services (ITS)

PlannedPublished Current release

Flagship Healthcare ITS reports Release date

Big Tech in Healthcare: What it Means for CIOs? November 2019

A Platform-based Roadmap for Healthcare Payers February 2020

Unpacking the Rise of Telehealth Q3 2020

Data Monetization in Healthcare Q3 2020

Adoption of Cloud EHR in Healthcare Q3 2020

State of Payer Healthcare Platform Q3 2020

Thematic Healthcare ITS reports Release date

Note: For a list of all our published Healthcare ITS reports, please refer to our website page

https://www2.everestgrp.com/reports?Cat0=1161


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The following documents are recommended for additional insight into the topic covered in this report. The recommended documents either provide additional details or complementary content

that may be of interest

1. Healthcare Provider State of the Market – Trends, Service Provider Performance in 2019, and Outlook for 2020 (EGR-2020-45-R-3587); March 2020. Challenges such as increasing costs, regulatory

changes, physician burnout and shortage, fragmented patient data, and dated IT infrastructure are plaguing the healthcare provider industry. Providers are being forced to reimagine existing models of care,

improve outcomes, and adapt to the changing regulatory landscape. To address these challenges, providers have realized the indispensable need to adopt digital technologies. In this report, we lay out the

emerging trends for 2020, examine existing trends in the healthcare provider space, and evaluate how these trends will impact providers’ future decisions

2. A Platform-based Roadmap for Healthcare Payers (EGR-2020-45-V-3561); February 2020. The key trends defining the healthcare industry include a seminal shift to value-based care, rise in

consumerism, and regulatory uncertainty. As the industry navigates these changes, it also has to struggle with challenges such as siloed operations, fragmented member data, and legacy IT estates. With

the emergence of digitalization, payers are realizing the undeniable need to leverage IT advances to deliver better care outcomes and remain competitive. In this viewpoint, we showcase the current state of

payers, the need to modernize, and the urgency of adopting an as-a-service IT platform model to enable true digital transformation. We assert that payers need to adopt this approach to help restructure

their cost models and take a consumption-linked approach to modernization

3. Healthcare IT Security Services PEAK Matrix® Assessment with Service Provider Landscape 2020 (EGR-2019-45-R-3456); December 2019. Healthcare challenges, such as changing business and

care delivery models to support patient-centricity and consumerism, growing competition from both within and outside the industry, and increasing regulatory pressures, are leading to increased

investments in data and technology by enterprises. Point-to-point upgrades, coupled with high technical debt levels, have increased security vulnerabilities to a large extent. The past few years have seen

some of the biggest attacks on healthcare enterprises resulting in theft of millions of patient records. In this research, we present fact-based trends impacting the IT security services market, along with

assessment and detailed profiles of 13 healthcare IT service providers featured on the healthcare IT security services PEAK Matrix

Additional healthcare ITS research references

Website: www.everestgrp.com | Phone: +1-214-451-3000 | Email: [email protected]

For more information on this and other research published by Everest Group, please contact us:

Abhishek Singh, Vice President: [email protected]

Chunky Satija, Practice Director: [email protected]

Kanika Gupta, Senior Analyst: [email protected]

Priya Sahni, Senior Analyst: [email protected]

Abdul Rahman Shaikh, Analyst: [email protected]

https://www2.everestgrp.com/reportaction/EGR-2020-45-R-3587/Marketing

https://www2.everestgrp.com/reportaction/EGR-2020-45-V-3561/Marketing

https://www2.everestgrp.com/reportaction/EGR-2019-45-R-3456/Toc

http://www.everestgrp.com/







About Everest Group

Everest Group is a consulting and research firm focused on strategic IT, business services, and sourcing. We are trusted

advisors to senior executives of leading enterprises, providers, and investors. Our firm helps clients improve operational and

financial performance through a hands-on process that supports them in making well-informed decisions that deliver high-

impact results and achieve sustained value. Our insight and guidance empower clients to improve organizational efficiency,

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Everest Group - Healthcare Provider Digital Services PEAK ......Diverse set of market touchpoints 4...

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