¿CWhat was the origin of the Cortex project?
The CORTEX project is part of the evolution of the technology strategy at our center called Liquid Hospital. We are a children’s hospital (maternal and child), so the best comfort zone for a hospitalized child is at home, where they can be with their father/mother, siblings, grandparents and their toys. Liquid Hospital is a strategic sequence of digital evolution that started in 2009 with the development of an environment through which the patient and their family can interact face-to-face with their healthcare professional and provide answers to any questions. or to carry out clinical monitoring of the patient. Hospital Liquido evolves into the current Cortex project, where it combines three visions, one of which is the contact center, closely related to the patient experience. It is the first line of care for patients and allows us to proactively know who is contacting us, to proactively identify their needs through the information we have about them, and finally, to be able to respond to their needs. All this is supported by the technical basis of a CRM, which allows all types of diagnostics and tracking of cases. On the other hand, CORTEX also considers different models that are not face-to-face; In this sense, eCare is based on improving non-face-to-face models when thinking about face-to-face remote monitoring, so that we can develop mechanisms that allow us to create a reactive and predictive model. Development of algorithmic predictions for boys and girls postoperatively to identify the risk of having congenital heart disease, or respiratory failure or septic condition. Finally, a vision of the management and optimization of processes through the implementation of a command center; In this context, we have designed a real-time management platform for hospital flows to view all movements in the hospital like a control tower. But it’s not just about seeing it, it’s also about finding alerts to make a decision. Initially we created environments for flow management, but now we integrate the management of critical variables such as pain for our patients, where we visualize patients’ pain levels in real time and monitor the action protocol associated with each value.
With what motives and resources did it begin?
The aim was to see how this type of project would fit into a healthcare environment like ours, where information management and decision-making can be disruptive. The resources we used were our own resources, we did not dare to make big investments, and we ourselves were not clear if it would fit, for two reasons, one because we have real-time data, and the second and more complicated. What should full change management do?
What is the relevance of data analytics in the hospital?
This has been one of the most interesting challenges of the project since we started with infrastructures, not only thinking about new ways, but also new technical architecture proposals, without thinking about new ways of managing information. We were forced to rethink and change the data management strategy, so we decided to create an information platform in the cloud, from which we create all the rules, mechanisms and layers. Visualization of developing strategy Cortex.
Why did you choose Salesforce?
We were clear that to build the company the way we wanted it, we needed a CRM to get to know our patient and family better, but most of all to go with them. Not just on the level, but join him Contact Center and litigate, but the settlement may be consolidated with us Patient Portal, it is the channel of communication between the patient and the professional, and it cannot be separated in any way from the contact center or other communication environments with the organization. For this, Salesforce provides us with all the integration guarantees, but at the same time integrating native predictive models into the platform will be very useful in the future.
How was the site deployment created?
We started with a small application tool because we had to be familiar with the environment, so we started it in the international area, which allowed us to parameterize the system and do basic integrations with our transaction systems. Then we talked about the global contact center project, where we made a mistake because we didn’t standardize, we didn’t collect all the information about the service processes and we focused on the parameters of the site, no matter how excited we were. A new environment can be very expensive and inefficient to implement unless you have well-organized and documented processes in place.
What are the benefits they get?
We recently launched the project and at the moment we can see the order, identify who is calling us, type the conversation, but not only that, but also specify the area where we can respond better, albeit administratively. or hygiene. Another point is the objectification of how the interaction between patients and the organization flows so that we have the right metrics and data from which we can definitely learn to provide better care.
What are your future plans?
We are currently focusing on a global program focused on minority diseases Unique. It is a multifaceted project. We intend to provide comprehensive and integrated care for this category of patients as they travel with their families and caregivers. It is a national project where more than 25 hospitals have come together to agree on a model for tracking and sharing information for this type of diagnosis, where the aim is to collect data, not patients and their families. In this sense, and by focusing on the level of technological development, we intend to provide the specialist with an environment where he can have a complete and shared view of this patient, but at the same time create an environment of collaboration between specialists. Knowledge can be shared. On the other hand, we have also prioritized the patient perspective, where we will work with patients to develop services in which we can respond to their needs. And, finally, a development focused more on the use of data and the development of artificial intelligence models, allowing the creation of prediction and search models for digital twins. We are also considering doing some research, but in a lab setting, on how AI can help in an environment similar to ours.
What is the horizon for health centers and digital medicine?
I believe that we are obliged to think in this sense, since the shortage of health professionals is already a reality, but at the same time, the needs of our patients and their families have also changed, and they expect another kind of response from health. system, and we have no choice but to go along with technology. We often talk about digital medicine and it seems that we are breaking down the humanistic concept of our profession; Digitization and the use of digital tools is nothing but bringing the patient and their family closer to the healthcare professional, even if it uses different channels than the ones we are currently used to. I think medicine is still medicine, and technology offers the opportunity to make it more equal, efficient, and humane.
