On consumerism and technology: “That shift to a consumer-centric model has driven a number of changes that are fueled by technology. The first is the member-centric solutions that we need to provide, like the importance of the digital channel. Providing the right information at the right time throughout the customer’s journey from enrollment through care management, claims and so forth is absolutely critical.”
On aligning IT with the rest of the team: “There has been a lot of work there as we have pivoted our organization to be more business aligned and create stronger alignment between the IT leaders on my team with business leaders in our lines of business and our business services in order to really establish business capabilities that are matrixed across teams aligned with those business areas to get that combination of business-centricity with enterprise capability.”
On the value of data: “I think with respect to data, the opportunity for value is huge and we have made great progress here. I see a lot of opportunity to make further progress. One of the key elements to me is getting the analytical capabilities in the data as close to the business as you can while still maintaining the elements of control and enterprise capability. A lot of the same themes I talked about with the operating model are even more important when it comes to data. Where you make the impact and bring the value to bear is in the context of real business decisions, either tactical or strategic. Data is required everywhere, but in areas such as healthcare management, that is a priority for us.”
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