Greenway Health’s Intergy Practice Management (PM) solution was recently ranked in the top five as a ‘Best in KLAS’ solution. This recognition was, in part, thanks to improvements that were made from direct user feedback. Greenway Health uses multiple channels to solicit feedback from users including advisory boards, town halls, round tables, and usability research.
Healthcare IT Today connected with David Cohen, Chief Product and Technology Officer at Greenway Health via email to find out more about their feedback mechanisms and learn about their future product plans.
How did you gather and synthesize the thousands of suggestions and comments from your clinets?
Everything we do at Greenway is client focused and for that reason we are constantly gathering client feedback to inform our product roadmap and company decision making. Greenway has multiple levels of soliciting client feedback that is structured to meet clients where they are and afford them the opportunity to engage with Greenway at every stage in our product lifecycle.
Clients can elect to participate in Functional Advisory Board meetings, Town Halls, Early Adopter Program validation, product round tables, and product usability research. Through these multitude of client interactions, we were able to able to understand the most critical needs of our clients, develop solutions that answer to those needs and implement them into our products.
How do you choose which enhancements to prioritize?
Product prioritization has many different dimensions. Most importantly, through alignment with our clients and assessing broader market dynamics.
At a more functional level, we use a modified “weighted and shortest job first” strategy for evaluating client requests and prioritizing new product features. This approach ensures that we deliver the most value to our clients in the shortest amount of time.
Did you implement any features over the past few months that were aimed specifically at reducing staff workload?
Reducing workload is an area that Greenway is intently focused on. We have made significant investments in optimizing core clinical and office staff workflows but there is always more work to do there.
One novel capability that we have incorporated into several of our core products is an in-product training capability that pushes training right in the workflow. We are moving training away from hours of in-class or online training in special classes to automated elbow-to-elbow support. This maximizes productivity for users.
Greenway’s usability team is constantly interviewing clients and running user research studies to identify opportunities to streamline workflows and ensure new features are as efficient as possible. Every new feature is tested and adapted based on user research including new workflows that were recently implemented to support 21st Century Cures.
Now that Greenway has performed well in the Best in KLAS Report, what’s next?
Right now, we are making strategic investments in several areas. For example, we are working to empower patients to manage their health and support caring for patients outside of the clinic with tools such as messaging, remote patient monitoring, and telehealth.
Practice automation will drive much of our product strategy as we continue to reduce staff workloads and give providers more time to do what they do best — care for patients.
In your opinion, over the next 12 months, where do physician practices need the most help from their technology partners?
Practices need their technology partners to collaborate, transform, and improve overall efficiencies in the coming year. In a recent KLAS report on clinical EHR satisfaction, system response time was listed as a top factor hindering clinician EHR satisfaction. With the end of staff burnout nowhere in sight, technology partners need to look within to identify opportunities.
We will also start to see increased automation for clerical activities. I predict an increase in self-service solutions for patients. That could be in the form of enhanced patient portals, patient payments, optimized appointment scheduling and more. Automation of those services could drastically reduce the time spent on front-office activities and allow for more meaningful patient interactions with staff and providers.
