Having joined the Miami-based health system Oct. 1 most just recently from his position as senior vice president of innovation and digital for The Walt Disney Co., Mr. Ambrozie is now leading BHSFs digital transformation efforts and consumerism initiatives.
Tony Ambrozie brings an unique, customer-focused viewpoint to his new function as senior vice president and chief digital officer at Baptist Health South Florida.
Here, Mr. Ambrozie talks about how his experience at Walt Disney will assist inform his strategic efforts at BHSF..
” Both Disney and BHSF are companies with excellent missions: one to make magic take place for guests, the other to make life much better for customers and clients. And necessarily, both have a particular concentrate on consumers at their core,” he informed Beckers Hospital Review. “My focus at Baptist Heath is to direct that customer-centric view into the digital experiences and interactions for our consumers and clients to guarantee ease of gain access to, use and benefit.”.
Editors note: Responses have actually been gently edited for clarity and length..
Jackie Drees –
Friday, October 23rd, 2020
Concern: How will your experience at Walt Disney assist affect your new position as Chief Digital Officer at BHSF?
Tony Ambrozie: Both Disney and Baptist are business with excellent missions: one to make magic occur for guests, the other to make life better for consumers and patients. And necessarily, both have a singular concentrate on customers at their core. My focus at Baptist Heath is to funnel that customer-centric view into the digital experiences and interactions for our clients and patients to make sure ease of use, gain access to and convenience. This focus, developed on top of sophisticated underlying technology structures, help us accomplish significant interactions with our patients and customers along with our workers.
Q: What innovations do you see being critical to the digital improvement in health care?.
Q: As BHSFs first chief digital officer, what is your No. 1 top priority?.
TA: Obviously we will broaden the by-now standard set of mobile and web technologies for user interfaces, updating as required at the technology stack level. In addition, I see two other important layers. Is advanced machine finding out that can be introduced at a wide variety of points in the business and user circulation, with the result of simplifying the consumers experience– by providing customized recommendations– and improving (believe voice) mobile and web interactions. Second, the acceleration of utilizing Internet of Things sensing units, both for in-hospital and at-home care, by utilizing both commercial devices such as Apple Watch along with specific medical devices..
TA: Baptist Health has an ambitious overarching digital change vision. First and foremost, the top priority is honing that vision into a technique and roadmap– specifying what to do however similarly important what not to do, while building up the innovation execution abilities. Profound digital transformation, not simply digitization, is a reasonably new phenomenon throughout health care, that makes it that much more interesting but likewise complete of lessons to be learned in an iterative style..
Q: What suggestions do you have for other health center chief digital officers wanting to ramp up digital engagement with consumers?
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“My focus at Baptist Heath is to carry that customer-centric view into the digital experiences and interactions for our customers and clients to make sure ease of use, benefit and access.”.
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Technology must work for our clients, not the other method around. Start with the customer– needs, services, experiences and interactions– and stroll back to what the technology needs to be and how it would work and work well.
My focus at Baptist Heath is to channel that customer-centric view into the digital experiences and interactions for our customers and clients to ensure ease of benefit, access and use. TA: Baptist Health has an ambitious overarching digital improvement vision. Technology needs to work for our clients, not the other way around. Start with the client– needs, experiences, interactions and services– and walk back to what the innovation requires to be and how it would work and work well.