In response to the bold and accelerating change in our Health Care industry, a cross-organization group of health care CSOs gathered together for a first-of-its-kind summit to define and align on current and future state health care opportunities and challenges and to co-design a shared vision for an annual health care CSO summit.

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Copyright © 2018 Deloitte Development LLC. All rights reserved. 1Provider Chief Strategy Officer Summit 1
CSO Unplugged
Key Insights
Statement of Purpose
In response to the bold and accelerating change in our
Health Care (HC) industry, a cross-organization group
of health care CSOs will come together for a first-of-its-
kind summit to; 1) define and align on current and
future state HC opportunities and challenges and 2) co-
design a shared vision for an annual health care CSO
summit.
During the session, the group focused on addressing the core
question:
How might we prototype and sustain a
community that addresses the things
that matter most to health care CSOs
today and tomorrow?
Several key insights from the Provider CSO Summit:
1.Relationship-building: Participants bonded over their unique
personal and professional journeys that led to their current
leadership positions and identified commonalities across their range
of backgrounds and experiences.
2.CSO role in health care is unique: The group confirmed multiple
ways in which the CSO role in health care may differ from other
industries: variation in title and responsibilities across
organizations; it is a new role in health care; the industry is highly
regulated, etc.
3.Need for a health care CSO Community: Though attendees were
members of other CSO and executive leadership communities, all
noted the value of creating a tight-knit, diverse community of CSOs
specific to the health care industry.
4.Strong Desire for an annual CSO Summit: All participants
expressed a strong desire to participate in the next CSO summit,
and requested additional touchpoints including; newsletters,
Deloitte thought-ware and monthly calls. Requests for the next
summit included additional CSO participants; sprint stations; CSO
interaction/exchange time; CSOs and SMEs from other industries.
5.Commitment to Continue: Participants committed to share their
experiences and insights with their respective organizations/teams
and to stay connected with each other going forward prior to the
next summit.

2. Provider Chief Strategy Officer SummitCopyright © 2018 Deloitte Development LLC. All rights reserved. 2
Participants shared their individual journeys and contemplated key
milestones, career highlights or moments that mattered in their
professional career in a rapid story-telling activity.
Act I: Explore
Key Insights
1. Diversity in professional experiences. There is no “traditional
track” to becoming a health care CSO. Participant backgrounds
ranged from working in government to insurance industry to
consulting.
2. Failures profoundly shaped their journeys. Each participant
noted the importance of early failures in helping them succeed and
effectively lead in their later years.
3. High risk tolerance. Most participants had taken risky bets in
order to pursue ideas and opportunities that they truly were
passionate about.
My CSO Journey Map The Role We Play
After reflecting on a graphic of words that was the collective result of
interview responses to ‘what three words would you use to describe
your role as a CSO?’, participants created narratives in three break-out
groups that expressed their collective perceptions, focus, challenges,
opportunities, hopes and fears that CSOs have today across their
organizations.
Key Insights:
1. The role varies based on the organization. There is a range of
responsibilities and expectations for CSOs across organizations which
represents the ambiguity around the role and the fact that “no CSO role is the
same.”
2. Common challenges across organizations. Participants from both large and
small health systems expressed challenges including lack of resources, lack of
focus on truly disruptive innovations, and risk-aversion.
3. Intersection of “today vs tomorrow”. All agreed that they are constantly
toggling back and forth between how to maintain their lead today for current
state while strategically positioning themselves for sustainable success in the
future.

3. Provider Chief Strategy Officer SummitCopyright © 2018 Deloitte Development LLC. All rights reserved. 3
Participants were exposed to a global landscape snapshot of:
industry and analogous trends and market forces, next practices and
approaches happening in the strategy world, CSO Health Care
Imperatives, and a spectrum of their organizational initiatives.
Participants responded to this body of information with emoji icons to
indicate what they were excited, surprised or concerned about. As a
wrap-up, the group prioritized what their CSO Health Care
imperatives for today are.
Act II: Align
Interactive Gallery Walk: The Evolving Landscape Deloitte Speakers
Key Insights:
1. CSOs don’t spend enough time on trends – participants
emphasized the value of keeping important trends top of mind and most
noted that they don’t spend enough time on trends
2. Macro Forces – all stated the they were aware of the macro trends but
they were especially concerned about the declining workforce and it’s impact
on the economy as well as the health industry. The participants noted that
it’s the also CSOs role to learn and synthesize all of these trends to their
leaderships, even though it’s not directly health care focused
3. Health Industry Perspectives – there was strong excitement around
the possibilities for the future of health care but some skepticism around the
maturity of the technologies by 2023.
4. Health Care Trends – there was general surprise and skepticism in this
sections (e.g., overhype of clinical innovations, consolidation without
efficiency results, non-traditional entrants). All were familiar with the trends
listed in this section
5. CSO Health Care Imperatives – There was excitement around
consumerism and social determinants of health (as it’s much needed in the
industry) and concern around the adoption of technology and orthogonal
competition given funding challenges and low-risk appetite
To wrap up Day 1 of the summit, participants heard from two
distinguished Deloitte luminaries to stretch their thinking and foster
conversation around the evolving landscape that CSOs inhabit today.
Neal Batra, principal, Deloitte Consulting LLP., led a provocative
discussion on the future of health looking out to 2040. Steve Goldbach,
principal, Chief Strategy Officer of Deloitte US, and author of USA
Today’s Best-Selling Books List,“Detonate,” shared his approach to
leading as a CSO and synthesized his research and findings around
strategy, innovation, and disruption across industries.

4. Provider Chief Strategy Officer SummitCopyright © 2018 Deloitte Development LLC. All rights reserved. 4
Participants engaged in rapid deep dives for four topical sprint stations that they were interested to know more about including Disruptive Strategy,
Nuts and Bolts of a Strategy Shop, Future of Workforce, Consumer.
Act III: Create Your Own Path Forward
Nuts & Bolts of the Next-Gen CSO
1: DISRUPTIVE STRATEGY, SME –
Joshua Lee
Participant insights from the sprint
discussions:
1. Strategic Planning is new to many health
care organizations as they didn’t need to do
it in the past
2. Organizations need to build cycles of
planning to truly be flexible and adjust as
needed. The purpose, vision, and values stay
fixed while the strategy changes as needed
3. Everything must tie to your mission (even
radical changes) and it can be dangerous to
mission/values every few years (you need an
anchor)
4. For a successful strategy, the CSO and the
executive team must understand, own, and
teach the strategy across the enterprise
5. Use the Innovation Ambition Matrix to
visual your bets and create a portfolio specific
to your organization
2: NUTS & BOLTS OF A STRATEGY
SHOP, SME – Bill Siren
Participant insights from the sprint
discussions:
1. It’s important not just be a “Data on
Demand” shop but a strong strategy shop
that your organization sees great value in
2. Sufficient time/involvement from the
CEO as well as dedicated resources (data
analytics, finance, etc.) are key to a
successful strategy shop
3. Additional time should be spent on the
adjacent and transformational
initiatives in order to be better positioned
for the future
4. Each CSO is running their strategy shop
differently and has different levels of
resources. All agreed they need to better
leverage technology in order to track
initiatives and collect data for analysis
3: FUTURE OF WORK, SME – Jen Radin
Participant insights from the sprint
discussions:
1. There will be a machine-human hybrid
workforce, but the question is which are
the jobs that could/should be fully-
automated
2. The health care industry is already using
many algorithmic bots (e.g., managing
patient clinical status through alerts to
nurses)
3. There are seven generations in the
workforce today, each have different needs
and expectations; i.e., as Millennials grow
as a large percentage of the workforce,
organizations will have to adjust based on
their different working needs and
expectations.
4. The three dimensions changing the future
of work are: What (work –automation
level), Who (workforce –talent category),
and Where(workplace –physical proximity)
4: CUSTOMER AS CRITICAL, SME –
Hanna Patterson
Participant insights from the
sprint discussions:
1. The health industry currently has
mediocre customer experiences,
even though customer expectations
are higher than ever
2. Automation presents
opportunities to free up physician
time and retain patient data, leading
to great efficiencies and increased
time and attention towards patients
3. Cost transparency is a huge issue
for consumers in the industry (i.e.,
they don’t know what they’re paying
for or how much)
4. There is pressure from boards and
CEOs to improve patient experience
but improvement projects are often
too incremental
5. More unified and comprehensive
consumer metrics are required and
better data and digital capabilities are
required for analysis