Recently my colleague David Cooperstein and I had the opportunity to meet with Robert Mead and Michael Mathias, the CMO and CIO respectively at Aetna. They will be speaking at our upcoming CIO-CMO Forum on September 22 in Boston, so this serves as a bit of a preview to what should be an eye opening presentation. Enjoy!
David Cooperstein: What external changes drove you to build a deeper partnership with your technology peers?
Robert Mead, Senior Vice President, Aetna Marketing, Product & Communications: The U.S. health care system is fragmented and well behind the curve in terms of price transparency and consumer-friendly products and services. The deep partnership between technology and marketing at Aetna lets us put leading-edge technologies and powerful tools and applications directly into the hands of people so that they can be confident consumers and informed patients. Our close collaboration with our colleagues in technology is driven by a few external factors:
the increasing cost of care and the corresponding changes in employer-based insurance – consumers are being asked to take more ownership of their health and wellness and their health care spending;
the introduction and rapid adoption of technology that empowers consumers (and patients) to engage in the health care system where they are in life and in the way they want to be connected; and
health care reform, which aims to bring millions of previously uninsured Americans into the marketplace as consumers.
We at Forrester have written a lot about the “empowered era” in the past year. We’re talking about the empowerment of customers and employees, the consumerization of technology, and grass-roots-based, tech-enabled innovation. There are lots of great case studies around illustrating these forces and how they can benefit the enterprise, but those success stories are only part of the picture. Behind the scenes, there is disruption and confusion about who’s planning the road ahead regarding the technology in our organizations’ future. It used to be that the CIO made sure that happened by making it the exclusive domain of strategic planners and enterprise architects. But isn’t centralized — and IT-based — tech planning the opposite of empowerment? Wouldn’t sticking with the old approach result in missing out on all this employee innovation that’s supposed to be so powerful? Should the CIO no longer establish the technology the enterprise will use? Does the empowerment era mean the end of tech planning as we know it?