1. Leadership SWOT Team:
The Future of EHM

2. Leadership Committee Purpose
The purpose of the Leadership Committee is to strategically envision the future of Employee Health Management and provide recommendations to the CEO on how HERO can help advance the field.

3. Leadership SWOT Team Members
Jack Curtis
Ralph Colao
Andy Crighton
Josh Glynn
Kristine Holbrook
Michael Mulvihill
Paul Terry
Betty-Jo Saenz
With help from:
Jerry Noyce
Karen Moseley

4. Discussion Questions: SWOT Analysis Feb. 2015 Think Tank Meeting
What are the 3 greatest strengths of EHM? (Prioritize)
What are the 3 biggest weaknesses of EHM? (Prioritize)
What are the 3 greatest opportunities for EHM? (Prioritize)
What are the 3 greatest threats to EHM? (Prioritize)

5. Post Think Tank Process Original Plan
Steering Team will consider Think Tank input and identify the big gaps that HERO should tackle
Steering Team will make recommendations to CEO
Topics for consideration by the CEO
Requests for help from other standing committees (Research or Education)
Requests for help from current study committees
Topics or initiatives that may be worthy of a new subcommittee or study committee
Other

6. Post Think Tank Process Actual
Similar ideas were grouped into small “buckets”
Small buckets were grouped into bigger buckets
Buckets were prioritized by SWOT Team
Buckets with priorities were presented to CEO
CEO presented buckets to Board in July
LaVaughn will give you an update from the Board

7. Strengths & Opportunities
Details
COH
ECC
Engage
HPP
Research
HERO-PHA Guide
E-Cig
Bus. Leader Survey
Wear-ables Survey
Phys. Inact.
Value
Health-NEXT
Incentive
EEOC Comment
COMMITTEES
PAPERS
STUDIES
OTHER
Value proposition
Economics, GDP; extensive, pervasive, supported by research (health, culture, engagement, performance); market acceptance of value across all key stakeholders X
Evidence based
Great science and research; validated best practices based on research base; strong evidence based process; more integrated data now assists in driving strategy, programs, services; greater credibility (communication has improved, more honed with research and wisdom)
Purpose driven industry
Passion, collaborative, multi industry; shared purpose/passion; promotes collaboration (employers, providers, govt); coming together for best solutions (collective voice); growing technology driven collaboration; cross displinary (medical, technology, finance, government sustainability); greater growth, innovation and funding leads to more pronounced opportunities; solutions and innovation available
Recognized as effective and imperative business strategy
Opportunity to influence cost and change behavior and outcomes and reach various segments (community, workplace, individual); supports competitiveness of company as a whole; ability to reach employees (empower, educate, help employees); focus on $ that is a driver of the industry
Culture of health
Everyone wants health to be healthy
Overall wellbeing
OPPORTUNITIES
Collaboration - Break down silos
Evaluate opportunities for collaboration between disciplines (psychology, org development, ergonomics), organizations and the community to impact public health; internal collaboration across HR/business functions (eg, org development, engagement, etc.); external collaboration to support employee sense of community, corporate responsibility, and public health; building healthy communities and employer cultures;
Address whole person
Wellbeing is more personally meaningful and relevant; expanding the concept of well-being and of personal desire for purpose into employer and community-based health initiatives
Change the way employer/employee gets care
Changing public health and partnering so we all see the need to work together; advocate for payers and employers to recognize and cover pre-morbidity services, align policies to cover well care (emotional and physical) not sick care
Research what leads to engagement in health/wellness and the contributions to resiliency, retention, performance, culture, cost, and overall personal, professional and organizational success
Demonstrate impact on employee engagement, satisfaction, social support, and performance; improved employee engagement - integration of consumer choice with meaningful improvement in health and outcomes
Global competitiveness
If it assists us in selling EHM
VOI measurement
Provide VOI turnkey tools and a template/steps to a measure VOI; employers can more easily broaden the definition of measurement and tie to business case for leadership, out of HR realm; need data to connect to business strategy; take advantage of momentum to position EHM as a productivity tool, not just claims cost containment; broaden to absence management and holistic wellbeing, not just physical health
Consistent terminology
Pulls all multi-dimensions (non-physical elements, "unmentionables"); leverage Gallup wellbeing research; include communities and families; industry-wide definitions for "wellness", "leadership support"; define and develop common view of "culture of health" - can't afford it to be a "buzz term"; better define EHM (is it illness management, wellness promotion, whole population/just at-work, etc.)
Redefine the target - wellbeing, engagement, performance
company performance as key objective
Technology and data
Reaching/enabling people; data to be more contextual and predictive, including non-traditional data source (eg, social); technology enabled integration and collaboration - facilitation of the broadened health and productivity

8. Strengths STRENGTH Details Value proposition
Economics, GDP; extensive, pervasive, supported by research (health, culture, engagement, performance); market acceptance of value across all key stakeholders
Evidence based
Great science and research; validated best practices based on research base; strong evidence based process; more integrated data now assists in driving strategy, programs, services; greater credibility (communication has improved, more honed with research and wisdom)
Purpose driven industry
Passion, collaborative, multi industry; shared purpose/passion; promotes collaboration (employers, providers, govt); coming together for best solutions (collective voice); growing technology driven collaboration; cross displinary (medical, technology, finance, government sustainability); greater growth, innovation and funding leads to more pronounced opportunities; solutions and innovation available
Recognized as effective and imperative business strategy
Opportunity to influence cost and change behavior and outcomes and reach various segments (community, workplace, individual); supports competitiveness of company as a whole; ability to reach employees (empower, educate, help employees); focus on $ that is a driver of the industry
Culture of health
Everyone wants health to be healthy
Overall wellbeing

9. Opportunities OPPORTUNITIES Details Collaboration - Break down silos
Evaluate opportunities for collaboration between disciplines (psychology, org development, ergonomics), organizations and the community to impact public health; internal collaboration across HR/business functions (eg, org development, engagement, etc.); external collaboration to support employee sense of community, corporate responsibility, and public health; building healthy communities and employer cultures;
Address whole person
Wellbeing is more personally meaningful and relevant; expanding the concept of well-being and of personal desire for purpose into employer and community-based health initiatives
Change the way employer/employee gets care
Changing public health and partnering so we all see the need to work together; advocate for payers and employers to recognize and cover pre-morbidity services, align policies to cover well care (emotional and physical) not sick care
Research what leads to engagement in health/wellness and the contributions to resiliency, retention, performance, culture, cost, and overall personal, professional and organizational success
Demonstrate impact on employee engagement, satisfaction, social support, and performance; improved employee engagement - integration of consumer choice with meaningful improvement in health and outcomes
Global competitiveness
If it assists us in selling EHM
VOI measurement
Provide VOI turnkey tools and a template/steps to a measure VOI; employers can more easily broaden the definition of measurement and tie to business case for leadership, out of HR realm; need data to connect to business strategy; take advantage of momentum to position EHM as a productivity tool, not just claims cost containment; broaden to absence management and holistic wellbeing, not just physical health
Consistent terminology
Pulls all multi-dimensions (non-physical elements, "unmentionables"); leverage Gallup wellbeing research; include communities and families; industry-wide definitions for "wellness", "leadership support"; define and develop common view of "culture of health" - can't afford it to be a "buzz term"; better define EHM (is it illness management, wellness promotion, whole population/just at-work, etc.)
Redefine the target - wellbeing, engagement, performance
company performance as key objective
Technology and data
Reaching/enabling people; data to be more contextual and predictive, including non-traditional data source (eg, social); technology enabled integration and collaboration - facilitation of the broadened health and productivity

10. Weaknesses & Threats WEAKNESSES Details THREATS X + COH ECC Engage HPP
Research
HERO-PHA Guide
E-Cig
Bus. Leader Survey
Wear-ables Survey
Phys. Inact.
Value
Health-NEXT
Incentive
EEOC Comment
COMMITTEES
PAPERS
STUDIES
OTHER
ROI - can be dangerous to set unrealistic expectations on medical outcomes
Lack of understanding of full value proposition by employers; management is not rewarded for driving value, etc.; Lack of evidence of impact of community adoption; time to see impact of EHM strategies; too narrow focus on short-term medical cost outcomes; not enough focus on a broader, simpler, more compelling value proposition (ie, intuitive connection between health and valued organizational outcomes such as performance, recruitment, retention) X
Value of health to the individual
Not yet connected fully to the individual; strong focus on employer benefits but have we done enough to get it to the individual? +
Communication
Don't have consistent, concise, clean and compelling value story; ineffective ability to have method to respond to media focus/attacks; reactive/lack of media presence/marketing; no feel-good media message to date; limited voices - this is growing number who believe/adopt employee health but still limited with need for greater leadership voices/other non-industry partners with enhanced training and development; need to build upon research agenda/credibility
Lack of clarity of scope and definition of EHM
Is EHM the right term?; no standard definition of health and focus (too many stakeholders); solution ambiguity; Too much focus on biomedical data rather than the "unmentionables" (stress, financial, unhealthy relationships, etc.)
Lack of collaboration between program development and other key industries
Example - org development and medical care; incentives is paying for SICK care not HEALTH resulting in a lack of collaboration with partners/health care system (fragmentation) - they don't recognize the value of health and wellbeing
Lack of accountability
EHM is not accountable at the highest level of most organizations, nor are all levels held accountable
Lack of sustainability of our efforts
Due to industry turnover, fragmentation, lack of standards, data consolidation, budget swings, etc.; lack of strategy - too tactical; checking the box vs. a strategic multi-year plan; short term focus/fix limits the ability to have a sustainable strategic approach of health and wellbeing without addressing aspects of the organization's culture; lack of organizational support for healthy behaviors (eg, vending, cafe, etc.); leadership short term focus; too focused on individual vs. social and structural levels of intervention (eg, culture, organization, environment)
THREATS
Security & confidentiality
Data security and access; privacy issues; level of distrust from employees regarding the protection of their privacy with wearable technologies and outcomes-based incentive strategies
Definitions
Narrow definition of wellness; lack of definition of EHM; look at "total organization health" that incorporates engagement, safety, etc.; limited physical definition of wellness and some employers want broader definition
Not knowing what works!
EHM is outdated before implemented (fast pace of technology; can be overwhelming to know how to apply); technology - flooded market, with varying degrees of evidence (how to uncover the effective)
Criticism - internal and external
Negative press (eg, Al Lewis); criticism from industry insiders; reduced credibility in EHM research and outcomes; negative press as a result of government regulation
Lack of foundational culture
Resistance to culture change; aggressive approaches without adequate stage setting; building trust and consistent messaging/support are key
Lack of participatory/consumer oriented approaches
"Fix me" mentality both by care and employees; potential for irrelevance to user if we continue to focus on clinical issues v. unmentionables that underly health; haven't reinvented ourselves to think of EHM as a people strategy rather than benefits program; EHM traditionally focuses on physical health measures, not the "unmentionables"; maintaining programs with high clinical quality, while shifting more of a consumer-centric market
Effectively communicating the business case and integrating value into core business objectives
Apathy with the value of employers, healthcare system, etc.
Difficulty of integration
Systems approach: integrating data, identifying the accountable bodies (policy, employees, employers, payers, etc.); silos in thinking within an organization and those that exist with EHM - not integrating with public health, school health; limiting ourselves not looking outside of our discipline; lack of involvement with other disciplines to push our field further
Employers exiting the healthcare role
Deferring to exchanges
Generational differences
Old approaches may not work for younger populations; our workers of tomorrow (children) are unhealthy; technology - personal impact on wellbeing (hyperconnectivity, reduced deep social relationships, etc.)
Government/regulatory environment
Lack of clear definitions and understanding; regulators that are not understanding the need for clearer guidelines; uncertainty of ACA litigation and migration of market to public and private exchanges

11. Weaknesses & Threats WEAKNESSES
Details
ROI - can be dangerous to set unrealistic expectations on medical outcomes
Lack of understanding of full value proposition by employers; management is not rewarded for driving value, etc.; Lack of evidence of impact of community adoption; time to see impact of EHM strategies; too narrow focus on short-term medical cost outcomes; not enough focus on a broader, simpler, more compelling value proposition (ie, intuitive connection between health and valued organizational outcomes such as performance, recruitment, retention)
Value of health to the individual
Not yet connected fully to the individual; strong focus on employer benefits but have we done enough to get it to the individual?
Communication
Don't have consistent, concise, clean and compelling value story; ineffective ability to have method to respond to media focus/attacks; reactive/lack of media presence/marketing; no feel-good media message to date; limited voices - this is growing number who believe/adopt employee health but still limited with need for greater leadership voices/other non-industry partners with enhanced training and development; need to build upon research agenda/credibility
Lack of clarity of scope and definition of EHM
Is EHM the right term?; no standard definition of health and focus (too many stakeholders); solution ambiguity; Too much focus on biomedical data rather than the "unmentionables" (stress, financial, unhealthy relationships, etc.)
Lack of collaboration between program development and other key industries
Example - org development and medical care; incentives is paying for SICK care not HEALTH resulting in a lack of collaboration with partners/health care system (fragmentation) - they don't recognize the value of health and wellbeing
Lack of accountability
EHM is not accountable at the highest level of most organizations, nor are all levels held accountable
Lack of sustainability of our efforts
Due to industry turnover, fragmentation, lack of standards, data consolidation, budget swings, etc.; lack of strategy - too tactical; checking the box vs. a strategic multi-year plan; short term focus/fix limits the ability to have a sustainable strategic approach of health and wellbeing without addressing aspects of the organization's culture; lack of organizational support for healthy behaviors (eg, vending, cafe, etc.); leadership short term focus; too focused on individual vs. social and structural levels of intervention (eg, culture, organization, environment)

12. Weaknesses & Threats THREATS Security & confidentiality Definitions
Details
Security & confidentiality
Data security and access; privacy issues; level of distrust from employees regarding the protection of their privacy with wearable technologies and outcomes-based incentive strategies
Definitions
Narrow definition of wellness; lack of definition of EHM; look at "total organization health" that incorporates engagement, safety, etc.; limited physical definition of wellness and some employers want broader definition
Not knowing what works!
EHM is outdated before implemented (fast pace of technology; can be overwhelming to know how to apply); technology - flooded market, with varying degrees of evidence (how to uncover the effective)
Criticism - internal and external
Negative press (eg, Al Lewis); criticism from industry insiders; reduced credibility in EHM research and outcomes; negative press as a result of government regulation
Lack of foundational culture
Resistance to culture change; aggressive approaches without adequate stage setting; building trust and consistent messaging/support are key
Lack of participatory/consumer oriented approaches
"Fix me" mentality both by care and employees; potential for irrelevance to user if we continue to focus on clinical issues v. unmentionables that underly health; haven't reinvented ourselves to think of EHM as a people strategy rather than benefits program; EHM traditionally focuses on physical health measures, not the "unmentionables"; maintaining programs with high clinical quality, while shifting more of a consumer-centric market
Effectively communicating the business case and integrating value into core business objectives
Apathy with the value of employers, healthcare system, etc.
Difficulty of integration
Systems approach: integrating data, identifying the accountable bodies (policy, employees, employers, payers, etc.); silos in thinking within an organization and those that exist with EHM - not integrating with public health, school health; limiting ourselves not looking outside of our discipline; lack of involvement with other disciplines to push our field further
Employers exiting the healthcare role
Deferring to exchanges
Generational differences
Old approaches may not work for younger populations; our workers of tomorrow (children) are unhealthy; technology - personal impact on wellbeing (hyperconnectivity, reduced deep social relationships, etc.)
Government/regulatory environment
Lack of clear definitions and understanding; regulators that are not understanding the need for clearer guidelines; uncertainty of ACA litigation and migration of market to public and private exchanges

13. Grouped into 4 Buckets Proposed Strategy and Terms
Strength
Opportunity
Weaknesses
Threats
Reengineer the Value Proposition
Value proposition / Purpose driven industry / Recognized as effective and imperative business strategy
VOI measurement/ Change the way employer and employee gets care / Consistent terminology/ Technology and data / Global competitiveness
ROI - can be dangerous to set unrealistic expectations on medical outcomes/Communication/Lack of clarity of scope and definition of EHM/
Security & confidentiality/Definitions/Lack of participatory and consumer oriented approaches/Effectively communicating the business case and integrating value into core business objectives/ Difficulty of integration/Employers exiting the healthcare role
Advance Think Tank Research Agenda
Evidence based/ Purpose driven industry
Research what leads to engagement in health and wellness and the contributions to resiliency, retention, performance, culture, cost, and overall personal, professional and organizational success
Not knowing what works!
Lead the Movement from Wellness to Well-being
Overall wellbeing / Culture of health
Address whole person/ Redefine the target - wellbeing, engagement, performance / Collaboration - Break down silos
Value of health to the individual/Lack of sustainability of our efforts
Generational differences / Lack of foundational culture/
Improve Industry Public Relations and HERO Positioning
Lack of accountability/ Lack of collaboration between program development and other key industries /
Criticism - internal and external/ Effectively communicating the business case and integrating value into core business objectives / Difficulty of integration / Employers exiting the healthcare role/ Government and regulatory environment.

14. Weighted Buckets – Importance x Impact
Importance (Hi=9, Mod=3, Lo=1)
Feasibility* (Hi=9, Mod=3, Lo=1)
Impact (Hi=9, Mod=3, Lo=1)
Priority Index (col#1 x col#3)
Proposed Strategy and Terms
Reengineer the Value Proposition
Advance Think Tank Research Agenda
Lead the Movement from Wellness to Well-being
Improve Industry Public Relations and HERO Positioning
*Left Feasibility for Board to assess and address

15. Recommendations to HERO Board
Rank
Average Priority Index
Proposed Strategic Areas and Terms
Current HERO Committees/Projects 1 60
Lead the Movement from Wellness to Well-being
HERO Scorecard
Culture of Health Committee Engagement Committee HPP Committee
Business Leaders Survey
Physical Inactivity paper Research Committee
HWHC initiative HERO-PHA Metrics Guide VOI paper HealthNEXT study 2 46
Advance Think Tank Research Agenda
ALL HERO Committees & Projects 3 39
Improve Industry Public Relations and HERO Positioning
HPP Committee
Wearables Survey Research Committee
HWHC initiative HERO-PHA Metrics Guide VOI paper
EEOC commentary 4 24
Reengineer the Value Proposition
Culture of Health Committee
Engagement Committee
HWHC initiative
HERO-PHA Metrics Guide Business Leader Survey VOI paper HealthNEXT study EEOC commentary

16. Board Strategic Planning HERO Updated Vision & Purpose
Vision: Employers play a vital role in creating healthy employees and communities
Purpose: Advancing health, well-being and organizational excellence thru employer leadership

17. HERO Strategic Objectives 2015-2017
Build membership engagement and value
Create and disseminate research that is important to the marketplace
Develop, enhance and distribute health and well-being measurement tools and resources
Continue to grow HERO committees’ contributions to the field
Deliver quality educational/thought sharing health and well-being events and activities

18. HERO Strategic Objectives (cont.) 2015-2017
Expand our communications, public relations, social media/technology impact to build value to members & field
Foster collaboration among organizations to build the science and knowledge of the value of health and well-being
Identify and operationalize opportunities to address global health issues
Participate in health policy discussions where appropriate

19. Discussion on SWOT Analysis
Did we miss anything important?
What should we KEEP doing?
What should we STOP doing?
What should we START doing?
Next steps?