The Power of Data: Making Decisions That Truly Improve Healthcare

Published Friday, February 21, 2025 from the desk of John Chessare MD , MPH, President and CEO of GBMC HealthCare .

In healthcare, every decision—whether a shift in policy, a change in clinical practice, or an investment in new technology—has consequences. The complexity of our healthcare system demands that we make these decisions with careful consideration, using data to ensure that the changes we make truly improve outcomes rather than create unintended consequences.

At GBMC HealthCare, we firmly believe that data and leadership must go hand in hand. As I wrote in a recent blog, achieving our vision to provide the care we would want for our own loved ones requires more than good intentions—it depends on thoughtful leadership and informed decision-making. Every decision should start with the question: Why are we doing this? And the answer must be rooted in both our vision and the data that informs it.

Using Data to Make Better Decisions

We see the power of data in our daily work. I’ll share just a few examples below to illustrate my point, although I know there are so many more.

• Our Epic electronic health record system gives us powerful insights into patient care, referral patterns, and quality metrics. However, data is only useful if leaders and teams know how to access and apply it. That’s why we encourage staff to explore tools like Epic’s Analytics Catalog and seek guidance from data analysts and reporting specialists. These resources help us work smarter and ultimately improve outcomes and experiences for the people we serve.
• We use the data and information shared during our Lean Management System (LMS) rounds to identify opportunities for improvement and quickly address barriers in work flows and patient care.
• When we transitioned anesthesia services from a contracted model to an employed team, we did so because the data showed that staffing instability was leading to canceled surgeries—negatively impacting patient care and operational efficiency. By analyzing the root cause, we made an informed decision that has resulted in better care, more reliability, and a stronger health system.
• When we designed and opened our new Louis and Phyllis Friedman Building and Sandra R. Berman Pavilion, we used data to determine what our community needs and what would enhance the care and experiences of patients, their loved ones, and our staff.

When leaders use data to set goals, cascade information to their teams, and connect their work to our broader vision, we create a culture of continuous improvement. Whether we’re improving access to care, managing chronic conditions, or making healthcare more convenient and equitable, the intersection of leadership and data drives better decisions.

A Responsibility to Make Thoughtful, Data-Driven Decisions

Healthcare is an incredibly intricate system, and making changes without fully understanding the data can lead to disruptions in care, financial inefficiencies, or even harm to patients. But this principle extends beyond healthcare—it applies to business, public policy, and even personal decisions.

At GBMC, we remain committed to using data to drive decisions that truly enhance patient care. Whether implementing new initiatives, redesigning processes, or refining our strategic vision, we take the time to ask:

• What does the data tell us?
• How will this change impact our patients, our community, and our future?

As we continue our work to transform healthcare, let’s hold ourselves—and each other—to this standard. Thoughtful, evidence-based decision-making isn’t just a best practice; it’s a responsibility. And when we get it right, we don’t just make changes—we make progress.

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