Technology as a Means to Sustain Medical Innovation

As we’ve seen with recent outbreaks like the Zika Virus in Brazil, medical conditions and diseases are in constant flux. Concurrently, the medical field has made tremendous advances over the past century. Looking at these developments, it’s important for members of the healthcare community to understand how technology can improve their ability to provide health services and deliver important medicines to those who need it most. While the amount of technology currently supporting the public and private sector can be daunting, this vast landscape of systems can be more systematically organized to help provide primary care services, expedite medical research and retain a more comprehensive view of patient history. This article will explore how Enterprise Architecture and Application Portfolio Management can aid in these efforts and ultimately create a stronger technology infrastructure for health systems.

Before attempting to solve these issues, one must acknowledge that the potential of healthcare technology is still very much in the process of being realized. As we have seen from some of the health industry’s leading institutions, organizations are looking to increase collaboration between the staff members of their respective organizations. For example, many pharmaceutical companies are looking to technology integration to increase efficiency and transparency in the supply chain for important drugs and medicine. The value in this is easily understood and it is something that technology can continue to encourage. Reducing the time to market for innovative medicine can only help medical practitioners and hopefully lower operating costs for those organizations working to discover valuable new medicines and vaccines every day.

Building on these points, Application Portfolio Management can serve as a highly useful methodology for healthcare organizations. With the mass of technology systems currently operating in and supporting healthcare environments, it’s difficult to monitor their importance to organizational operations. Using Application Portfolio Management, IT staff can target which applications are the most relevant to the health system’s operations and enhance or decommission antiquated systems when necessary. Healthcare priorities are constantly changing and this governance capability will enable IT executives to see when they can reduce costs and save valuable funds to be used on other initiatives.

Similarly, creating a more coherent technology ecosystem throughout health systems may extract certain benefits. For instance, better coordination between healthcare technology may reduce the time in which patient care is provided. Moreover, this coordination may assist health systems in maintaining a more comprehensive record of patient history between disparate systems and specialists. Organizations can encourage these improvements through a more clearly defined, transparent Enterprise Architecture which acts as a flexible framework for their future IT infrastructure.

Additionally, we should make note of the value in implementing and maintaining a central data repository for those in the health industry. Looking at this, an institution can place their pertinent IT processes in a centralized location where staff members from multiple departments can access it. Similar to the improvements mentioned previously, a repository can also help overall efficiency within a health network.

So how do we accomplish all of this? It won’t be a simple task. Like the Internet of Things, there is still a significant learning curve ahead. The good news is that some of the world’s leading medical institutions are already doing these things. While we can’t know exactly what the future will hold for medicine or science, we can try to spur new medical innovation through improved technology.

Reimagining Management

23 August 2016

Roger Tregear’s 1-day seminar in Farum

The only way any organisation is able to create, accumulate, and deliver value to its customers is via collaboration across the organisation. There is no other way. Can any box on your organisation chart, by itself, deliver value outside your organisation? No, it can’t. This is the meaningful message of process-based management.

Roger Tregear
Leonardo Consulting


7Enablers

Toolkit for transformation

This seminar delivers a practical and pragmatic metamodel for business transformation. The 7Enablers is a systematic approach to the process of management. It reasserts the primacy of value creation, accumulation, and delivery. Organisations must take a step back and reimagine their operations as value creation and delivery flows. 7Enablers represents a breakthrough in process-based management theory and its practical implementation and operation.

Why should I attend?

Management Breakthrough Content
Learn about the 7Enablers approach to management excellence and how it can make a significant difference in your organization.

Make Process-Based Management Real
Understand how to realise the benefits of process-based management using pragmatic and proven approaches.

Focus On Value Creation, Accumulation, & Delivery
Learn how to create a management approach that persistently focuses the organisation, its people, and their teams on the delivery of value to customers and other stakeholders. 

Efficiency & Effectiveness Delivered
Learn why the inevitable directive to ‘do more with less’ is not an impossible demand for an organisation doing effective process-based management.

World Class Education Outcomes
Your trainer, Roger Tregear, brings international thought leadership combined with the practical insights to allow you to make process-based management work in your organisation.

Local Network Connections
This seminar connects you with other analysts and managers with an interest in developing better process management practices using contemporary, proven approaches.

Who should attend?

The seminar is for anyone involved in the management and improvement of organisational performance or the analysis and design of business systems, especially those who have an interest in process-based management. Executives, managers, business analysts, process practitioners, supply chain managers, and anyone involved in the management and improvement of organisational performance, will gain valuable and practical insights from this seminar.

What will I learn in the seminar?

In a day packed with pragmatic wisdom and practical case study examples, you will learn:

  • How organisational strategy is executed via business processes
  • Why only cross-functional processes can deliver value (products & services) to customers
  • Why process-based management allows managers to focus on the things that really matter
  • How the process view provides an effective framework for business requirements analysis
  • How to build awareness of performance and quality in every person across the organisation
  • How the 7Enablers defines, measures, improves, and maintains organisation performance
  • Why continuous improvement needs both performance-driven and idea-driven pathways
  • How the Virtuous Circles sustain effective process-based management

The 7Enablers is a systemic framework for sustained transformative management, replacing ‘random acts of management’ with commitment to deliberate operational excellence.The 7Enablers is a systemic framework for sustained transformative management, replacing ‘random acts of management’ with commitment to deliberate operational excellence.

When and where?

23 August 2016 at QualiWare HQ at Ryttermarken 15 in Farum.

Participation

The course fee is 5000 DKK plus VAT (if applicable). The fee includes seminar participation, breakfast and lunch, course material, and an optional follow-up visit by a QualiWare BPM expert.

Register here.

Roger Tregear is a Consulting Director with Leonardo Consulting. He delivers BPM education and consulting assignments worldwide. Based in Canberra (Australia), Roger spends his working life talking, consulting, thinking and writing about the analysis, improvement, innovation and management of business processes.

How IT Can Enable Oil & Energy Firms to Survive the Oil Price Slump

Many firms in the oil sector are struggling due to the steep drop in oil prices.  Across the sector there has been a reduction in investment, and in many cases downsizing.  Planning for the future in these times can be tough, and changes need to be made in order to survive.  However, some firms are not only working on surviving but also putting themselves in a strong position to capitalise on opportunities when oil prices eventually rise and stabilise.  Furthermore, these firms are also making big changes towards digitalisation, and modernising the way they do business in spite of the slump.

Oil & Energy firms, both upstream and downstream, are typically highly complex.  Equipment, assets, process, systems, applications, broad webs of suppliers and customers, and a large and varied workforce are integral to keeping everything running at a profit.  Regulatory requirements are not getting looser but tighter, this all adds the huge running costs which do not get lower as the oil price does.

However, there are opportunities to be exploited.  The big question is how?

Align Business & IT

Oil & Energy enterprises will typically have thousands of applications, and the associated infrastructure to run and host these systems.  Therefore you should start by creating a common enterprise model accurately showing how IT systems support business processes and identify the need for process information and data.  From there, you can define the key applications for development and maintenance, and importantly, identify redundant and overlapping applications to be phased out.  This allows the enterprise to focus investments in the right areas.  Through this process, we’ve seen oil & energy enterprises save millions of dollars annually in support & maintenance costs.  Furthermore, it will allow you to focus important resources on developing a modern, digital enterprise architecture.

Adapt to New Digital Technologies

The downturn has brought forth many new technologies designed to improve efficiency and reduce costs. And they have already started making an impact.  Your firm will be looking into or already implementing new automation technologies, exploiting big data, or bringing in customer focused technologies such as multichannel marketing platforms.  Capital projects will still be a large feature, and ensuring all these projects run on-time and on-budget is not simple.

In order to bring in these new technologies successfully, different stakeholders and cross-functional teams will need to see how the solution fits with the current organisation, the changes that need to be made, understand the impact of change to mitigate risks.  Take your enterprise model and publish this to the web so everyone can see it.  Ensure those involved in change can access all the information they need to facilitate the transformation, and provide a platform for all parties to collaborate.

Set up for Rapid Reaction to Market Change

If the oil market picks up in the next 12-18 months, you need to be in a position to react rapidly to changes.  A well-defined company architecture, aligned to corporate goals will allow the organisation to react quickly when the time comes. This should include each employee having access to all the information they need to do their job, get trained, and understand how they fit into the wider context.

With the slump in oil prices continuing and no concrete timeline for when it will improve, can you afford to sit tight and hope for the best?  Or is it time to visualise the changes you need to make, and work together to transform your business?

Take a look at how Statoil save millions of dollars in annual IT maintenance, support and development costs through aligning IT and business.  Also at GKN/Volvo Aero, the savings were in excess of $1.5million a year.

QualiWare Conference Coming Up

On 5-6 May, at Axelborg in Copenhagen, we hold the QualiWare user community’s annual gathering. The two days are packed with keynotes, thematic sessions, and customer cases. And a game.

We have four keynotes:

We also have a wide range of sessions and workshops, and several customer cases including Maersk Oil, SOS, OMV, SDC, ATP, and Apply Sørco. See the full program here.

Seats are still available, and you can register here.