Assessment of Digital Maturity
Reputable industry studies seem to suggest that the Healthcare industry lags other industries in digital maturity by several years. Although regulatory requirements with respect to Patient information and health safety, are frequently cited as the primary reasons, massive consolidation in the US may have somewhat desensitized the industry to the importance of the customer experience, the main driver of digital transformation. According to Forrester, a research company, healthcare firms lag most other industries in adopting business technologies for improved customer engagement, although the picture is more nuanced when looking at the key healthcare subsectors: Medtech, Providers and Bio/Pharma (source: BCG, a consulting company). Medtech is understandably very much advanced with technology and software being the core of its business and its need to compete in a B2B marketplace. Bio/Pharma was much less advanced with 70% of firms being digital laggards (BCG) due in part to complex supply chains and protection in the US. Providers, which here includes hospitals, medical centers and insurers, were also very much behind. Overall, taking into account customer experience, operational excellence, and business innovation, the Healthcare Industry received a relative digital maturity score of around 58%.
Take a look what we are offering to you
Industry News & Views
Industry Q&A Forum
Industry News & Views
Take a look what we are offering to you
Digital Transformation in the Healthcare Industry - CASE STUDIES
Until recently, documenting pharmaceutical research was a painstaking, principally manual process of cross-referencing information in repositories of publicly available data and information published in scientific and medical journals with a company’s information from its own drug development and testing. The full drug development process took from ten to eighteen years with clinical tests costing $40,000 to $50,000 per patient.
A major international pharmaceutical research company focused on a full range of cancer treatments including acute myeloid leukemia (AML), needed a method for more quickly and accurately processing the massive amounts of data emerging from their own trials, from available research, and from the Cancer Cell Line Encyclopedia .
Cognizant’s AI & Analytics team applied its expertise in data science and analytics alongside their experience in the life sciences industry to build an automated process for analyzing data in pre-clinical trials research and during clinical trials specifically for one treatment for AML.
Using an Agile development model, Cognizant designed and built an automated pipeline that intakes this vast range of disparate data, normalizes it, performs analytical processing at blinding speed, and delivers easily understood reports on outcomes
The pharmaceutical company can now deliver to oncologists conducting trials for this specific treatment more accurate, informed recommendations on dosages cross-indexed to a staggering amount of information. This solution has trimmed up to four years from the process and offers savings of as much as 10% of total costs.
Kaiser Permanente (KP) is a $60B non-profit healthcare provider with over 180,000 employees and a unique, personalized approach to providing care to its over 11 million members.
But Kaiser was faced with the challenge of their patient populations of all ages demanding a more digitally-led approach to shopping, enrolling, and managing every aspect of care. Kaiser Permanente's goal to excel in quality and personalized service became increasingly challenging across their digital footprint when with the requirements of the Affordable Care Act (ACA) the member experience became more fragmented, complex and difficult to navigate. KP needed to transform their ecosystem into cohesive digital experiences that effortlessly service the needs of shoppers, members, and employees at every step, in any channel.
KP met with patients and business leaders from around the country to better understand their purchasing motivations during the phases of Discovery, Exploration, Engagement and Consideration, Comparison, and Enrollment. They then created, with the help of their Marketing Agency AMP, a communication strategy that embodied the ideals of their “Thrive” campaign ( “that all humans deserve the right to thrive - not just receive healthcare “).
AMP initially focused on the home page design and content for KP.org and the “Thrive” sites, developing the content strategy and ultimately building the new experiences. The new KP front door and Thrive landing pages made it easy for consumers to understand the benefits of care and coverage from KP, and helped folks find the best plan for themselves and their dependents. They highly-targeted media and content, bringing medical offices and centers into the process, targeting local consumers, and using the calendars of actual locations to invite would-be members to experience the KP difference firsthand.
In under a year, AMP worked to design a new online experience that combined KP’s core belief in personalized care in a digital world and created a seamless connection between patients and caregivers. The platform allows the KP community to connect online and ask and receiver answers to important questions. KP succeeded in delivering on the mission to provide a place for loving support to patients and families from experts and caregivers.
Source: Agency AMP
Once a collection of struggling hospitals in Massachusetts, Steward Health Care Network is now the largest private, for-profit hospital operator in the country. It has 36 community hospitals across nine states and the country of Malta, serving over 800 communities, with more than 40,000 employees.
Given the scale of its operations, Steward Health Care had much to gain by reducing patient length of stay at its facilities while ensuring optimal care. Having been at the forefront of using technology to make healthcare better, ideas coming from the leadership team within Steward needed to be given shape.
Rethinking patient management together with the healthcare and life sciences group at Insight, a global systems integrator of Insight Intelligent Technology Solutions™, Steward Health Care was able to identify and address crucial time gaps in patient care using the length-of-stay monitoring system, developed by Insight to accumulate data collected and analyzed from every department and health center.
The Microsoft Azure role-based access control and encryption provided HIPAA-compliant security in a unified data monitoring platform that leveraged real-time business data and analytics. Using this platform Steward Health Care was able to adapt its length-of-stay model to staffing as well to Transform Quality of Care with more Predictable staffing to, reduce operational costs.
The digital transformation of this aspect of patient management enabled Steward Health Care to capture new insights and transform them into actionable and role-based views and capabilities, which are impacting clinical performance, patient care and business success. Specifically, Stewart Health Care with the help of Insight achieved a 98% accurate prediction of patient load out to a week at a time thereby reducing patient length of stay by 1.5 days and also predictable staffing to reduce operational costs — saving millions of dollars per hospital, per year.
The Yield is an Australian agricultural technology company on a mission to transform food and farming practices by building secure, scalable digital technology to sense, analyse and predict on-farm growing conditions, and then deliver information in a usable format to help increase yield, reduce waste, mitigate the risk and cost associated with soil and weather and inputs. Partnering with Microsoft (Azure) and Bosch, Yield has received several innovation awards from Government and International organizations. Learn More..
Arriving to much fanfare, the X-35 concept first took shape in a 1997 government competition. The first F-35A rolled off the company’s Fort Worth production line for testing in 2006 and by 2011, the company was delivering aircraft. The F-35 program is one of the most high-profile in the storied history of Lockheed Martin, and over the past three years the company has faced tremendous internal and external pressure to cut costs and ramp production. Over the coming years, the success of mission-critical business systems on the F-35 production line will determine the program’s ability to deliver for customers
Over the more than 10 years since the initial buildout of the production line, the disparate software packages on the production line have grown to include over 80 homegrown applications for managing quality, maintenance, productivity and human resources among many other areas, forcing users to use multiple screens for a variety of operations, including the manual movement of data from one system to another.
To ramp up production the role of “digital manufacturing fellow” was created. It included responsibility to chart a path forward for the software to jumpstart the ramp up.The first hurdle was that many team members were hesitant to adopt new software and second, the team’s focus on feature and function comparisons rather than overall application and information architecture. As the team members ran into the types of starts and stops that are typical for any MES project, they fell into the classic pitfall of companies first starting with solution selection, when in reality that should be the endpoint. Many did not realize the wide scope of different applications that existed on the shop floor and had to be educated on how to use enterprise architecture to align technology with business goals.
Lockheed Martin senior management also retained LNS Research to define a scope for the project to align with industry best practices and standards for developing an automated interface between enterprise and control systems. The new practice area included business functions and technologies and put MOM software on an even playing field with other technologies like ERP. LNS Research introduced to company executives to its framework for digital transformation and recommended that the Lockheed Martin team should not start with solution selection, but rather take the strategic objectives already defined for the F-35 program and use them as the input for the enterprise architecture process that would provide a roadmap for the solution selection and adoption of both IT and OT, including MOM software.
Over the next year and a half, a grass-roots approach to drive the discipline of Enterprise Architecture across Lockheed Martin was adopted and implemented. With a robust enterprise architecture in place, the company now has the capability to ensure its manufacturing systems helps it get to where it needs to be.
Have a Burning Question?
Chances are someone has the answer! We invite you to post your question in our Q&A forum, where you can Categorize your question and tag it to one or more of the Digital Transformation related topics and apps.While we do not guarantee that another member will answer it in time for you, chances are good that one or more of us will.