Findes der millioner i velfærdsteknologi?
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Findes der millioner i velfærdsteknologi?

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Oplæg afholdt i forbindelse med InnovationX arrangement maj 2011. Innovation X er en fælles platform for erhvervs- og innovationsaktører i Nordjylland. Formålet er at give små og mellemstore ...

Oplæg afholdt i forbindelse med InnovationX arrangement maj 2011. Innovation X er en fælles platform for erhvervs- og innovationsaktører i Nordjylland. Formålet er at give små og mellemstore virksomheder, erhvervsledere og iværksættere et overblik over mulighederne for rådgivning, innovation og samarbejde.

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Findes der millioner i velfærdsteknologi? Findes der millioner i velfærdsteknologi? Presentation Transcript

  • S Casestory: Hvor er vejen til millionerne i velf"rdsteknologien? S%5,*3(4+-#&#*%2*1%&#.%.4*&BD(3#%FMN>3/D.0#%(1$$#%(,0% (4+%#$%34/4((1/$%5;3($+1*3#&%24*%&1.(3#%5,*3(4+-#> &#*8%"#$%=/#5%#.%$*:%&#*%2<*$#%&#+%5,&$%4+3*,.0%40%(4+% 015%.D%#*3#.&#/(#%40%3/1*#%1.5,(.,.0#*%6):%-54*%5#B#.% ,%-5#*$%21/&%,33#%0)*%-#.8%Y54*&1.%46/#5#&#%F.$#//,0#.$% *#/(#%12%(6<*0(+)/#.#P%9*%&#*%#$%+1*3#&%24*%4(%4+3*,.0% > &#*%1*=#B&#*%24*%1$%($<$$#%40%&5,3/#%&#$%.4*&BD(3#%FMN> #*-5#*58 O)/#$%-1*%5;*#$%1$%($D*3#%.#$5;*3#$%=/1.&$%5,*3(4+> -#&#*.#%40%1*=#B&#%243(#*#$%6)%1$%2)%(D./,00B4*$%&#% +/,0-#&#*%40%=1**,#*#*%&#*%#*%,%+1*3#&#$%24*%(.&-#&(>% &6#0#$%(4+%#$%5;3($+1*3#&%&#*%=*&#%/,00#%04&$% 24*%&1.(3%#*-5#*5(/,58%O#.%0<*%&#$%.%40()%&#$Z%9*%&#$% =1*#%1$%0)%,%01.0%+#&%1$%&D*3#%+1*3#&#$%40%($1*$#%(,.% “” 5#/2;*&($#3.4/40,Z%Y54*%($4*$%#*%&#$%40%-54*%/,00#*%&#$Z markedsfæste omkring velfærdsteknologi er $#3.4/40,>%40%6*4B#3$&5,3/,.0Z%@,/%+1*3#&#$%>%&*#5#$%12% klart øget a,3,%a,74/1(%b*,04*,4%-1*%0*;(3#%1.#*%W%&#$%12(/<*#*% 2*#+$,&#.(%=#-45%24*%(.&-#&(>%40%5#/2;*&(D&#/(#*%>%()% .15.#$%-*$,0$%W%+#.%&#*%#*%,33#%+#0#$%0*;(3%(4/%40% 1$4+1$,(3%)=.#%(,0%24*%G.Z% 51*+#%,%/2$#.%&#..#%2*#&10%24*+,&&10%,%Y1&(.&8%@,% #2$#*/1&#*%($<5*#0.#.%40%&#.%.45#+=#*0*)%-,++#/% Nyt marked stiller krav om ny viden &#.24*%40%0)*%,.&#.24*%-4(%G.%12%a4*&BD//1.&(%(+)%,.> F.$#//,0#.$%?D($#+(%/#5#*#*%(42$Q1*#%$,/%1$4+1$,(#*,.0(>% 40%($D*,.0((D($#+#*%$,/%,.&($*,#/%1.5#.&#/(#%40%-1*% a,3,%$10#*%,+4&%40%5,(#*%*.&$%,%F.$#//,0#.$%?D($#+(% 5;*#$%G.%12%,.,$,1$,5$10#*.#%$,/%%5,*3(4+-#&(.#$5;*3#$% -D00#/,0#%/431/#*%+#&%&(,0$%$,/%O1*,10#*%RB4*&8%Y1.% 24*%,.$#//,0#.$%/40,($,3%(4+%.%&*,5#(%,%*#0,%12%K*1,.(K(,> #*%G.%12%($,2$#*.#%40%1&+,.,($*#*#.&#%&,*#3$<*%24*%F.$#/> .#((8 /,0#.$%?D($#+(8%F.$#//,0#.$%?D($#+(%-1*%(1++#.%+#&% VF.$#//,0#.$%?D($#+(%#*%#.%/,//#%5,*3(4+-#&%40%5,%#*%&D=$% `%1.&*#%5,*3(4+-#&#*%&#/$10#$%,%#$%,.$#.(,5$%24*/<=%&#*% 12-;.0,0#%12%1$%5;*#%34**#3$%6/17#*#$%,%5;*&,3;&#.% (31/%12&;33#%5#B#.%,.&%$,/%5;3($+1*3#&#$%24*%5#/2;*&(>% ,%54*#(%6*4B#3$#*8%@,%#*%40()%12-;.0,0#%12:%1$%5,%-1*%#$% 40%(.&-#&($#3.4/40,8%R4*/<=#$%#*%=/#5#$%,5;*3(1$%40% 04&$%.#$5;*3:%&1%#.(%#0#.%4621$$#/(#%12%+1*3#&#$%40% 1**1.0#*#$%12%K*1,.(K(,.#((%>%F]N%a4*$-%"#.+1*38% 4+5#*&#.#.%04&$%31.%=/,5#%1/$%24*%#.($*#.0#$:%-5,(%+1.% K*1,.(K(,.#((%#*%#$%()31/&$%#*-5#*5(3/D.0#,.,$,1$,5:% #*%1/#.#%W%+1.%2)*%(,+6#/$-#.%,33#%&#.%=*#&&#%,%(,.%
  • c ,.&(,0$%(4+%#*%.<&5#.&,08%F(;*%,33#%-5,(%+1.%5,/% &,0$%(1+1*=#B&#8% 5,*3#/,0-#&#.8%O#.%1/#.#%5#B#.%-#*$,/%-1*%5;*#$% =#0,5#%(,0%,.&%,%#$%.D$%+1*3#&8V "#$%#*%(6;.&#.&#%4+%5,%31.%/<2$#%&#.%46015#% /;*#*,08%a,3,%b*,04*,4%34.3/&#*#*P "#*%#*%,%<B#=/,33#$%#$%#3($*#+$%243(%6)%$#3.4/4> 40%4+%5,%.%(#*%+#*#%#.(%6)%+1*3#&#$%24*%(.&> V"#$%-1*%B4%5;*#$%#.%2/&($;.&,0%($D*#$%6*47#(% 0,#*%40%/<(.,.0#*%&#*%31.%=,&*10#%$,/%/<(.,.0#.% -#&(>%40%5#/2;*&($#3.4/40,%.%-54*%5,%-1*%#$% 5,%-1*%5;*#$%,0#..#+%,.&$,/%.8%"#*%-1*%5;*#$% 12%&#$%&,/#++1%5,%(4+%(1+2.&%($)*%45#*24*P%5,% 2;//#(%*41&+168%"#$%5,/%5,(#%(,08%R4*%+,0%#*%&#*% (D./,0#%6*4&3$#*%#2$#*%-5#*%Q4*3(-46%40%&#$%#*% > ,.0#.%$5,5/%4+%1$%5,%.<&5#.&,05,(%+)%(1+1*=#B> +4$,5#*#.&#:%+#.%40()%#.%.<&5#.&,0%24*&(;$> 2;*&(D&#/(#*:%+#.%&#*%#*%2;**#%-;.&#*%40%*#(> &#%24*%1$%2)%#$%+#*#%($1=,/$%24&2;($#8V .,.0%24*%1$%5,%31.%=*0#%*#(/$1$#*.#%#2$#*2</0#.> (4*7#*%$,/%1$%/<2$#%46015#.8%"#$%#*%#.%&24*&*,.0% &#8%e#0%(#*%B4%#.%7-1.7#%24*%1$%5,%-4(%F.$#//,0#.$% -54*,%,.$#//,0#.$%/40,($,3%40%46$,+#*,.0(/<(.,.0#*% Et landskab for Sundheds! og velf"rds! ?D($#+(%31.%2)%#.%/1.0$%=#&*#%34++.,31$,4.% =<*%-15#%#.%7#.$*1/%6/1&(8 teknologi ,.$#*.$%40%#3($#*.$%4+3*,.0%54*#(%($*1$#0,(3#% R4*/<=#$%-1*%,0#..#+%X%,$#*1$,4.#*%0*1&5,($% *#$.,.0%W%+)(3#%31.%B#0%#.&&1%2)%&#%+#*#%$#3>Vejen ind til velf"rdsteknologien , er $#0.#$%#$%+#*#%40%+#*#%&#$1/B#*#$%=,//#&#:%(4+% .,(3%+4$,5#*#&#%%f.<*&#*f%$,/%1$%,.$#*#((#*#%(,0%24*%den der? 5,*3(4+-#&#*.#%-1*%3..#$%$10#%+#&%-B#+%40% 54*#(%24**#$.,.0(&5,3/,.0dV%0*,.#*%a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g%?.&-#&g%9.#*0,% =*0#*%5,%213$,(3%#.%&#/%3*;2$#*%6)%1$%$;.3#%40% 24*($)#/(#%24*%-51&%&#*%(31/%$,/%24*%1$%46.)%#$%+1*> H%24*(D.,.08% 1*=#B&#%+#&%$,.0#.#%6)%#$%($*1$#0,(3%.,5#18%@,% 3#&(2;($#%4+3*,.0%5#/2;*&($#3.4/40,%#*%3/1*$% F.$#//,0#.$%?D($#+(%/#5#*#*%,.$#//,0#.$#%/<(.,.0#*% -1*%$#3.,33#*%(4+%=1/1.7#&%(74*#71*&%,%5;*3> <0#$8%@,%-1*%40()%3..#$%*#35,*#*#%*#((4*7#*% $,/%($D*,.0:%&1$146(1+/,.0%40%5,(1/,(#*,.0%$,/% $<B(31((#.:%+#.%6)%4+*)&#$%24*%(.&-#&(>%40% 40%#3(6#*$5,&#.:%(4+%5,%(4+%#.3#/$>5,*3(4+-#&% 28#3(8%64($(4*$#*,.0:%1$4+1$,(3%/10#*($D*,.0%#//#*% 5#/2;*&(4+*)&#$%#*%5,%.<&$%$,/%1$%(<0#%#3($#*.#% 40%fF.$#//,0#.$%?D($#+(f%+)(3#%,33#%5,//#%$;.3#% 1$4+1$,(#*#&#%6*4&3$,4.(/,.B#*% 61*$.#*(31=#*%40%.#$5;*3%W%&#$%#*%/,&$%(5;*$%1$% 6)%1$%,.&&*10#8%R4*%#3(#+6#/%-1*%5,%5,1%,.&/;0% @,*3(4+-#&#.%-1*%S%1.(1$$#%(1+$%#$%1.$1/%2*##> =*1,.($4*+#%=1*#%+#&%(,0%(#/5dV 2*1%#3($#*.#%2)#$%#$%,.&0)#.&#%,.&=/,3%,%-54*&1.% /1.7#*#%$,/3.D$$#$8% a,3,%b*,04*,4%#*%40()%3/1*%,%+;/#$%4+%-51&%-1.% YB#++#(,&#P%QQQ8,.$#//,0#.$(D($#+(8&3% 6*4B#3$#*,.0#.%12%(6#*>(D0#-(#$%,%?3#B=D%#*% -15&#%12%24*5#.$.,.0#*%$,/%24*/<=#$P M4.$13$6#*(4.P%a,3,%a,74/1(%b*,04*,4:%..0h 24*/<=#$%40%-54*&1.%&=&(>%40%/#5#*1.&<*($*1> V"#$%#*%#.%&24*&*,.0%1$%-).&$#*#%34+6/#3(,$#$% $#0,#*.#%(#*%&%$,/%1$%24*+#%(,08%"#$%*41&+16% ,.$#//,0#.$(D($#+(8&3%i%`j!j%!!`X 40%5,%*,(,3#*#*%,33#%1$%(#%*,0$,0$%,%24*-4/&%$,/%+1*3#> 5,//#%5,%.43%(#/5%-15#%(5;*$%5#&%1$%$#0.#8V%(,0#*% &#$%40%&#%$#3.,(3#%/<(.,.0#*%5,%(31/%/#5#*#8%e#0% a,3,8 (D.#(%&#$$#%24*/<=%-1*%5;*#$%(6;.&#.&#%24*&,% 5,%-1*%5;*#$%S%5,*3(4+-#&#*:%&#*%(1++#.%(3//#% Bedre kommunikation er f%rste gevinst $#0.#%#$%2;//#(%*41&+16%24*%-54*&1.%5,%()%5#B#.% R4*/<=#$%#*%=/#5#$%12(/$$#$%+#&:%1$%-5#*%5,*3> 2*#+%40%-5,/3#%=1**,#*#*%5,%3..#%(#%W%40%,33#% (4+-#&%-1*%&1*=#B&#$%#.%24**#$.,.0(6/1.:%-54*% > *41&+166#$%24*%(.&-#&(>%40%5#/2;*&($#3.4/40,% 5;*3#$%>%+#&%#.%2;//#(%,.&(1$(%40%6)%#$%.#$*1/$% B4%()%-1*%(3//#$%($)%(,.%6*<5#%,%(,$%+<&#%+#&% 0*.&/10%>%3..#%(31=#%#$%2.&1+#.$%24*%2*#+$,>
  • kj Casestory: Der er ingen garanti for at ramme rigtigt igen( bare fordi man ramte rigtigt f%rste gang GateHouse A/S ved at det er risikofyldt at være en min- dre, dansk teknologivirksomhed. GateHouse har med succes placeret sig solidt i værdikæden omkring satel- litkommunikationsudstyr ved at lave noget af verdens bedste protokol-software. Men som projektudviklende teknologivirksomhed kender GateHouse alle de risici Vb1$#Y4(#%#*%B4%6)%04&$%40%4.&$%#.%6*;0#$%12%(,.% -,($4*,38%"1%+1.%,%(,.%$,&%$40%#.%=#(/$.,.0%4+%1$%(1$(#% 6)%6*4$434/(42$Q1*#%$,/%(1$#//,$34++.,31$,4.(&($D*%()% *,.0%,%5;*&,3;&#.:%(4+%+1.%(,&#.%-1*%3..#$%&=D0> 0#8%O#.%&#$%51*%40()%#.%=#(/$.,.0:%&#*%=/#5%$10#$%12% > “” konstatere at vi ikke har en kinamands chan- - der er forbundet med at skulle vælge projekter og tekno- 2):%5,(,4.;*#%40%-1.&/#3*12$,0#%6#*(4.#*8%O1*3#&#$%51*% logier. *#/1$,5%/,//#%+#&%2)%(6,//#*#%40%5;*&,3;&#*.#%51*%($1&,0% GateHouse har sammen med 7 andre logistikvirksom- .&#*%46=D0.,.08%F%&10%#*%=#$,.0#/(#*.#%1.&#*/#&#(8% hed tegnet et roadmap for adgangen til markedet for Y5,(%b1$#Y4(#%2T%5,/%#$1=/#*#%(,0%,.&#.24*%?.&-#&(>% Sundheds- og Velfærdsteknologi. Hvis der er et marked, 40%5#/2;*&($#3.4/40,%#*%5,%.<&$%$,/%1$%0)%1.&#*/#&#(%$,/% hvordan ser det så ud? Og hvilke teknologier og projek- 5;*3(8%O1*3#&#$%#*%1.&#*/#&#(:%5;*&,3;&#*.#%/,00#*% ter skal man som virksomhed satse på, hvis man skal 6)%3*D&(%40%$5;*(%40%,.$#*#((#.$#*.#%#*%+1.0#%40%-1*% trænge igennem? 42$#%+4&($*,&#.&#%,.$#*#((#*8 I denne case giver Kresten Tang Andersen, der er for- ?)%(#/54+%+1.%*1+$#%*,0$,0%(,&($#%#//#*%24**,0#%01.0:% retningsudvikler hos GateHouse, sine bud på hvad især ()%#*%&#$%,33#%0,5#$%1$%+1.%0<*%&#$%,0#.8V%(,0#*%M*#($#.% teknologi-virksomheder kan tage op af værktøjskassen Technology Roadmapping til at foretage bedre og mere V"#%(4/,&#%3#*.#34+6#$#.7#*%(4+%b1$#Y4(#%=#(,&> sikre valg af projekter og teknologier. &#*%4+3*,.0%(42$Q1*#&5,3/,.0%0#.#*#/$:%$*173,.0%40% 45#*5)0.,.0%-1*%+1.%5,1%Ij%0*1&#*(%(4.&#*,.0#*%(74> Succes med satellitter 6#$%+4&%#.%*;33#%24*(3#//,0#%&4+;.#*8%C2$#%#*%=#-4> O1.0#%5,*3(4+-#&#*%0<*%(,0%&#.%#*21*,.0:%1$%&#$%#*% *,0$,0%(5;*$%1$%5*&#*#%(,.%,.&(1$(%6)%#$%0,5#.$%+1*3#&% *,(3>+1.10#+#.$%0,5#*%*,0$,0%04&%+#.,.0%(1++#.%+#&% ,%24*-4/&%$,/%&#%$#3.4/40,#*%+1.%*)&#*%45#*8%9.%#*21*,.0% ,.$#//,0#.$%45#*5)0.,.0%12%,.2*1($*3$*%()(4+%6,6#/,.#(% b1$#Y4(#%40()%-1*%1.&#/%,P #//#*%-15>5,.&+<//#*:%-54*%b1$#Y4(#%31.%=,&*10#%+#&% (6;.&#.&#%/<(.,.0#*8%O#.%5,%-1*%,33#%1/$,&%&#$%2/&#%
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  • 1   Bent  Bilstrup  |  btb@lakeside.dk  |  23262229   1  
  • Erfaringer og resultater fra udarbejdelse af etRoadmap for Sundheds! og Velf"rdsteknologi Medico Sundheds-IT Omsorg Velfærd Barrierer: Barrierer: Barrierer: Barrierer: Høje krav til kvalitet, Stort ønske om Svær organisation af Rettet mod præcision, konsolidering navigere i slutbrugere, så hvor er cering af produkt distributionskanalen? og proces. Muligheder: Muligheder: Dyr special viden 2 dele: 1) 2 dele: administrative Muligheder (klinisk) Administrative systemer og systemer Få eller ingen systemer (EPJ og til styring og standarder eller Muligheder: personale/udstyrs planlægning af formelle krav Høj pris, loyale kunder administrative ressourcer (Smart Teknologisk platform og sikre værdikæder. systemer) 2) Fag- og planing) baserer sig på laboratorie-systemer Relativ lav teknologisk forbruger-elektronik Moderate krav til modenhed og slut-bruger cering og services standarder. Målgruppe: Målgruppe: Målgruppe: Målgruppe: Hospitalerne Regionerne Kommunerne Borgere og enkelt- afdelinger Kundegruppe: Kundegruppe: Kundegruppe: IT-chefer og IT-funktioner Borgere Kundegruppe: system- og (sekundært Specielle planlæggere planlægnings- visiterings- sundheds- funktioner ansvarlige) faglige, Aftagere Tid Proces roadmap: Forretning og Teknologi Kommercielt perspektiv Udvikling af: Services Produkter Forretning Teknologisk perspektiv
  • ! En kollektiv indsats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
  • J Baggrund & motivation "#$$#%*41&+16%#*%(31=$%6)%=100*.&%12%#$%24*/<=%(4+%,.,$,1$,5#$%K*1,.(K(,> Motivation .#((%-1*%1**1.0#*#$%40%217,/,$#*#$8%K*1,.(K(,.#((%#*%#$%6*,51$L422#.$/,0$%61*$> O4$,51$,4.#.%24*%-#/#%24*/<=#$%-1*%5;*#$%1$%12(<0#%40%&6#0#%#.%+/,0% .#*(31=%6)%FMN>4+*)&#$:%&#*%1*=#B&#*%24*%1$%($<$$#%40%&5,3/#%&#.%.4*&BD(3#% 6/1&(%24*%.4*&BD(3#%5,*3(4+-#&#*%+#&%#$%12(;$%,%&#*#(%.5;*#.&#%3#*.#> FMN>3/D.0#8%O)/#$%#*%1$%(31=#%,..451$,4.:%5;3($%40%1*=#B&(6/1&(#*%5#&%1$% 24**#$.,.0P%&5,3/,.0%40% 1*=#B&#%6)%$5;*(%40%(31=#%5,&#.&#/,.0%40%5,&#.(6*#&.,.08%K)&#%,+#//#+% Metode ,+6/#+#.$#*,.0%12%,.$#//,> *#0,4.#.(%5,*3(4+-#&#*%40%,+#//#+%24*(3.,.0(>%40%5,&#.,.($,$$,4.#*.#%40% 0#.$#%/40,($,3/<(.,.0#*8% 5,*3(4+-#&#*.#8%?#%+#*#%6)%-$$6PLLQQQ8=*1,.(=(,.#((8&38%R4*/<=#$%-1*% -12$%&#$%24*+)/:%1$%#.%0*66#%5,*3(4+-#&#*%2*1%*#0,4.#.%+#&%&01.0(> ?4+%,.&/#&.,.0%$,/%24*/<> Lære metoden 6.3$%,%&#*#(%.5;*#.&#%64(,$,4.%,.&#.24*%,(;*%/40,($,3>4+*)&#$%(3//#%.> =#$%=/#5%#$%,.&/#&#.&#% Metode, nye kontakter, &#*(<0#%+/,0-#&#*.#%40%5#B#.%,.&%$,/%#$%2*#+$,&,0$%+1*3#&%24*%6*4&3$#*%40% /431/$%V*41&+16V%/10$% støtte D&#/(#*%*#$$#%,+4&%(.&-#&(>%40%5#/2;*&(4+*)&#$8%R)%12%5,*3(4+-#&#*.#% 24*%0*66#.(%34//#3$,5#% -1*%,%&10%#$%24&2;($#%-#*:%()%24*/<=#$%-15&#%$,/%24*+)/%-*$,0$%1$%2)%(31=$%#$% 1+=,$,4.%24*%24*/<=#$8%O4> Metoden - 45#*=/,3%45#*%2#/$#$%24*%&#/$10#*.#8 $,51$,4.#.%2*1%&#/$10#*.#(% lære at kende Metoden (,&#%24*&#/#*%(,0%45#*%I% ?4+%+#$4&#%$,/%&#..#%12&;3.,.0%=/#5%$#%&()(*+,-(./0.11!*,&6#0#$% Samarbejde $#+1#*P%?#/5#%+#$4&#.% Afdækning af mellem Input til egen (4+%46/10$8%O#$4&#.%#0.#*%(,0%$,/%6)%34*$%$,&%1$%(1+/#%40%344*&,.#*#%13$,5,> om forsk- ningsverdens virksomheder At hver part forretningsud $#7-.4/40D%*41&+16> syn stemmer går hjem med vikling $#$#*.#%4+3*,.0%34*$/;0.,.0%12%#$%($4*$%24**#$.,.0(>%40%$#3.4/40,>2#/$%/,0#(4+% overens med én idé til industriens videreførelse +#$4&#.%-1*%#.%*;33#%=&%6):%-54*&1.%(1++#.-;.0#.#%31.%,//($*#*#(% (forretning, Input til 1.0,5#$%(4+%+4$,51$,4.(> netværk,...) løbende 40%5,(1/,(#*#(8%@,%-1*%#.&5,&#*#%45#*%&#%S%0#*%24*/<=#$%-1*%51*#$%3..#$% Nye strategi 213$4*%1/#.#8%?)%#*%&#*% markeds- Skabe ideer udvikling ,.&&*10#%#.%*;33#%*#((4*7#>6#*(4.#*%$,/%1$%0,5#%#$%,.&=/,3%,%+1*3#&(+;(> muligheder der er Øge (#/52</0#/,0%5*&#*,.0#.% værdifulde på samarbejde Input til egen (,0#%40%$#3.,(3#%24*-4/&:%&#*%-1*%=#$D&.,.0%24*%*41&+166#$8%RT%-1*%0*6> længere sigte roadmapping aktiviteter Frembringe af roadmap- 12%(#/5#%+1*3#&(64$#.$,1> dele som vi 6#.%2)#$%#$%,.&0)#.&#%,.&=/,3%,%6*4B#3$#*,.0#.%40%=D00#*,#$%12%G$%12%&#%.D#% Konkrete Nye kan genbruge /#$%24*%@#/2;*&($#3.4/40,:% brugbare markeds- (6#*(D0#-(#:%.#+/,0%&#$%&#*%(31/%/,00#%,%?3#B=D%5#&%U*-(8 resultater muligheder Ideer til Inspiration til &#/$10#*#%W%-#/&,0$%.438% videre arbejde fremtidig proces 9.&#/,0%#*%&#$%5,0$,0$%24*% Vurdering af markedspotentiale og perspektiv for Input og genbrug i eksisterende Velfærdsteknologi forretningsudvikling og strategi
  • Udfordringen  •  Forskellige  formål  /   agendaer  •  Indbyrdes  konkurrenter   på  nuværende  markeder  •  Dækker  forskellige  dele  af   Udnytte og kapitalisere på eksisterende viden værdikæden   Supra-organisatorisk mål-orienteret Intra-organisatorisk mål-orienteret•  Forskellige  Edshorisonter   roadmapping roadmapping Opsøge og udnytte Udnytte interne eksterne ressourcer ressourcer•  Vidt  forskellige  størrelse   Supra-organisatorisk sonderende Intra-organisatorisk sonderende og  modenhedsnivaeu   roadmapping roadmapping Søge ny og breddere viden
  • Rollen  for  roadmap-­‐processen  og   roadmappet  •  Faciliterende  ramme   Te r de kn•  Fokus  på  de  neutral   ar ol d og an ie St r fælles  dele   F)lles aktiviteter•  Tilpasset  input  El   " ( $r % " & $r ! " # $r virksomhedernes   forretningsudvikling   Pr od uk te r de r ke og ar se M rv ic es
  • X &#/$10#*.#%1$%&#%31.%=*0#%*#(/$1$#*.#%&,*#3$#%-B#++#%,%&#*#(%#0#.%($*1> $#0,>%40%24**#$.,.0(&5,3/,.08 Y51&%-1*%&#$%()%=#$D&#$%24*%24*/<=#$Z R4*%&#$%2<*($#%-1*%5,%,%24*/<=#$%=*0$%$,&%6)%V1$%$*;&#%$,/=10#V%40%(#%6)%40% 0*#=%40%&#%5;*3$<B#*%5,%-1*%=*0$%.&#*5#B(8 R4*%&#$%1.&#$%-1*%24*/<=#$%-12$%#$%+#0#$%3/1*$%(,0$#%6)%-#/#%$,&#.%1$%6*4&7#> *#%+#0#$%6*10+1$,(3#%40%6*13$,(3%1.5#.&#/,0#%6*4&3$#*8%RT%+1*3#&(+4> Nedenfor er selve forløbet vist i form af en tidslinie. &#//#*:%NC[?>1.1/D(#*%40%$#3.4/40,12&;3.,.0#*:%(4+%&#/$10#*.#%-1*%3.> Hver workshop sætter en iteration eller et sprint i .#$%$10#%+#&%-B#+%40%,.&2<B#%,%&#*#(%#0#.%24**#$.,.0(>%40%($*1$#0,&5,3/,.08 gang, der typisk forløber over 14 dage. 9.&#/,0%(4+%&#$%$*#&B#%-1*%24*/<=#$%(#/52</0#/,0%6*4&7#*#$%#$%roadmapP%#.% Modellen er inspireret af Scrum fra software-bran- chen, hvor man løbende itererer sig igennem opga- ($*3$*#*#$%40%(D($#+1$,(3%*1++#:%&#*%,//($*#*#*%&#%(1++#.-;.0#%&#*% verne i Sprints og vedligeholder en Product-log og en +)$$#%5;*#%+#//#+%24**#$.,.0(+;((,0#%&*,5#*#:%1.5#.&#/(#*%40%$#3.4/4> Product back-log. 0,#*8 det, som vi var interesserede i. Workshop 2 (WS2) 28/09/2010 "Det teknologiske landskab" - Know-how? - Primære og sekunddære teknologi-familier Workshop 4 (WS4) 02/11/2010 Efterbehandling WS3 "Vejen frem" 15/10/2010 - 29/10/2010 - Fremtidige markeder/services (Drivere, barrierer, muligheder) Workshop 3 (WS3) Efterbehandling WS5 15/10/2010 23/11/2010 - 30/11/2010 "Den kritiske sti" - Kritiske niveauer og tidsligheden (timingen) Workshop 5 - Præsentationsseminar (WS5)Udsendelse materiale kickoff (WS1) 23/11/201001/09/2010 Præsentationsseminar (åbent arrangement) Kick-off - Workshop 1 (WS1) 14/09/2010 Efterårsferie Afrapportering og kommunikation Kickoff - "Det strategiske landskab" - Know why? 18/10/2010 - 24/10/2010 01/12/2010 - Virksomhedsopfølgning Efterbehandling WS1 Efterbehandling WS2 Efterbehandling WS4 - Case- og referencemateriale 14/09/2010 - 21/09/2010 28/09/2010 - 05/10/2010 02/11/2010 - 09/11/2010 13/09/2010 27/09/2010 11/10/2010 25/10/2010 08/11/2010 22/11/2010 06/12/2010
  • Forløb Produkter Proces Metode Forl%b & metode R4*/<=#$%%-1*%24*+#$%(,0%(4+%#.%,$#*1$,5%6*47#(%+#&%#.%*;33#%Q4*3(-46(:% Iterativ O#$4&#.%&#*%#$%=/#5#$%=*0$%1$%1$%24*+#%24*/<=#$%#*%-#.$#$%2*1%]1+=*,0&#% &#*%+#&%24*(3#//,0$%243(%-1*%12&;33#$%4+*)&#$%24*%(.&-#&(>%40%5#/2;*&(> T-Plan ^.,5#*(,$#$8%O#$4&#.%#*%=/#5#$%31/&$%VN>_/1.V:%24*&,%+#$4&#.%1.=#21/#*%1$% $#3.4/40,P%&*,5#*#%24*%24**#$.,.0#.%40%+1*3#&#$:%$#3.4/40,#*:%($D*3#*%40% +1.%/<=#.&#%6#.&/#*#*%+#//#+%#$%24**#$.,.0(+;((,0$%#//#*%34++#*7,#/$% (510-#&#*%,%.5;*#.&#%64(,$,4.:%3*,$,(3#%.,5#1#*%#$78 6#*(6#3$,5%40%()%#$%$#3.4/40,(3%6#*(6#3$,58%R4*+)/#$%#*%1$%+1.%$5,.0#*%(,0% Scrum Y5#*%Q4*3(-46%-1*%.&#*%#.%45#*(3*,2$%5;*#$%#.%($*1+$%($D*#$%6*47#(:%-54*% (#/5%,.&%,%#$%+)(3#%51.$%6#*(6#3$,5%40%1$%+1.%,33#%/)(#*%(,0%21($%,%G$%6#*> 24*+)/#$%-1*%5;*#$%243(#*#$%6)%1$%2*#+=*,.0#%#$%0,5#.$%6*4&3$P%#$%-,#*1*3,% (6#3$,58 12%24**#$.,.0(&*,5#*#:%#$%$#3.4/40,>45#*=/,3:%#.%NC[?>1.1/D(#%#$78 N>#$%34++#*%,.&:%24*&,%&(5,.0#$%+#//#+%&#%$4%6#*(6#3$,5#*%#*%($4*$%,%($1*> R4*/<=#$%-1*%.&#*5#B(%2*#+(3122#$%#.%($4*%+;.0&#%=100*.&(,.24*+1$,4.% $#.%>%&#*%#*%($4*%&,5#*0#.(%>%+#.(%&#%$4%/<=#.&#%.;*+#*%(,0%-,.1.&#.8%"#% 40%=#(/$.,.0(($<$$#5;*3$<B#*:%(4+%#*%=/#5#$%($,//#$%$,/%*)&,0-#&%24*%1//#%&#/> 34.5#*0#*#*8%?#/5#%*41&+166#$%#*%()%&#.%#.&#/,0#%34.&#.(#*,.0%12%&#..#% $10#*#8 6*47#(8 Tid Proces roadmap: Forretning og Teknologi Kommercielt perspektiv Udvikling af: Services Produkter Forretning Teknologisk perspektiv
  • ` - indbudt eksperter og reviewere. Fase 2 TRM Workshops og dokumentation Fase 3 Fokus Fase 4 - Review og afrapportering Fase 1 Workshop #1 Workshop #2 Workshop #3 Workshop #4 Forberedelse kation af Prioritering og Kritiske niveauer, åbne Workshop #5 Vejen frem - den muligheder og kation af felter og GAPs V kke strategiske mulighed innovation nøgleteknologier "Hvordan kommer vi TRM "Hvad kan vi gøre?" "Hvor skal vi hen?" "Hvor er vi nu?" derhen?" Produkter Produkter Produkter Produkter Produkter Produkter Formål: Fokus på Formål: Mapping og Formål: Mapping og Formål: Workshopplan markedsafdækning: kation af kation af kritiske Kontekstualisering af Dokumenation og overordnede markeder nuværende, niveauer og GAPs der det generelle roadmap afrapportering til og applikationsområder eksisterende produkter/ skal lukkes før ind imod den enkelte virksomheder,Baggrundsleksikon samt hovedsegmenter services og fremtidige realisering er mulig kke styregruppe og(relevante analyser, og kundegrupper behov omverden etc.)
  • Fase 2 TRM Workshops og dokumentation Fase 2.1 - Fokus Fase 1 Workshop #1 Workshop #2 Workshop #3 Fase 3 Review og Forberedelse Identifikation af Prioritering og Workshop #4 afrapportering Kritiske niveauer, åbne muligheder og identifikation af Virksomheds-specifikke felter og GAPs innovation nøgleteknologier TRM "Know when?" "Know why?" "Know how?" Produkter Produkter Produkter Produkter Produkter ProdukterFormål: Den Formål: Fokus på Formål: Mapping og Formål: Mapping og Formål: Review hos relevanteoverordnede TRM markedsafdækning: identifikation af identifikation af kritiske Kontekstualisering af parter (branche org.,ramme, tidsperspektiv, overordnede markeder nuværende, niveauer og GAPs der det generelle roadmap leverandører,abstraktionslag, og applikationsområder eksisterende produkter/ skal lukkes før ind imod den enkelte forskningsmiljøer)identifikation af samt hovedsegmenter services og fremtidige realisering er mulig virksomhedsspecifikkegenerelle mega-trends og kundegrupper indenfor en given behov Dokumenation og tidsramme afrapportering til virksomheder, Baggrundsleksikon Afgrænsning af Mapning af primære Identifikations af Kritiske veje og styregruppe og (relevante analyser, fokus-område: og sekundære kritiske niveauer for kontekst for den omverden etc.) sundheds- og teknologier policy, markeder, enkelte virksomhed velfærdsteknologier teknologier udpeges Etablering strategisk Fokus-plan for hver TRM ramme samt Markedssignalement Opstilling af Centrale kritiske enkelt virksomhed: initielt roadmap for med væsentligste teknologier i business Tidsligheden i niveauer for den hvad er deres fokus, relevante standarder, applikationsområder case matrix: roadmappet afgøres enkelte virksomhed motivation og værdi? politiske tiltag etc beskrevet omstilling/drift identificeres (Policy & Society) Kommunikationsplan
  • k! AAL @Work AAL - Ambient Assisted Living AAL @Community Hvad er et roadmap? AAL 4Persons 9$%$#7-.4/40D%*41&+16%24*=,.&#*%$#3.4/40,%+#&%6/1./;0.,.0%40%$,+,.0%12% &#*%5#.&#*%46%40%.#&%6)%6*,4*,$#*,.0#*8%aD#%$#3.4/40,#*%/1.7#*#(%40%&#*%% 24**#$.,.0#.8%N,+,.0%,%24*-4/&%$,/%+4&#.-#&:%+1*3#&#*%40%,.5#($#*,.0#*%40% =D$$#(%4+%6)%+10$24*-4/&#.#%,%#//#*(%3#.&$#:%($1=,/#%+1*3#&#*%W%$;.3%=/4$% AAL (31/%0<*#%G.%,%($1.&%$,/%1$%3..#%45#*(3#%5,*3(4+-#&#.(%+/,0-#&#*%24*% 6)%-51&%&#*%(3#*%24*%+(,3>,.&($*,#.%,%&,((#%)*8 @Home 51/0%12%$#3.4/40,#*%40%+1*3#&#*8%"#$%#*%#.%6*47#(%40%#$%5;*3$<B%&#*%(31/% 0<*#%5,*3(4+-#&#*%,%($1.&%$,/%1$%(3,2$#%+#*#%#//#*%+,.&*#%5,/&#%0;$%&%+#&% Hvorn-r skal man lave sig et roadmap? AAL on_the_move a40/#%2)%.<0/#%,.&,31$4*#*%31.%5;*#%+#&%$,/%1$%(,0.1/#*#:%1$%&#*%#*%=#-45%24*% (1.&(D./,0-#&#.%40%7-1.7#.%24*%(77#(%40%+,.,+#*#*%*,(,7,8 1$%($D*3#%#.%5,*3(4+-#&(%61*1$-#&%45#*24*%2*#+$,&#.(%&24*&*,.0#*%40%($*1> $#0,(3#%=#(/$.,.0#*P Hvorfor lave et technology roadmap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g%&#%&,(*6$,5#%#/#+#.$#*%(4+%5,%,33#%24*&()% @,*3(4+-#&#.%($)*%24*1.%1$%(3//#%,.&46$10#%.D#%$#3.4/40,#*%40%34+6#> #//#*%3..#%24*&(#8%R,.1.(3*,(#*%#//#*%/431/#%4*01.,(1$4*,(3#%24*1.&*,.0#*% $#.7#*%$,/%#$%.D$%6*4B#3$
  • kI O1.%-1*%#.%-1*%#.%3/1*%5,(,4.%4+%5,*3(4+-#&#.(%6/1&(%40%*4//#%,%#$%2*#+$,&,0$% +1*3#&:%+#.%,.0#.%($*1$#0,%#//#*%6/1.%24*%1$%.)%&#*$,/ @,*3(4+-#&#.%($)*%+#&%($4*#%(,33#*-#&#*%4+3*,.0%-5,/3#%$#3.4/40,#*%40% 166/,31$,4.(4+*)&#*%2*#+$,&,0#%+1*3#&#*%5,/%#2$#*(6<*0#8%C0%,33#%+,.&($P% -54*.)*ZHvad giver et technology roadmap? > &#%-)*&#%40%=/<&#%$#3.4/40,#*:%&#*%#*%.<&5#.&,0#%24*%1$%,.&21.0#%2*#+$,&,0#%0#> 5,.($#*%40%+/,0-#&#*8 "#$%3..#%2T%($D*3#%6)%&#.%+)&#:%1$%&#$%0,5#*%5,*3(4+-#&#.%#$%5;*$<B%$,/%/<=#.&#% (4+%#.%,.$#0*#*#$%&#/%12%&#%/<=#.&#%6*4B#3$>13$,5,$#$#*%5#&%1$%=*0#%*41&+16(%,% &#.%,.$#*.#%40%#3($#*.#%34++.,31$,4.8%A41&+16(%,.5,$#*#*%$,/%&,1/40%40%#$%*41&> +16%=/,5#*%1/$,&%($D*3#$%5#&%1$%=/,5#%&24*&*#$8 9.&#/,0%#*%*41&+16(%#$%04&$%5;*3$<B%$,/%1$%(31=#%34.(#.((%,%#$%6*4B#3$%#//#*%4*01> .,(1$,4.8 Som inspiration tog forløbet ud- gangspunkt i roadmappet for Ambient Assisted Living, som er et resultat af ALLIANCE. Her er AAL-roadmappet - der er me- get omfattende - illustreret i et visuelt roadmap.
  • Roadmap linse Forst! og Samfund $ Marked $ industri $ Teknologikommunikere Informations# arkitektur Gra"sk og visuelt udtryk
  • kJ Resultater Funding Overblik Resultater & produkter nition af Markeds- velfærds- model teknologi R4*/<=#$%-1*%12(31//#$%#.%*;33#%6*4&3$#*%40%*#(/$1$#*8%C5#*4*&.#$%(#$% 93(#+6/#*%6)%&#%V51/#%6*464(,$,4.(V%#//#*%5;*&,2*#+(;$$#/(#*:%+1.% (31/%*41&+166#$%0<*#%&#.%#.3#/$#%5,*3(4+-#&%,%($1.&%$,/%=#&*#%1$%5*&#*#% (4+%5,*3(4+-#&%(31/%3..#%46($,//#:%24*%1$%2)%+1*3#&#$%,%$1/#8 (,.%24**#$.,.0(+;((,0#%,.&(1$(%-#.%,+4&%+1*3#&#$%24*%?.&-#&(>%40%@#/> Drivere 2;*&($#3.4/40,8%"#.%5#B%-1*%0*66#.%24*(<0$%1$%$#0.#%#$%*41&+16%,%24*+%12% Barrierer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en initielle fase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il generel vurdering og beslutningsst%tte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
  • k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ducerde gruppen denne ”sketch-up”. Den valg og barrierer, som man skal forbi. Fx skal man have funding i tanken til tu- ren? Skal man køre alene eller i et konsor- - nemlig den domæne-viden der tilsynela- sig inden for dette marked. Hvad med udbud og SKI nu hvor det er offentlige kunder etc. etc.
  • k Pres på arbejdskraft Drivere Brugerkrav Globali- Øge Drivere for velf"rdsteknologi sering livskvalitet hos de ældre og plejekræv- Stigende ende n.%12%&#%2<*($#%,$#*1$,4.#*%,%24*=,.&#/(#%+#&%1*=#B&#$%+#&%*41&+166#$%-15> konkurrence > på pleje &#%(4+%-45#&243(%1$%12&;33#%&*,5#*.#%24*%5#/2;*&($#3.4/40,8%Y51&%#*%&#$% 5#*#%#//#*%&24*&*#%&#.%$,/01.0%$,/%5#/2;*&($#3.4/40,:%&#*%#*%1//#*#&#%#*%/1.> &#*%V$*;33#*V%+1*3#&#$%40%1&46$,4.#.%12%/<(.,.0#*%40%$#3.4/40,#*Z 7#*#$%2*1%24*(3#//,0$%-4/&8%m5#/(#.%-#*%(3//#%1/#.#%0,5#%5,*3(4+-#&#*.#%#$% Spare og 9.%,.$#.(,5%Q4*3(-46%&&*40%1//#%&#%&*,5#*#:%(4+%0*66#.%3..#%,&#.$,> /1.0$%3/1*#*#%=,//#&#%12:%-51&%5#/2;*&($#3.4/40,%-1.&/#*%4+%40%$10#*%(,0$#% effektivisere #2$#*8%a#+/,0%&#$%=4*0#*.;*#%40%+/,0#%/<(.,.0#*%6)%#.%*;33#%($4*#%&#+4> +#&%#0.#%-D64$#(#*%40%#*21*,.0#*8%A#(/$1$#$%51*%#.%*;33#%&*,5#*>-,#*13,#*:% (4+%#2$#*2</0#.&#%#*%=/#5#$%*#6*;(#.$#*#$%,%&#$%(1+/#&#%*41&+168 "1%*41&+166#$%(#.#*#%,%6*47#((#.%5,($#%(,0%1$%=#5;0#%(,0%45#*%,+4&%% (.&-#&($#3.4/40,%40%(D0#-(>(#3$4*#.%5,1%&#.%46($,//#&#%+1*3#&(+4&#/%% m0#%/,5(351/,$#$#.%-4(%&#%;/&*#%40%6/#B#3*;5#.&# .D%13$1/,$#$%40%1*=#B&#$%+#&%1$%&1*=#B&#%40%&43+#.$#*#%&#+%34+%6/&> ?61*#%40%#22#3$,5,(#*# (#/,0$%&4==#/$%$,/=10#8 ?$,0#.&#%34.3**#.7#%6)%6/#B# b/4=1/,(#*,.0 K*0#*3*15 _*#(%6)%1*=#B&(3*12$ Y5#*%-45#&&*,5#*%#*%=/#5#$%D&#*/,0#*#%=*&$%.#&%24*%1$%2)%#.%($<**#%24*($)#/(#% 24*%&*,5#*#.(%V1.1$4+,V%40%&D=&#8%"#$%-1*%,(;*%5,($%(,0%.D$$,0$%1$%1*=#B&#%6)% &#..#%+)&#%+#&%&#%+#0#$%351/,$#$(=)*.#%&*,5#*#:%(4+%2T%1$%<0#%/,5(351/,> $#$#.%-4(%=*0#*.#%12%$#3.4/40,#.8%"#..#%&*,5#*%=/,5#*%.#++#*#%1$%1*=#B&#% > *#$8%RT%1$%<0#$%/,5(351/,$#$%31.%46.)#(%,0#..#+%<0#$%+4=,/,$#$:%,%1$%(31=#% $*D0-#&%,%1$%5;*#%-B#++#%40%,0#..#+%=#&*#%34++.,31$,4.(+/,0-#&#*8% "#*+#&%+)(3#%5;*#%,%($1.&%$,/%1$%.#&$4.#%2*D0$#.%24*%#.(4+-#&:%(4+%40()% ($)*%(4+%#.%7#.$*1/%&*,5#*8%
  • k`Driver hierakierne blevlavet i 2. iteration af for-løbet. Det er typisk her iforløbet at informations-mængden kan virke over-vældende og en anelseen intensiv eftermiddagefterlod store ark over-tegnede med noter ogoptegninger og vidnedeom gode diskussioner.Der forestod bagefter enstørre efterbehandling afmaterialet.
  • kS Målgrupper Markedet Kunde- grupper Markedet ! er det der? Markeds- model Medico A41&+166#$%40%&#%+1*3#&(+4&#//#*:%(4+%24*/<=#$%-1*%6*4&7#*#$:%$#0.#*% 3#&%,.&#.24*%&#/#%12%(.&-#&(4+*)&#$%40%4+(4*0(4+*)&#$8%"#$%#*%=#00#% Sundheds-IT #$%=,//#&#%12%#$%+#0#$:%+#0#$%&,22#*#.$,#*#$%#//#*%24*(3#//,0$%+1*3#&%40%(#0> 4+*)&#*%+#&%($4*#%/40,($,3+;((,0#%&24*&*,.0#*:%40%-54*%&#*%#*%#$%($4*$% +#.$#*8%"#%performance-faktorer &#*%0<*%(,0%0;/&#.&#%,%G$%+1*3#&((#0> 243(%6)%&*,2$%40%351/,$#$8%N#+1#*%&#*%/,00#*%,.&#.24*%3#*.#34+6#$#.7#*%24*% Velfærd > 4+*)&#$%40%&#$%#$1=/#*#&#%(.&-#&(5;(#.8%N,/%0#.0;/&%(#*%&#$%,33#%&%$,/% Omsorg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
  • •  Flere  ældre  •  Pres  på  finansieringen  •  Ændrede  familiemønstre  •  SEgende  og  villig  købekraR  El   velfærdsydelser  i  det  ældre  segment    •  Et  arbejdsmarked  med  flere  ældre  20   20  
  • Hypotesen  om  velfærdsteknologien   Øget  eRerspørgsel  på   velfærdsydelser   ErhvervspotenEalet  for   Velfærdsteknologier  og  -­‐ løsninger   Færre  Elgængelige   ressourcer  -­‐  arbejdskraR  og   kapital  21   21  
  • Lad  os  sæYe  lidt  tal  på...  22   22  
  • EUs  årlige   EU-­‐internt  IKT-­‐sundhedsudgiRer  (2007)   market  ≈  €1000  mia.   (esEmeret)  ≈  (Kilde:  AcceleraEng  the  Development  of  the  eHealth  Market  in    Europe,    eHealth  Taskforce  report  2007,  EU-­‐kommissionen)   €668  mia.     (Kilde:  EITO  -­‐  European  InformaEon   Technology  Observatory  2007   eHealth    marked   ≈  €20  mia.   (Kilde:  AcceleraEng  the  Development  of  the  eHealth   Market  in  Europe,    eHealth  Taskforce  report  2007,   EU-­‐kommissionen)  
  • Udviklingen  i  eksporten  af  velfærdsteknologier  og  -­‐løsninger  fra   OECD  landene  2000-­‐2006  (Mia.  kr.  og  Indekseret  2000  =  100)   Samlet  OECD  eksport  af   sundhedsteknologi   Andel  af  samlet  OECD-­‐eksport   Kilde:  Velfaerdsteknologi.nu   Bilag  5b  -­‐  analyse  og  barrierer  i  udnyYelsen  af  velfærdsteknologi  og  -­‐løsninger  24  
  • Et  ufortalt,  eksisterende  vindmølle-­‐eventyr?   Eksport  af  energiteknologi  og  -­‐ løsninger  i  2007  androg  kr.  51,2  mia.   Sundheds-­‐  og  velfærdsteknologi   androg  kr.  68  mia.  i  2007   hYp://www.velfaerdsteknologi.nu/381.aspx  25  
  • IKT  støYet  livsførelse  For  at  leve  et  uamængigt,  værdigt  liv  har  jeg  behov  for...   ...og  det  kan  disse  Eng  hjælpe  og  bidrage  med  ...trygge  og  sikre  omgivelser,  fred  i  sindet   ProakEve  omgivelser  via  sensorer  og  støYende  teknologi   Overvågning  af  fødeindtag,  hjælp  El  diæt  og  særlige  behov,  ...rigEg,  Elpasset  ernæring   intelligent  internet  shopping  ...kontakt  med  venner,  familie   Brugervenlig  kommunikaEonsmidler  og  -­‐veje  ...fysisk,  social  og  intellektuel  sEmulering   Lokale  akEviteter,  lokal  orientering   Tele-­‐pleje  via  kommunikaEons-­‐  og  sensor-­‐teknologi,  støYe  El  ...sundhedsydelser  i  mit  hjem,  komfort,  tryghed   sikker  selv-­‐medicinering  ...sikkerhed  for  at  relevante  plejeydelser  kan  leveres   KommunikaEon  med  plejepersonale  on-­‐line  og  off-­‐line  ...passende  besked  hvis   Eng  går  galt  (ikke  alarmer  -­‐  men   Respons-­‐  og  intelligente  sensor-­‐teknologier  -­‐  proakEv  varsling  påmindelser)   Bearbejdet  eRer:  AALIANCE  /  ICT  7th  European  Framework  Programme   Ambient  Assisted  Living   Roadmap   26  
  •  Produkter  eller  løsninger  hvis  Elsigtede  funkEon  kan  øge  effekEviteten  i  offentlige  pleje-­‐  og  sundhedsydelser,  og  som  dermed    potenEelt  er  arbejdskraRbesparende   27   27  
  • kc Medico Sundheds-IT Omsorg VelfærdBarrierer: Barrierer: Barrierer: Barrierer:Høje krav til kvalitet, Stort ønske om Svær organisation af Rettet modpræcision, konsolidering navigere i slutbrugere, så hvor er cering af produkt distributionskanalen?og proces. Muligheder: Muligheder:Dyr special viden 2 dele: 1) 2 dele: administrative Muligheder(klinisk) Administrative systemer og systemer Få eller ingen systemer (EPJ og til styring og standarder ellerMuligheder: personale/udstyrs planlægning af formelle kravHøj pris, loyale kunder administrative ressourcer (Smart Teknologisk platform Markedsmodellen derog sikre værdikæder. systemer) 2) Fag- og planing) baserer sig på oprindelige udgangs- laboratorie-systemer Relativ lav teknologisk forbruger-elektronik punkt med inspiration i Moderate krav til modenhed og slut-bruger roadmappet for Ambient cering og services Assisted Living, som standarder. EU!s 7. rammeprogram ALLIANCE-initiativ har publiceret. Én af poin- terne her er netop, at én af udfordringerne er det uhomogene marked og de vidt forskellige performance-parametre, der gælder indenfor hvert Målgruppe: Målgruppe: Målgruppe: Målgruppe: segment. Hospitalerne Regionerne Kommunerne Borgere og enkelt- afdelinger Kundegruppe: Kundegruppe: Kundegruppe: IT-chefer og IT-funktioner BorgereKundegruppe: system- og (sekundært Specielle planlæggere planlægnings- visiterings- sundheds- funktioner ansvarlige) faglige, Aftagere
  • !j SWOT Styrker Svagheder TOWS ! de strategiske valg Interne styrker - Strenghts Interne svagheder – Weaknesses Eksterne muligheder – Opportunities Eksterne trusler – Threats Sundheds- og velfærdsvæsenet Marked% Nye ”kunder” Marked @#/&5,3/#$%5#/2;*&((D($#+ Y1*%5,%45#*-45#&#$%#.%V(/$>=*0#*V M*15%2*1%=*0#*#%oE,5(351/,$#$p ?$4*#%($*3$*#//#%24*(3#//#%,%&#%.1$,4.1/#% Muligheder Trusler ^.,3%5;*&,3;&#%,%(.&-#&(5;(#.#$%,%"M% F33#%*#6*;(#.$#*#$%,%#3(,($#*#.&#%5;*> O#0#$%V.&#*(<0#.&#V%3.&#*%W%5,//,0#%$,/% +1*3#&#* o_*,+;*>(#3.&;*>$#*$,;*%(#3$4*p &,3;&#* $#3.4/40, ^&(,0$%$,/%./>5;3($%,%&#$%422#.$/,0# K#5,&($-#&%4+%1$%.D#%$,.0%(31/%$,/ @,%$1=#*%+1*3#&(1.&#/#%(#$%,%#$%C9]"> +4&%5#/2;*&($#3.4/40, Finansiering 6#*(6#3$,5 OPS U=.,.0%24*%=*0#*=#$1/,.0%40%2*#++#&% K#$1/#*%40%24*=*0#*%,33#%&#.%(1++# A1++#*%24*%C_?%$,/($#&# > _4/,$,(3%+1*3#&(6/1&( R.&,.0%$,/%$,&/,0#%6*4B#3$21(#* ?$4*#%=1**,#*#*%,%C_? 24.&#p q"#%($4*#%34++#*%W%-54*.)*%34++#*%&#ZV R4*%2)%61((#.&#%,..451$,4.(+4&#//#* M*15%$,/%&#$%422#.$/,0# O1.0/#.&#%*,(,34>5,//,0-#& Erhvervsmæssige M*15%4+%46$,+#*,.0 @,*3(4+-#&#*%(#*%(,0%=/,.&#%6)%C_?%40% 9*-5#*5(+;((,0%($D*3#64(,$,4.%,.&#.24*% Kritisk masse ?$4*#%,.7,$1+#.$#*%24*%$#/#>71*#%o1.$1//#$%12% 2.&,.0%W%.)*%&#%=1*#%3..#%0<*#%&#$ 5#/2;*&($#3.4/40,#*%40%W%/<(.,.0#* O1.0#%(+)%5,*3(4+-#&#* /,00#&10#%(31/%.#&p A#0,4.%?D&%#*%/<=#$%+#&% 9*-5#*5(64/,$,(3%5#/5,/B# Jj%+,18%3*8%12(1$%$,/%(D0#-(%=D00#*%o!jr% V5#/2;*&($#3.4/40,V>&10(4*&#.#.%,%"M Finansiering $,/%$#3.4/40,p 93(,($#*#.&#%5;*&,3;&#*%.&#*%46=*& For lidt innovation "#%=#24/3.,.0(+;((,0#%;.&*,.0#*:%&#.% K*0#*.#%46/#5#*%,33#%#$%5#/2;*&(/<2$% Omkostninger Marked under opbygning o351/,$#$p 4(%$,&/,0#*#%#.&%54*#(%q+1*3#&#*V%o"#$% R4*%&D*#%/<(.,.0#*%&#*%34++#*%2*1%(.&> F.$#*.1$,4.1/$%+1*3#& C6015#0/,&.,.0%,+#//#+%&#%(.&-#&(21> -#&(L+#&,74>5#*&#.#.%W%&D*#%/<(.,.0#*% b4&#%24*&(;$.,.0#*%W%"M%#*%3#.&$%F% 0/,0#%24*-,.&*#*%.D#%/<(.,.0#*%L%,.(,($#*#.% ,.&%,%#$%/15>6*,(%+1*3#& &#$$#%+1*3#&%24*%54*#(%5#/2;*&((D($#+ 6)%2100*;.(#*% Kunden ?$4*%422#.$/,0%(#3$4* R43(%6)%(/$>3.&#. ?$;*3%24*(3.,.0 Fragmentering Y<B$%1+=,$,4.(.,5#1%24*%V3.&#*.#V%W%5,/> Y<B%34+6/#3(,$#$%,%6*47#((#.%W%$D3$% q"#%($4*#%34++#*%W%-54*24*%34++#*%&#ZV O1*3#&(2*10+#.$#*,.0 /,0-#&%$,/%=#-1.&/,.0%40%&#*+#&%,.5#($#*> &4+;.#>5,&#.(/10 R*10+#.$#*#$%=*1.7-# ,.0 O1.0/#.&#%3#.&(31=%$,/%ON@ Politisk ?$4*%64/,$,(3%5#/5,/B# F.0#.%($1.&1*&,(#*,.0 O4&.,.0($13$#.%#*%24*%/1.0(4+
  • !kS:O , MaxiMaxi: Brug styrker til at mak! S:T , MaxiMini: Brug styrker til at mini!simere muligheder! mere trusler! R43(G*%6)%&#$%.1$,4.1/#%+1*3#& Analysen af virksom- K*0%C_?%40%2.&,.0%$,/%1$%/;*#%3.&#.%40%&#.% > hedsgruppen og regio- nens styrker, svagheder, &#%166/,31$,4.(>%40%$#3.4/40,>4+*)&#*%&#*%31.% muligheder og trusler > +,0*#*#(%#//#*%$,/61((#(%5#/2;*&(4+*)&#$ blev brug i en traditionel *,.0(+/,0-#&#*%40%&#%#*-5#*5(+;((,0#%($D*3#*% C6(<0%40%&.D$%&#.%#*-5#*5(64/,$,(3#%5#/5,/B# hvor en kombination af +1$7-#* R4*+/G*%#.%#0#.%W%*#0,4.1/%W%243(#*#$%5,.3#/% styrker, svagheder etc. 6)%5#/2;*&($#3.4/40,%o2T%VF.2*1($*3$*%$,/%2*#+$,> kan give et ret klart bil- +1*3#&#$%W%4+0)%#3(,($#*#.&#%5;*&,3;&#* &#.(%5#/2;*&($#3.4/40,(3#%(#*5,7#(Vp led af hvilke strategiske aktiviteter, der kunne ^&.D$%&#.%,.&($*,#//#%#*21*,.0(6/1$24*+%o5(8%&#.%,% A#0,4.%O,&$:%&#*%#*%=1(#*#$%6)%(42$Q1*#>,.&($*,> #.p "M%(4+%$#($>71(#%/1.& A#0,4.1/$%$#($>7#.$#*%oZpW:O , MiniMaxi: Minim.r svagheder W:T , MiniMini: Minim.r svagheder ogved at ops%ge muligheder! undg- trusler! F.&0)%(1+1*=#B&#%+#&%($4*#%/#5#*1.&<*#*%(4+% W%7#.$*1/%34.3**#.7#>%40%&,22#*#.$,1$4*>213$4*8% B.,4*>61*$.#* E15%+,.&*#%$,/61(.,.0(6*4B#3$#* C_?p C6$,+G*%/;*,.0#.%2*1%&4+;.#>4+*)&#$ 40%6*;(#.$G*%&#+%24*%&#%422#.$/,0#%3.&#* K,//,00<*%6*4&3$#$L(#*5,7#. R,.&%61*$.#*#%40%,.&0)%61*$.#*(31=#*%24*%1$%$,/> =D&#%+#*#%#.&%G$%#//#*%2)%/#&%,%5;*&,3;&#. ?$&G*%*#/#51.$#%ON@f#*%40%+,.,>ON@f#* > > ($*3$*%40%34++.,31$,4.
  • !! Drivere Super- sygehus Projek- tering Organi- sering Super!sygehusene , et lokomotiv? Kendskab til domæne Strategi for Teknologi udbud horisont b*66#.%=10%*41&+166#$%&,(3$#*#&#%$,&/,0$:%1$%&#*%=*&#%/,00#%#$%64$#.> $,1/#%,%&#.%+1((,5#%,.5#($#*,.0%,%#$1=/#*,.0%12%&#%.D#%(6#*>(D0#-(%W%,(;*%,% ,%=#$*10$.,.0%$,/%,%24*=,.&#/(#%+#&%&#%#.3#/$#%&=&8%?)/#&#(%6/1./;0> Økonomi (D0#-(>=D00#*,#$%,%?3#B=D%12%"#.%aD#%^.,5#*(,$#$(-4(6,$1//%o"a^p%$,/%1$% 0#*%+1.%1$%3<*#%&#%2<*($#%/#5#*1.&<*>,.24*+1$,4.(+<&#%,%!jkk%/,0#(4+% 0,5#%#.%0#.#*#/%4*,#.$#*,.0%4+3*,.0%6*4B#3$#*,.0(6*47#((#.%40%-54*&1.% &#%2<*($#%&#/>&=&%$,/%*)&0,5.,.0%6)%6*4B#3$#*,.0#.%24*5#.$#(%1$%24*/<=#% +1.%24*5#.$#*%&=&(24*/<=#$%34++#*%$,/%1$%5;*#8 ,%!jkk8%E40,($,3%&#/#.%24*5#.$#(%1$%5;*#%#$%()31/&$%2.3$,4.(&=&%,% "#$$#%-1*%0,5#$%+1$#*,1/#%$,/%#$%/,//#%(=>*41&+16%24*%(D0#-(>=D00#*,#$%,% !jk!8%Y45#&&=&&#$%24*5#.$#(%2<*($%,%!jkI8 ?3#B=D%40%&#%*#/1$#*#&#%13$,5,$#$#*8%Y45#&64,.$#*.#%4+3*,.0%&#$$#%#*P b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r%4+%)*#$%,.&$,/%+1.%.)*%#$%/<2$%6)%#22#3$,5,(#*,.0#.%6)%,1/$%Sr8%O1.% 24*5#.$#*%()/#&#(%40():%1$%&#*%3.%#*%!LI%12%&#$%.5;*#.&#%1.$1/%(#.> 0#6/1&(#*%$,/%($#&#%#2$#*%#$1=/#*,.0#.%12%"#$%aD#%^.,5#*(,$#$(-4(6,$1/ K#(/$.,.0(6*47#((#.%#*%/1.0%40%34+6/,7#*#$%W%&#$%#*%2T%,33#%#.3#/$%1$% +1*3#&(34++.,31$,4.8 "#*%#*%#.%(31*6%&#/,.0%+#//#+%1./;0>%40%&*,2$(=&0#$:%(4+%,33#%#*% 5;(#.$/,0%,%#.%/40,($,3>34.$#3($:%-54*%.#$46%&*,2$(1(6#3$#$%2D/&#*%24*> -4/&(5,(%+#0#$8
  • !IDe nye supersygehuse erlokomotiv for Sundheds-Under alle omstændig-heder er de et oplagtlogistik-virksomheder,fordi der er store interneog eksterne logistikopga-ver omkring et hospital. -dan ét af sygehusbygge-denne udfordring.
  • !J Forretnings- model Nøgle- aktiviteter Værdifrem- sættelse Nøgle- partnere Forretningsmodellen for Velf"rdsteknologi? Nøgle- ressourcer Kunde- relationer Kost-struktur 9.%&#/%12%*41&+166#$%-1*%5;*#$%1$%46($,//#%#.%+/,0%24**#$.,.0(+4&#/%24*% =#0*.&#/(#*%24*%D&#*/,0#*#%24**#$.,.0(&5,3/,.0%,%*#$.,.0%12%(.&-#&($#3.4> Kunde- segmenter ?.&-#&(>%40%@#/2;*&($#3.4/40,8%"#$$#%-1*%5;*#$%#.%,.&,5,&#/%13$,5,$#$%24*% /40,8% Kanaler 5,*3(4+-#&#*.#%+#.%#.%0#.#*#/%+4&#/%#//#*%*1++#5;*3%#*%=/#5#$%,.$*4&> 7#*#$%.&#*5#B(8 Indtægts- R4*%&#$%2<*($#%-1*%0*66#.%-12$%24*(3#//,0#%5;*3$<B#*%$,/%*)&,0-#&%$,/%1$% strømme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
  • !XThe Business Model Canvas Key Key Value Customer Customer Partners Activities Proposition Relationships Segments Key Channels Resources Cost Revenue Structure Streams Som en støtte til den videre for- retningsudvikling har gruppen ”mini-forretningsmodeller” med udgangspunkt i den pragmati- ske tilgang som er beskrevet i ”Business Model Generation” af Alexander Osterwalder & Yves - ende skabelon er uddraget og illustreret med post-its som et resultat af en af forløbets work- shops.
  • ! Regionale og EU-midler gennem Vækstforum Nordjylland Fornyelses- fonden Funding Anvendt Højteknologi Borgernær fonden Teknologi Finansiering af projekter ! funding Adgangs- (ABT) krav "#*%#*%.&#*5#B(%,%24*/<=#$%=/#5#$%/15#$%#$%0#.#*#/$%*41&+16%24*%2.&,.08% Finansierings- grad Ambient Innovations- Assisted > Living (AAL) konsortier 24*+#%24*%#$%422#.$/,0$>6*,51$%(1+1*=#B&#8 > Finansierings- grad /,0$>6*,51$%(1+1*=#B&#%oC_?p:%+#.%&#$%#*%40()%#.%2;//#(%5*&#*,.0%=/1.&$% Adgangs- krav &#%&#/$10#.&#%5,*3(4+-#&#*:%1$%&#$%$D6,(3%#*%/1.0$%&#.24*%&#*#(%*;33#> 5,&&#%1$%2)%1&01.0%$,/%&,((#%+,&/#*%40%2)%#$%$,/2*#&(($,//#.&#%&=D$$#8 "#$%#*%#.%/,&$%61*1&43(1/%34.3/(,4.:%&1%5,*3(4+-#&#*.#%/,00#*%,%#.%*#0,4.:% ^.,5#*(,$#$%W%40%-54*%&#*%#*%&+;*3#&#%24*+#//#%40%6#*(4./,0#%*#/1$,4.#*% kr. 2.848.000.000,- Forebyggelsesfonden +#//#+%=)&#%5,*3(4+-#&#*.#%40%5,&#.(,.($,$$,4.#*.#8%M4.3/(,4.#.%6#0#*% 410 mio. kr. 2010 .43%+#*#%,%*#$.,.0%12:%1$%5,*3(4+-#&#*.#%,33#%(#*%(,0%(4+%&#.%&21*#.&#% Innovationskonsortier 3*12$%,%#$1=/#*,.0%12%C_?%40%&#*+#&%&#$%46(<0#.&#%1*=#B&#%,%24*-4/&%$,/% 130 mio. kr. 2009 > 0*1&#.%#*%24*%-<B%24*%5,*3(4+-#&#*.#:%+#.(%&#%V*,0$,0#V%6#.0#%$,/%$#3.4> Innovationsnetværk /40,&5,3/,.0%40%46$,+#*,.0%#*%+,.&*#%*#/#51.$#%,%24*-4/&%$,/%(.&-#&(>%40% 120 mio. kr. 2010 5#/2;*&($#3.4/40,:%-54*%&#$%+)(3#%+#*#%#*%+1*3#&(&5,3/,.0%40%24**#$> Højteknologifonden .,.0(,..451$,4.%&#*%(31/%$,/%#.&%*)%$#3.4/40,&5,3/,.08 520 mio. kr. 2010 Det strategiske forskningsråd ABT Fonden 1.1 mia. kr. 2010 433,6 mio. kr. 2010 - - Erhvervs Ph.D. ordningen 135 mio. kr. 2010 forhold til anvendelse og sigte. Forskning Udvikling Demonstration Implementering Optimering 2
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