Richard Corbridge, the dynamic and innovative CIO for the NIHR Clinical Research Network, has brought significant and successful business change across health and clinical research. He has strong beliefs that technology and information can have a significant positive impact on the way healthcare is delivered. Richard will be reaching for his crystal ball and talking about service management in 2030!

1. Service
Management
in
2030:
An
Event
Horizon
How
to
service
manage
the
hoverboard!
Richard
Corbridge:
Chief
Informa3on
Officer
richard.corbridge@nihr.ac.uk
@R1chardatron
www.richardcorbridge.com

2. Agility
–
React
to
the
next
trend
Skills
–
Customers
as
fans
Complexity
–
See
the
wood
for
the…
Back
to
Basics
–
Why,
oh
why,
oh
why?
What
needs
to
be
service
managed
in
2030!
2
Agenda

3. The
Event
Horizon
In
layman's
terms,
it
is
defined
as
"the
point
of
no
return”,
the
point
at
which
the
gravita3onal
pull
becomes
so
great
as
to
make
escape
impossible.
An
event
horizon
is
most
commonly
associated
with
black
holes.
Light
emiXed
from
beyond
the
event
horizon
can
never
reach
the
outside
observer.
Likewise,
any
object
approaching
the
horizon
from
the
observer’s
side
appears
to
slow
down
and
never
quite
pass
through
the
horizon.

5. How
does
this
effect
Delivery?

6. How
does
this
effect
Technology?

7. How
does
this
effect
Service
Delivery?

8. Research
Lag

9. Availability
of
wellness
iinnffoorrmmaa@@oonn
Current
Future
Impact
informa@on
can
have
on
care
Wellness
scale
informa@on
Time
stalls
for
no
one…

10. Time
stalls
for
no
one…
“
…from
our
analysis
of
CVD
guidelines
and
from
previous
studies,
we
assume
a
mean
lag
between
research
and
impact
for
CVD
treatments
of
between
10
and
25
years,
with
a
central
es3mate
of
17
years”
Medical
Research:
What’s
it
worth?
Es@ma@ng
the
economic
benefits
from
medical
research
in
the
UK
Health
Economics
Research
Group
(HERG)
Brunel
University
Office
of
Health
Economics
(OHE)
RAND
Europe

11. Time
stalls
for
no
one…
Marty
–
Wait
a
minute
Doc,
are
you
telling
me
that
you
built
a
3me
machine
out
of
a
DeLorean?
Doc
–
The
way
I
see
it,
if
you’re
gonna
build
a
3me
machine
into
a
car,
why
not
do
it
with
some
style?

12. Back
to
Basics

13. Why,
oh
why?
Hummingbird
–
Small
and
perfectly
formed,
agile
and
ready,
free
and
easy!
Elephant
bird
–
All
encompassing
and
lumbering,
scary
and
hard
to
confront,
ex3nct!

14. Complexity…

15. Wood
and
trees!
Is
service
management
complex?
8
out
of
10
board
members
think
so

16. Wood
and
trees!
The
world
is
complex,
service
management
needs
to
be
about
de-­‐mys@fying
the
world…
Volume of data
Consumerisation of the estate!
Size of the estate
Always on
Actionable insight
Veracity of data

17. Catalogue
it
all?
Catalogue
the
internet
of
things….
…Like
trying
to
count
the
stars!

18. Systems
and
Informa3on
to
support
delivery,
making
connec3ons
adds
value…
Chief
Design
Officer
at
Philips
-­‐
‘Revenue
will
no
longer
come
from
products,
it
will
come
from
the
connec3on
of
products
to
informa3on
and
the
opening
up
of
that
informa3on.’
18
Connected

19. D
i
g
i
t
a
l
D
e
l
u
g
e

20. Skills

21. Evangelist
Pragmatist
Sceptic
21

22. Ç√
Evangelist
The
“Yes
I
get
to
wear
pink”
face!
+
Enthusiasm
for
informa3on
–
Technology
first
+
Lead
the
way
–
Evangelise
to
the
point
of
eulogy
+
Learn
lessons
for
others
22
Perfect SDM

23. Sceptic
The
“Brown
top
and
black
trousers”
face!
+
Focus
on
benefits
–
Suspicious
of
change
+
Believable
advocate
–
Quick
to
see
the
nega3ve
+
Realis3c
–
Slow
to
adopt
any
solu3on
Perfect
Problem
Manager
23

24. Pragmatist
The
“Apron
and
rubber
gloves”
face!
+
Considers
the
how
–
Wants
all
the
detail
now
+
Considered
–
Frustra3ng
for
other
types
+
Apply
lessons
for
others
24
Perfect Release
Manager

25. §
Agility

26. Faster,
seamless…
Fast releases
Fast failures
Fast fixes!
But
if
something
goes
wrong
then
what…
But
if
something
goes
wrong,
then
what…?

27. Back
to
Basics:
SM
process
is
here
to
stay
Back
to
Basics:
Understand
the
impact
on
the
whole
business
model
Agility:
Service
can
keep
pace
with
innova3on
Complexity:
Appropriate
size
of
service
management
is
key
to
wining
hearts
and
minds
Agility:
Learn
from
new
ways
of
working,
but
be
considered
in
adop3on
Skills:
Fans
of
service
management
can
lead
the
way
Conclusion