A cognitive computing system like IBM Watson has the potential to transform the healthcare industry by enabling enhanced patient care, advanced discoveries, and better decision making. Cognitive systems can analyze large amounts of data to identify patterns and insights that humans may miss. The healthcare industry faces challenges from factors like rising costs, regulatory complexity, and a shortage of skilled workers. Cognitive computing can help healthcare organizations improve their abilities to engage with patients, discover new insights from data, and make personalized, evidence-based decisions.
Using technology-enabled social prescriptions to disrupt healthcareDr Sven Jungmann
As chronic diseases are increasingly straining healthcare systems, social factors are gaining importance. Since the birth of social medicine (19th century), we saw many failed attempts to beat the dominance of the biomedical model. Social prescriptions have come, raising hopes that non-biomedical solutions will improve outcomes and optimise resource use. Social Prescriptions connect citizens to support to address social determinants of health and encourage self-care for physical and mental health. Social prescriptions can make us healthier cheaper and with fewer side effects than most drugs. Social prescriptions can become a disruptive force as they can be personalised, improve lifestyle-related diseases, and support non-biomedical issues affected by social determinants of health.
The promise of artificial intelligence (AI) in health care offers substantial opportunities to improve patient and clinical team outcomes, reduce costs, and influence population health. Current data generation greatly exceeds human cognitive capacity to effectively manage information, and AI is likely to have an important and complementary role to human cognition to support delivery of personalized health care.1 For example, recent innovations in AI have shown high levels of accuracy in imaging and signal detection tasks and are considered among the most mature tools in this domain.2
However, there are challenges in realizing the potential for AI in health care. Disconnects between reality and expectations have led to prior precipitous declines in use of the technology, termed AI winters, and another such event is possible, especially in health care.3 Today, AI has outsized market expectations and technology sector investments. Current challenges include using biased data for AI model development, applying AI outside of populations represented in the training and validation data sets, disregarding the effects of possible unintended consequences on care or the patient-clinician relationship, and limited data about actual effects on patient outcomes and cost of care.
White Paper - Building Your ACO and Healthcare IT’s RoleNextGen Healthcare
The tools needed to capture, organize, and share healthcare data are truly evolving at the speed of light. Patient Centered Medical Homes play a vital role in the path toward accountable care and technology, staff, and workflow transformation are necessary to achieve PCMH recognition. This transformation allows healthcare providers to deliver higher quality coordinated care by streamlining and rationalizing the patient experience.
Using technology-enabled social prescriptions to disrupt healthcareDr Sven Jungmann
As chronic diseases are increasingly straining healthcare systems, social factors are gaining importance. Since the birth of social medicine (19th century), we saw many failed attempts to beat the dominance of the biomedical model. Social prescriptions have come, raising hopes that non-biomedical solutions will improve outcomes and optimise resource use. Social Prescriptions connect citizens to support to address social determinants of health and encourage self-care for physical and mental health. Social prescriptions can make us healthier cheaper and with fewer side effects than most drugs. Social prescriptions can become a disruptive force as they can be personalised, improve lifestyle-related diseases, and support non-biomedical issues affected by social determinants of health.
The promise of artificial intelligence (AI) in health care offers substantial opportunities to improve patient and clinical team outcomes, reduce costs, and influence population health. Current data generation greatly exceeds human cognitive capacity to effectively manage information, and AI is likely to have an important and complementary role to human cognition to support delivery of personalized health care.1 For example, recent innovations in AI have shown high levels of accuracy in imaging and signal detection tasks and are considered among the most mature tools in this domain.2
However, there are challenges in realizing the potential for AI in health care. Disconnects between reality and expectations have led to prior precipitous declines in use of the technology, termed AI winters, and another such event is possible, especially in health care.3 Today, AI has outsized market expectations and technology sector investments. Current challenges include using biased data for AI model development, applying AI outside of populations represented in the training and validation data sets, disregarding the effects of possible unintended consequences on care or the patient-clinician relationship, and limited data about actual effects on patient outcomes and cost of care.
White Paper - Building Your ACO and Healthcare IT’s RoleNextGen Healthcare
The tools needed to capture, organize, and share healthcare data are truly evolving at the speed of light. Patient Centered Medical Homes play a vital role in the path toward accountable care and technology, staff, and workflow transformation are necessary to achieve PCMH recognition. This transformation allows healthcare providers to deliver higher quality coordinated care by streamlining and rationalizing the patient experience.
There is increasing awareness that seniors represent a diverse group ranging in age, ability, and needs. As a result, senior care solutions are not “one size fits all” – an important lesson as innovators aim to scale solutions. Solutions geared towards seniors must be easy-to-use and solve a specific problem. This helps ensure technology actually improves quality of life and wellbeing, and does not become a nuisance. Ideally, developing senior care solutions should involve various stakeholders including clinicians, designers, and seniors themselves. Mass market products aimed at improving convenience and livability (e.g., Blue Apron, Amazon’s Alexa) have the opportunity to enable independent living. However, large companies need to better market their products to seniors and their caregivers. Venture capitalists are realizing that seniors represent a significant opportunity, but usually tend to invest in solutions that have a broader impact across any one single population or disease state (with some exception).
9 Actionable Healthcare Tweets from HIMSS 2015Buddy Scalera
9 tweets and action items for healthcare marketers and content strategists, as developed by Marilyn Cox @MarilynECox (Oracle) and Buddy Scalera @MarketingBuddy.
Be sure to visit: http://www.slideshare.net/americanregistry
This new Economist Intelligence Unit (EIU) report, commissioned by Gilead Sciences, explores important questions about the Portuguese healthcare system.
U.S. consumers are accustomed to purchasing almost anything online; and they expect choice, information and convenience when doing so. With the wide-scale adoption of a consumer-centric retail model across all industries, health insurers are being advised to get on the retail bandwagon. This slideshare and accompanying white paper discusses why the best path forward for health insurers is to deploy an e-commerce platform specifically designed to support all channels and all lines of business. Such a platform will ensure both front-end and back-end capabilities are addressed in a manner that is optimized for healthcare, and it should include search and decision support, personalization and upsell options for the consumer, as well systems integration, billing and payments, and extensive analytics and reporting for the insurer.
Hospital Apps are a great way to engage with patients and studies show that they want to use them. These apps are not only convenient, but they allow patients to work with their providers and can result in a much more favorable outcome to their medical issues and overall health.
Here's a list of 8 different types of Mobile Hospital Apps.
For the full post, visit http://www.merraine.com/8-types-mobile-hospital-apps-3-features-patients-want/
Digital technology advancements like Internet of Things (IoT)
* Wearable technologies
* Blockchain
* Robotics
* Big data
*Advanced analytics are changing consumer perceptions
The Biggest Healthcare Trends of 2019 and What's to Come in 2020Health Catalyst
In our Healthcare Outlook for 2019 webinar, Stephen Grossbart, PhD, and Bobbi Brown, MBA, shared their predictions for the biggest trends of the year. Which predictions panned out and which didn’t? View this webinar as Stephen takes a look back at 2019 and makes his forecast for 2020.
So, what did happen in 2019? Following the 2018 midterm elections, we predicted a divided Congress would not pass policies to strengthen or weaken the Affordable Care Act (ACA). We were right. Meanwhile, Democratic presidential candidates debated the extent to which they would support Medicare for All. Insurance costs continued to rise, breaking $20,000 annually for families with employer-sponsored coverage, and CMS continued to support payment policies rewarding quality and interoperability as part of their payment policy.
Join Stephen as he looks in the rearview mirror at these important issues and how they impacted the healthcare industry in 2019 and then gazes into the crystal ball to predict the trends that will most impact healthcare in 2020. In this webinar, Stephen discusses the following topics and more:
• The continued focus on price transparency.
• Congress’ efforts to control prescription drug costs.
• Policies that may change the future of ACOs.
• What to expect going into the 2020 election year.
The India Digital Health Report 2017 captures the online footprint of 160 organizations across 12 platforms in healthcare space providing a road map for digital evolvement in the sector. The India Digital Health Report 2017 incorporates regional healthcare industry snapshots as well as
the market’s current digital stature, combining it with research data, to provide a reliable diagnosis of
the digital health of healthcare companies operating across three key markets of India, Singapore, and Dubai.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
The 10 Leading Patient Engagement Solution Providers in 2018insightscare
There are a few contributors in the industry aiding to take this concept further and to help the care givers to adopt and apply it. To acknowledge the good work of these business giants, we bring to you our special edition of “The 10 Leading Patient Engagement Solution Providers in 2018”.
Summary -- Patient Centered Medical Home the Necessary Foundation for Accountable Care and Population Management.
In the next 10 years, we will be living in 1) mobile world 2) in the middle of an aging and chronic disease epidemic and 3) data. But , we will also have the ability to analyze data in a cognitive way this will do for doctors’ minds what X-ray and medical imaging have done for their vision. How? By turning data into actionable information. Take, for instance, IBM’s intelligent supercomputer, Watson. Watson can analyze the meaning and con-text of human language and quickly process vast amounts of information. With this in-formation, it can suggest options targeted to a patient’s specific circumstances.
We need the basic foundation to support this transformation a system integrator where data at the level of a patients flows and is held accountable and that model is the Patient Centered Medical Home. (PCMH) starts to happen when clinicians/ healers step up to comprehensive relationship based care empowered by tools to manage the data and communicate effectively. This move to PCMH level care requires the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system and all of that is power by data made into meaningful information.
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
The Patient-Centered Medical Home (PCMH) lies at the center of the effort to get at population health, integrated and coordinated care. PCMH is where the Primary care healer leads an organization that delivers clinician-led primary care, with comprehensive, accessible, holistic, coordinated, evidence-based coordination and management. In the USA this is now the standard in the US Veterans Administration and the US Military and under the ACA.
2018 has finally arrived, and healthcare companies’ executives from both small and big firms have hit the ground running. With technological artificial intelligence and new drugs in the industry, below are 6 healthcare predictions for 2018.
Disruption Set in Motion by Healthcare Consumerism.pdfMindfire LLC
Healthcare consumerism is the health industry’s shift towards a more value based care; it is a movement for a more cost effective and efficient delivery of healthcare services. It connotes the patient taking control of their health and wellness by managing all aspects of one’s healthcare landscape – including health benefits, medical insurance and retail health. In short, the goal of healthcare consumerism is to enable patients to become wholly involved in their healthcare decisions.
Your cognitive future: How next-gen computing changes the way we live and workIBM in Healthcare
The healthcare industry is undergoing significant change driven by six disruptive forces - rapid digitization, changing consumer expectations, regulatory complexities, increasing healthcare demand, shortage of skilled resources and elevating healthcare costs. To meet the implication of these forces, healthcare organizations must excel in engaging with consumers, discovering new ideas and taking effective decisions
Currently, traditional analytics capabilities are unable to exploit maximum value from the ever increasing data resource constraining organization’s achievements and performance. But cognitive computing has the ability to bridge this gap and can open up fresh opportunities for the healthcare industry. It is already helping healthcare organizations to provide personalized care, effective decisions and more innovative solutions.
There is increasing awareness that seniors represent a diverse group ranging in age, ability, and needs. As a result, senior care solutions are not “one size fits all” – an important lesson as innovators aim to scale solutions. Solutions geared towards seniors must be easy-to-use and solve a specific problem. This helps ensure technology actually improves quality of life and wellbeing, and does not become a nuisance. Ideally, developing senior care solutions should involve various stakeholders including clinicians, designers, and seniors themselves. Mass market products aimed at improving convenience and livability (e.g., Blue Apron, Amazon’s Alexa) have the opportunity to enable independent living. However, large companies need to better market their products to seniors and their caregivers. Venture capitalists are realizing that seniors represent a significant opportunity, but usually tend to invest in solutions that have a broader impact across any one single population or disease state (with some exception).
9 Actionable Healthcare Tweets from HIMSS 2015Buddy Scalera
9 tweets and action items for healthcare marketers and content strategists, as developed by Marilyn Cox @MarilynECox (Oracle) and Buddy Scalera @MarketingBuddy.
Be sure to visit: http://www.slideshare.net/americanregistry
This new Economist Intelligence Unit (EIU) report, commissioned by Gilead Sciences, explores important questions about the Portuguese healthcare system.
U.S. consumers are accustomed to purchasing almost anything online; and they expect choice, information and convenience when doing so. With the wide-scale adoption of a consumer-centric retail model across all industries, health insurers are being advised to get on the retail bandwagon. This slideshare and accompanying white paper discusses why the best path forward for health insurers is to deploy an e-commerce platform specifically designed to support all channels and all lines of business. Such a platform will ensure both front-end and back-end capabilities are addressed in a manner that is optimized for healthcare, and it should include search and decision support, personalization and upsell options for the consumer, as well systems integration, billing and payments, and extensive analytics and reporting for the insurer.
Hospital Apps are a great way to engage with patients and studies show that they want to use them. These apps are not only convenient, but they allow patients to work with their providers and can result in a much more favorable outcome to their medical issues and overall health.
Here's a list of 8 different types of Mobile Hospital Apps.
For the full post, visit http://www.merraine.com/8-types-mobile-hospital-apps-3-features-patients-want/
Digital technology advancements like Internet of Things (IoT)
* Wearable technologies
* Blockchain
* Robotics
* Big data
*Advanced analytics are changing consumer perceptions
The Biggest Healthcare Trends of 2019 and What's to Come in 2020Health Catalyst
In our Healthcare Outlook for 2019 webinar, Stephen Grossbart, PhD, and Bobbi Brown, MBA, shared their predictions for the biggest trends of the year. Which predictions panned out and which didn’t? View this webinar as Stephen takes a look back at 2019 and makes his forecast for 2020.
So, what did happen in 2019? Following the 2018 midterm elections, we predicted a divided Congress would not pass policies to strengthen or weaken the Affordable Care Act (ACA). We were right. Meanwhile, Democratic presidential candidates debated the extent to which they would support Medicare for All. Insurance costs continued to rise, breaking $20,000 annually for families with employer-sponsored coverage, and CMS continued to support payment policies rewarding quality and interoperability as part of their payment policy.
Join Stephen as he looks in the rearview mirror at these important issues and how they impacted the healthcare industry in 2019 and then gazes into the crystal ball to predict the trends that will most impact healthcare in 2020. In this webinar, Stephen discusses the following topics and more:
• The continued focus on price transparency.
• Congress’ efforts to control prescription drug costs.
• Policies that may change the future of ACOs.
• What to expect going into the 2020 election year.
The India Digital Health Report 2017 captures the online footprint of 160 organizations across 12 platforms in healthcare space providing a road map for digital evolvement in the sector. The India Digital Health Report 2017 incorporates regional healthcare industry snapshots as well as
the market’s current digital stature, combining it with research data, to provide a reliable diagnosis of
the digital health of healthcare companies operating across three key markets of India, Singapore, and Dubai.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
The 10 Leading Patient Engagement Solution Providers in 2018insightscare
There are a few contributors in the industry aiding to take this concept further and to help the care givers to adopt and apply it. To acknowledge the good work of these business giants, we bring to you our special edition of “The 10 Leading Patient Engagement Solution Providers in 2018”.
Summary -- Patient Centered Medical Home the Necessary Foundation for Accountable Care and Population Management.
In the next 10 years, we will be living in 1) mobile world 2) in the middle of an aging and chronic disease epidemic and 3) data. But , we will also have the ability to analyze data in a cognitive way this will do for doctors’ minds what X-ray and medical imaging have done for their vision. How? By turning data into actionable information. Take, for instance, IBM’s intelligent supercomputer, Watson. Watson can analyze the meaning and con-text of human language and quickly process vast amounts of information. With this in-formation, it can suggest options targeted to a patient’s specific circumstances.
We need the basic foundation to support this transformation a system integrator where data at the level of a patients flows and is held accountable and that model is the Patient Centered Medical Home. (PCMH) starts to happen when clinicians/ healers step up to comprehensive relationship based care empowered by tools to manage the data and communicate effectively. This move to PCMH level care requires the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system and all of that is power by data made into meaningful information.
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
The Patient-Centered Medical Home (PCMH) lies at the center of the effort to get at population health, integrated and coordinated care. PCMH is where the Primary care healer leads an organization that delivers clinician-led primary care, with comprehensive, accessible, holistic, coordinated, evidence-based coordination and management. In the USA this is now the standard in the US Veterans Administration and the US Military and under the ACA.
2018 has finally arrived, and healthcare companies’ executives from both small and big firms have hit the ground running. With technological artificial intelligence and new drugs in the industry, below are 6 healthcare predictions for 2018.
Disruption Set in Motion by Healthcare Consumerism.pdfMindfire LLC
Healthcare consumerism is the health industry’s shift towards a more value based care; it is a movement for a more cost effective and efficient delivery of healthcare services. It connotes the patient taking control of their health and wellness by managing all aspects of one’s healthcare landscape – including health benefits, medical insurance and retail health. In short, the goal of healthcare consumerism is to enable patients to become wholly involved in their healthcare decisions.
Your cognitive future: How next-gen computing changes the way we live and workIBM in Healthcare
The healthcare industry is undergoing significant change driven by six disruptive forces - rapid digitization, changing consumer expectations, regulatory complexities, increasing healthcare demand, shortage of skilled resources and elevating healthcare costs. To meet the implication of these forces, healthcare organizations must excel in engaging with consumers, discovering new ideas and taking effective decisions
Currently, traditional analytics capabilities are unable to exploit maximum value from the ever increasing data resource constraining organization’s achievements and performance. But cognitive computing has the ability to bridge this gap and can open up fresh opportunities for the healthcare industry. It is already helping healthcare organizations to provide personalized care, effective decisions and more innovative solutions.
2017 Healthcare Trends. A look into the Top 5 Healthcare Trends for 2017 from www.klara.com. Manage your healthcare practice operations efficiently and prepare for the future with this analysis of the top healthcare trends predicted for 2017. Technology is a key theme in this report.
Placing Customer Centricity at the Heart of Healthcare1to1 Media
A look at how healthcare providers, pharmaceuticals, and health insurers are adapting to the changing customer landscape and evolving their patient experiences. www.1to1media.com
Artificial Intelligence and Machine Learning in Healthcare: Four Real-World I...Health Catalyst
As COVID-19 has strained health systems clinically, operationally, and financially, advanced data science capabilities have emerged as highly valuable pandemic resources. Organizations use artificial intelligence (AI) and machine learning (ML) to better understand COVID-19 and other health conditions, patient populations, operational and financial challenges, and more—insights that are supporting pandemic response and recovery as well as ongoing healthcare delivery. Meanwhile, improved data science adoption guidelines are making implementation of capabilities such as AI and ML more accessible and actionable, allowing organizations to achieve meaningful short-term improvements and prepare for an emergency-ready future.
From Patients to ePatients Driving a new paradigm for online clinical collabo...ddbennett
CareTech eHealth Innovation Series
From Patients to ePatients Driving a new paradigm for online clinical collaboration and health management
David Bennett, SVP, Interactive Solutions
StayWell Custom Communications
Anthony Chipelo, Director, Portal Strategies
CareTech Solutions
mHealth Israel_GEARING COMMUNICATIONS TO RAISE CAPITAL AND ATTRACT CUSTOMERS_...Levi Shapiro
Presentation by Gil Bashe, Managing Director, Healthcare Practice, Finn Partners: "GEARING COMMUNICATIONS TO RAISE CAPITAL AND ATTRACT CUSTOMERS- FROM PLAN TO PARTNERS TO PATIENTS". Includes tips to avoid failure by embracing complexity, description of the Health Ecosystem Landscape, developing a plan to impact care, cost and outcomes, overview of the US Payer market, and top digital health influencers.
Rock Report: Personalization in Consumer Health by @Rock_HealthRock Health
Overview of personalization in healthcare, including opportunities, barriers and case studies related to a market estimated to reach $450B+ by 2015. Purchase the report here: https://gumroad.com/l/XxcA
Healthcare Everything’s latest edition “10 Most Trusted Healthcare Consulting Firms” have shortlisted a few healthcare consulting firms that are pivotal in driving positive change and innovation within the healthcare industry.
2016 IBM Interconnect - medical devices transformationElizabeth Koumpan
Emerging technologies such as Internet of Things, 3D Printing are driving the creation of new business models and forcing the Industry for transformation. The product centric model where the Industry main objective was to develop the device, is moving to software and services model, with the focus on Big Data & Analytics, Integration and Cloud.
The maturation of technologies such as social, mobile, analytics, cloud, 3D printing, bio- and nanotechnology are rapidly shifting the competitive landscape. These emerging technologies create an environment that is connected and open, simple and intelligent, fast and scalable. Organizations must embrace disruptive technologies to drive innovation
The convergence of separate health systems has led to
a great increase in data, which some organisations are
struggling to get to grips with. Harnessing analytic tools
and sharing knowledge is the best way forward
Similar to D1 1020 related paper a booster shot for health and wellness exec report v4 (20)
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
As Europe's leading economic powerhouse and the fourth-largest hashtag#economy globally, Germany stands at the forefront of innovation and industrial might. Renowned for its precision engineering and high-tech sectors, Germany's economic structure is heavily supported by a robust service industry, accounting for approximately 68% of its GDP. This economic clout and strategic geopolitical stance position Germany as a focal point in the global cyber threat landscape.
In the face of escalating global tensions, particularly those emanating from geopolitical disputes with nations like hashtag#Russia and hashtag#China, hashtag#Germany has witnessed a significant uptick in targeted cyber operations. Our analysis indicates a marked increase in hashtag#cyberattack sophistication aimed at critical infrastructure and key industrial sectors. These attacks range from ransomware campaigns to hashtag#AdvancedPersistentThreats (hashtag#APTs), threatening national security and business integrity.
🔑 Key findings include:
🔍 Increased frequency and complexity of cyber threats.
🔍 Escalation of state-sponsored and criminally motivated cyber operations.
🔍 Active dark web exchanges of malicious tools and tactics.
Our comprehensive report delves into these challenges, using a blend of open-source and proprietary data collection techniques. By monitoring activity on critical networks and analyzing attack patterns, our team provides a detailed overview of the threats facing German entities.
This report aims to equip stakeholders across public and private sectors with the knowledge to enhance their defensive strategies, reduce exposure to cyber risks, and reinforce Germany's resilience against cyber threats.
D1 1020 related paper a booster shot for health and wellness exec report v4
1. IBM Institute for Business Value
A booster shot for health and wellness
Your cognitive future in the healthcare industry
2. IBM Healthcare
IBM Healthcare is creating solutions to enable a smarter,
more connected healthcare system that can assist clinicians
in delivering better care and empower people to make better
choices. In addition to the company’s investment in health
technology research and innovation, IBM’s healthcare
solutions and consulting enable organizations to achieve
greater efficiency within their operations; collaborate to help
improve outcomes; and integrate with new partners for a
more sustainable, personalized and patient-centric system
focused on value. For more information about IBM Healthcare
solutions, visit ibm.com/healthcare.
IBM Watson
Watson is a cognitive system that enables a new partnership
between people and computers that enhances and scales
human expertise. For more information about IBM’s Watson,
visit ibm.com/Watson.
Executive Report
Healthcare and Watson
3. Executive summary
In both the worlds of medicine and IT, there is often talk of “the next big thing.” Today, many
of these conversations are broadening, as cognitive computing is touted by some as
revolutionary for IT, healthcare and, indeed, society in general.
For healthcare in particular, the timing for a game changer couldn’t be better. The industry is
coping with upheaval triggered by varied economic, societal and industry influences.
Empowered consumers living in an increasingly digital world are demanding more from an
industry that is facing growing regulation, soaring costs and a shortage of skilled resources.
At the same time, the healthcare ecosystem is expanding, as new participants interact,
partner and collaborate across traditional boundaries. Otherwise separate entities, such as
providers, payers, social and government agencies, and retailers, are working together to
create value in new ways. For example, CVS Health, a pharmacy innovation company,
announced plans to create a solution that will use cognitive computing capabilities with the
goal of enabling healthcare practitioners to transform care management for chronic disease
patients.1
To thrive amid the chaos of change, healthcare leaders must be smarter in how they
approach data. While the digital age has brought a massive amount of healthcare data
brimming with insights, organizations still struggle to unlock its full value. Advances in the
pioneering area of cognitive computing can help bridge the gap between data quantity and
data insights.
A healthcare renaissance
Welcome to the age of cognitive computing, where
intelligent machines simulate human brain capabilities
to help solve society’s most vexing problems. For
healthcare, cognitive computing has indeed arrived,
and its potential to transform the industry is enormous.
Already, cognitive systems help enable enhanced
patient care, advanced discoveries and better
decisions for providers around the world. Our research
indicates healthcare leaders are poised to embrace
this groundbreaking technology and invest in cognitive
capabilities to spark a renaissance in healthcare.
1
4. Cognitive-based systems can build knowledge, understand natural language and provide
confidence-weighted responses. And they can quickly find the proverbial needle in a
haystack, identifying new patterns and insights – something particularly relevant in
healthcare.
Our research reveals that cognitive solutions are already helping healthcare organizations
blaze new territory. A follow up to the “Your cognitive future” reports, this is the first in a new
series of industry-specific reports based on research conducted in early 2015, which
included a survey of close to 100 healthcare executives. (For more information on the
research, see the Study approach and methodology section).
In this report, we examine current and future health and wellness applications and provide
recommendations for those seeking a cognitive journey. We also offer insights from
healthcare executives who understand how cognitive capabilities can help push the current
boundaries of innovation and growth. These leaders recognize the potential to transform
healthcare – and are set to exploit cognitive capabilities to do so.
84%
of healthcare executives in
our survey familiar with cognitive
computing believe it will play a
disruptive role in the industry
81%
of healthcare executives familiar
with cognitive computing
believe it will have a critical impact
on the future of their business
95%
of healthcare executives familiar
with cognitive computing intend
to invest in cognitive capabilities
2 A booster shot for health and wellness
5. What is cognitive computing?
Cognitive computing is a new computation
paradigm. Different types of cognitive computing
solutions offer various capabilities, including…
• Learning and building knowledge from various
structured and unstructured sources of
information
• Understanding natural language and interacting
more naturally with humans
• Capturing the expertise of top performers and
accelerating the development of expertise in
others
• Enhancing the cognitive processes of
professionals to help improve decision making
• Elevating the quality and consistency of decision
making across an organization.
Conquering industry forces
The healthcare industry is experiencing unprecedented disruption. From changing industry
regulations to rising costs, healthcare providers are being bombarded by challenges and
distractions. We have identified a number of disruptive forces that are shaping – and shifting
– today’s healthcare arena:
Rapid digitization: Volumes of health-related data from a variety of sources have created data
management and integration challenges. At the same time, the digital age presents new
opportunities for providers to offer targeted consumer care, make more informed and timely
decisions, and drive unprecedented levels of health and wellness innovation.
Increasing demand: A growing – and aging – world population and fast-moving epidemics
like the Ebola outbreak in West Africa are increasing the demand for healthcare.2
To meet this
expanding need, healthcare organizations should improve operational efficiency and look for
novel ways to target service and care.
Rising consumer expectations: Seeking the same conveniences they encounter in other
industries, today’s patients want personalized, transparent, quality, integrated and convenient
care. To provide the experience that empowered consumers demand, healthcare
organizations need to gain deeper consumer insights and explore new service models.
Shortage of skilled resources: With many healthcare workers exiting the profession due to
work pressures and an upsurge in retirement levels, the World Health Organization estimates
a global industry shortage of 12.9 million workers by 2035.3
To improve employee retention,
healthcare organizations should create a more positive working environment by fostering
employee empowerment, communication and efficiency.
3
6. Regulatory complexity: Due to complex and rapidly changing regulations, healthcare
organizations face growing compliance costs as they struggle to deliver services within rigid
limits. Improved access to data and insights could help the industry more confidently navigate
the world of regulatory compliance without stifling medical exploration and discovery.
Increasing cost pressure: Healthcare costs continue to increase in part due to new
technology and specialty and preventive drugs. Global spending per head is expected to
rise by 4.5 percent a year from 2014 to 2018.4
In this environment, healthcare providers are
challenged to find new ways to manage costs and efficiency without compromising
service quality.
From disruption to focus
It’s clear that healthcare organizations are operating amid turmoil. Although the forces
challenging the industry appear varied in nature, we identified key themes among them
relating to communication and collaboration, research and innovation, and decisions and
personalized care.
To rise above the disruption, we suggest healthcare organizations focus on improving their
capabilities to engage, discover and decide (see Figure 1). Increased engagement among
patients, providers and payers will help improve communication and collaboration, thus
facilitating more effective care. New discovery tools and capabilities can help unearth insights
and ideas buried in the masses of data encountered today, thereby facilitating research and
innovation. And better decision capabilities will allow for more personalized, evidence-based
recommendations at the point of care, resulting in enhanced care management.
4 A booster shot for health and wellness
7. Engage: Today’s consumers want more control over their health, as well as more personalized
and convenient care. Although a clear majority of healthcare executives in our survey
understand these demands, the majority are unable to deliver. In fact, 54 percent believe they
are not effectively delivering a personalized experience, while 63 percent believe they are not
providing successful self-service options. In addition, 54 percent are not satisfied with their
ability to comprehensively and quickly address consumer and patient concerns.
Source: IBM Institute for Business Value.
Figure 1
From disruption, three focus areas have come to light for the healthcare industry
Rapid
digitization
Rising
consumer
expectations
Regulatory
complexity
Increasing
demand
Shortage
of skilled
resources
Increasing
cost
pressure
Discover
Provide ability to digest vast
amounts of data to identify new
avenues and implement new ideas
Decide
Provide personalized,
contextual, evidence-backed
options at the point of care
Engage
Provide better collaboration
between patients, providers and
payers to deliver effective care
5
8. Discover: Two-thirds of healthcare executives surveyed are actively pursuing product and
service innovation. However, they cite insufficient skills, organizational complacency and lack
of analytical tools among their greatest challenges in this area. Healthcare discovery is also
restricted by the constraints of traditional capabilities. For example, rigid analytics platforms
(e.g., non integrated platforms across hospital locations) and a dependency on specialized
skills (e.g., health data scientists) limit innovation speed and momentum. Yet, the amount of
medical knowledge continues to explode, possibly to the point where it doubles every 73 days
by the year 2020.5
Decide: Effective decision making is important in any industry, but in healthcare it can make
the difference between life and death. According to our survey, healthcare executives express
diffidence in their organizations’ decision-making capabilities in a number of areas. Two-
thirds are not confident in their organizations’ cost reduction decisions, and more than half
lack confidence in decisions relating to spending and strategy. While the ever-growing
amount of medical data presents exciting prospects for improved decisions, only a fraction of
data is currently utilized due to existing tool constraints. Decision making in healthcare can
also be difficult due to the complex regulatory environment within which the industry
operates.
Engage
Percentage of healthcare executives that do
not believe their organizations are competent in
delivering consumer service
Discover
Percentage of healthcare executives
citing the specific barriers to
implementing disruptive innovation
Decide
Two-thirds of healthcare executives are not
confident in making cost reduction decisions
Self service
63%
Issue resolution with speed
54%
Personalized care
54%
Insufficient skills
56%
Organizational complacency
56%
Lack of business case
49%
Lack of analytics tools
49%
6 A booster shot for health and wellness
9. Cognitive opportunity in healthcare
Big data has been called the new natural resource.6
And this resource continues to rapidly
grow in volume, variety and complexity, particularly in healthcare. For example, the genome of
just one cancer patient is equivalent to half a terabyte of data.7
Despite the explosive growth of
information across industries, less than 1 percent of the world’s data is currently analyzed.8
While effective for a number of applications, traditional analytics solutions cannot fully exploit
the value of big data: They are unable to adapt to new problem domains or handle ambiguity
and are only suitable for structured and unstructured data with known, defined semantics (the
relation of words and phrases and what they mean). Without new capabilities, the data
paradox of having too much data and too little insight will continue.
How can the healthcare industry bridge the gap between untapped opportunities and
current capabilities? How can hidden insights that reside in data – structured and
unstructured – be fully harnessed for discovery, insight, decision support and dialogue?
The answer is cognitive computing. Cognitive-based systems build knowledge and learn,
understand natural language, and reason and interact more naturally with human beings than
traditional programmable systems.
Healthcare executives agree that cognitive computing has the potential to radically change
healthcare. Among healthcare leaders familiar with the technology, 84 percent believe it will
play a disruptive role in the industry, 81 percent believe it will critically impact the future of their
business, and 95 percent intend to invest in cognitive capabilities.
81% of healthcare executives familiar with
cognitive computing believe it will have a
critical impact on the future of their business
81%
84%
84% of healthcare executives
familiar with cognitive computing
believe it will play a disruptive role in
the healthcare industry
95% of healthcare leaders familiar with
cognitive computing intend to invest
in cognitive computing in the future, with
the majority doing so in the next 4 years
1-2 years
3-4 years
=5 years
21%
46%
28%
95%
7
10. So, how specifically can healthcare organizations leverage cognitive computing to address
issues currently plaguing the industry? This new computing paradigm has three capability
areas that align with and specifically address the three industry focus areas previously
identified: Engage, Discover and Decide (see Figure 2).9
Figure 2
There are three emerging capability areas for cognitive computing
Source: IBM Institute for Business Value.
Engage
• Acts as a tireless agent providing expert
assistance to human users
• Makes the conversation in natural means,
such as human language
• Understands consumers from past history
and brings context and evidence-based
reasoning to the interaction.
Discover
• Helps discover insights that perhaps could
not have been found by even the most
brilliant human beings alone
• Finds insights and connections and
understands the vast amounts of information
available
• Visualizes possibilities and validates theories.
Decide
• Offers evidence-based options and reduces
human bias
• Evolves continually toward more accuracy
based on new information, results and
actions
• Provides traceability to audit why a particular
decision is made.
8 A booster shot for health and wellness
11. Engagement capabilities
Cognitive systems can fundamentally change the way humans and systems interact and
significantly extend the capabilities of humans by leveraging their ability to provide expert
assistance. These systems provide advice by developing deep domain insights and
bringing this information to people in a timely, natural and usable way. Here, cognitive
systems play the role of an assistant – albeit one who does not require sleep, can
consume vast amounts of structured and unstructured information, can reconcile
ambiguous and even self-contradictory data, and can learn.
Because they are able to engage in dialogue with humans, these systems can understand
patients based on their past medical history and bring context- and evidence-based
reasoning to the interaction. Today, these types of cognitive systems help healthcare
organizations offer engaging and personalized healthcare recommendations to consumers
(see sidebar, Welltok embraces cognitive to personalize the health experience).
Future cognitive systems will likely have free-form dialogue capabilities, which could help
the flow of information among individuals.10
For example, patients could engage in
dialogue with the system enabled by input from providers, and doctors could more easily
share patient information with appropriate providers for treatment input. Others in the
ecosystem, such as a nutritionist, could simply ask for and receive patient history from the
cognitive system and avoid requesting patients to supply the same information yet again.
All these interactions would be in natural language, making the process easier.
Engage
Welltok embraces cognitive to personalize the
health experience11
Created by Welltok, a health optimization company,
CaféWell is a platform designed to analyze a
consumer’s health profile from a variety of sources
and offer insights on how to stay healthy, including
incentives like premium reductions for healthy
activities. To make the platform even more interactive
and personalized, Welltok adopted a cognitive
approach powered by IBM Watson.
The resulting new product, CaféWell Concierge,
leverages natural language and cognitive capabilities
to improve user interaction and extract additional
knowledge from underlying plain text sources, such
as health conversations, activity data and health
benefit information. The product’s cognitive
computing capabilities allow for quick and accurate
answers to complex questions posed in everyday
language, and they enable the system to learn
through interactions with users. By dynamically
personalizing the health experience, Welltok
empowers consumers to make positive health
changes driven by user-centric, intelligent
recommendations.
9
12. Discovery capabilities
Cognitive systems can help users discover insights that perhaps might not be found by even
the most brilliant human beings. Discovery involves finding insights and connections and
understanding the vast amounts of information available around the world.
Some discovery capabilities have already emerged, such as in medical research, where
robust corpora of information exist. Here, advanced cognitive capabilities have dramatically
reduced research and discovery time – from months to minutes. In addition, cognitive systems
designed to crunch large volumes of medical and patient information can allow physicians
more time with patients (see sidebar, Cognitive computing solution supports new discoveries
and insights in medical research).
In the near future, cognitive solutions could enable more effective and timely matching of
patients to clinical trials by rapidly analyzing historical patient data across all relevant clinical
trials. Evidence-based reasoning applied to both inclusion and exclusion criteria for patients
could help those seeking patients for trials, and clinical research organizations conducting
additional analysis could determine whether trial results could be applied to further research.
Discover
Cognitive computing solution supports new
discoveries and insights in medical research12
With more than 23 million medical scientific papers
available and new ones being published every few
minutes, it is humanly impossible for scientists to
stay abreast of an ever-growing body of material.
However, biologists and data scientists at Baylor
College of Medicine, a leading health sciences
university, are leveraging cognitive computing
to generate insights to help accelerate research,
unlock patterns and make discoveries with
greater precision.
Baylor College of Medicine’s Knowledge Integration
Toolkit (KnIT), powered by IBM Watson technology,
has enabled researchers to identify proteins that
modify p53, an important protein related to many
cancers. The tool works by extracting information
from scientific literature, automatically identifying
direct and indirect references to protein interactions,
which is knowledge that can be represented in
network form. It then reasons over this network to
predict new, previously unknown interactions.
10 A booster shot for health and wellness
13. Decision capabilities
Cognitive systems aid in decision making and reduce human bias by offering evidence-based
options. They continually evolve based on new information, results and actions. Current
cognitive systems perform more as advisors by suggesting a set of options to human users,
who ultimately make the final decisions.
These systems are helping healthcare professionals make more informed and timely
decisions. For example, IBM Watson for Oncology is a cognitive computing solution that
quickly analyzes patient data, fast-growing medical literature, guidelines from world-class
experts and the experience of specialists – and then identifies personalized treatment options
for the clinician to consider (see sidebar, Bumrungrad’s cognitive solution provides
personalized cancer treatment options).13
Future policies might enable the exchange of healthcare information among various
organizations while still protecting privacy. Thus, cognitive systems will have access to even
more historical data and analysis, making their recommendations more and more effective.
Decide
Bumrungrad’s cognitive solution provides
personalized cancer treatment options14
Headquartered in Bangkok, Bumrungrad
International Hospital is the largest private hospital
in Southeast Asia and one of the world’s most
popular medical destinations. In an effort to
improve its quality of cancer care, Bumrungrad
selected IBM Watson for Oncology, an innovative
cognitive computing solution that will help doctors
plan the most effective treatments for individual
cancer patients.
Cancer treatment is ideally suited to benefit from
cognitive capabilities because of the immense and
growing amount of data involved. After analyzing a
patient’s individual profile, medical evidence,
published research, and the extensive clinical
expertise of Memorial Sloan Kettering Cancer
Center, the solution presents a summary of findings
for each patient case, including treatment options
based on National Comprehensive Cancer Network
(NCCN) guidelines for the clinician to consider.
11
14. The way forward
Despite the enthusiasm for cognitive, organizations should realize there is often a steep
learning curve. In terms of system implementation and user interaction, cognitive systems are
fundamentally different than traditional programmatic systems.15
Healthcare organizations
can learn from pioneering organizations that have already implemented cognitive by following
three key sets of recommendations (see Figure 3).
Figure 3
Organizations with cognitive computing experience have identified three critical action areas for success
Source: IBM Institute for Business Value.
Define the value1
Find the right opportunity.
Define the value proposition
and chart a course for
cognitive.
Be realistic about value
realization.
Prepare the foundation2
Invest in human talent.
Build and help ensure a
quality corpus.
Consider policy, process
requirements and impacts.
Manage the change3
Ensure executive involvement
in the cognitive journey.
Communicate the cognitive
vision at all levels.
Continue to raise the
cognitive IQ of the
organization.
12 A booster shot for health and wellness
15. 1. Define the value
Early planning helps ensure the greatest return on investment of resources. Defining the value
of cognitive to your healthcare organization is critical and includes several steps:
Find the right opportunity – Cognitive solutions are well suited to a defined set of challenges.
Healthcare organizations need to analyze the specific problem to determine if cognitive
capabilities are necessary and appropriate:
• Does the challenge involve a process or function that today takes humans, such as
clinicians, an inordinate amount of time to seek timely answers and insights from various
information sources (i.e., patient records, medical research papers, etc.) using potentially
various techniques in making a decision or thinking through a problem?
• Is there a need for users to interact with the system in natural language (such as a patient
who presents with certain symptoms seeking advice on next steps for diagnosis and
treatment)?
• Does it involve a process or function that requires providing transparency and supporting
evidence for ranked responses to questions and queries (such as laboratory results)?
Define the value proposition and chart a course for cognitive – Identify both the differentiated
value provided by cognitive computing and the business value up front – from quicker
decisions about treatment options to potential cost savings. In addition, establish a cognitive
computing vision and roadmap with executive-level support. Continuously communicate
roadmap progress with appropriate executives and stakeholders, such as clinicians, other
medical professionals, payers and perhaps patients.
13
16. Be realistic about value realization – The benefits of cognitive computing systems are not
realized in a single “big bang” at the time of initial deployment. Rather, these systems are
evolutionary and improve and can lead to increasing value over time. Communicate this reality
to stakeholders and specify benefits for the payer, hospital, patient, etc. Consider using a
phased rollout or deploying the solution to a subset of trusted users who understand the
technology’s evolutionary nature.
2. Prepare the foundation
Prepare the foundation for a successful cognitive computing solution implementation by
focusing on the following:
Invest in human talent – Cognitive solutions are “trained,” not programmed, as they “learn”
with interactions, results and new pieces of information and help organizations scale
expertise. Often referred to as supervised learning, this labor-intensive training process
requires the commitment of human subject matter experts. Rather than a busy clinician,
perhaps consider an enthusiastic newly qualified doctor or other medical professional, and be
sure to also include appropriate health informatics talent.
In addition to domain expertise, a cognitive implementation also requires expertise in natural
language processing, machine learning, database administration, systems implementation
and integration, interface design and change management. There is an additional intangible
“skill” required for team members: intellectual curiosity. The learning process never ends – for
the system, the users and the organization.
14 A booster shot for health and wellness
17. Build and help ensure a quality corpus – Cognitive systems are only as good as their data.
Invest adequate time in selecting data to be included in the corpus, which might include
structured (e.g., patient records) and unstructured data (e.g., clinical notes) from multiple
databases and other data sources and even real-time data feeds and social media. Data will
likely emanate from new and untapped sources as well (e.g., call center recordings, blogs,
patient advocacy groups, etc.). In addition, invest in records digitization to secure the future of
your organization’s corpus, focusing on both historical and new documentation.
Consider policy, process requirements and impacts – Assess any potential impact on
processes and how people work. Because users interact with cognitive systems in entirely
different ways than traditional input/output systems, processes and job roles could be
impacted. In addition, consider if any data policy changes are necessary. Obtaining necessary
data could test the boundaries of existing data-sharing policies and might require new or
modifications to existing policies, regulations and agreements, particularly in healthcare,
where security and privacy requirements are stringent.
3. Manage the change
Compared to traditional programmable systems, cognitive systems are a whole new ball
game. As such, change management is more critical than ever, even more so in an industry
already experiencing so much change across its ecosystem.
Ensure executive involvement in the cognitive journey – Executive involvement should begin
with active participation in defining the cognitive vision and roadmap and continue throughout
the journey. This includes executive participation in regular reviews of incremental progress
and value realization.
15
18. Communicate the cognitive vision at all levels – Because cognitive computing is new and not
completely understood by most, regular communication at all levels (business managers, IT
staff, clinicians, patient representatives, etc.) is critical. Address any fears, uncertainties and
doubts head on, and leverage executive sponsors to reinforce the value of cognitive to the
healthcare organization’s mission.
Continue to raise the cognitive IQ of the organization – Education is critical to assuring
cognitive is understood and adopted. Of particular importance is managing expectations
related to system-generated recommendations. Cognitive systems are probabilistic and not
deterministic. While accuracy rates will improve as a system learns over time, the rate will
never reach 100 percent. Educate stakeholders early on about accuracy rates, and conduct
regular reviews on incremental improvements.
16 A booster shot for health and wellness
19. Ready or not? Ask yourself these questions
• What opportunities exist to create more engaging and personalized experiences for your
consumer and the wider healthcare ecosystem?
• What healthcare data aren’t you leveraging that, if converted to knowledge, would allow you
to meet key objectives and business requirements?
• What is the cost to your organization and the wider healthcare ecosystem associated with
making non-evidence-based decisions or not having the full array of possible options to
consider when actions are being taken?
• What benefit would you gain in being able to detect hidden patterns locked away in your
data? How would this accelerate research, consumer services and the like?
• What is your organizational expertise skill gap in cognitive computing? What would change
if you could equip every employee to be as effective as the leading expert in that position or
field?
17
20. About the authors
Heather Fraser is a pharmacist with over 30 years of industry experience in pharmaceutical
RD, consultancy and community pharmacy. She leads the Healthcare and Life Sciences
team for the IBM Institute for Business Value, where she has published extensively on the
future of healthcare and life sciences and the emergence of the healthcare ecosystem.
Heather can be contacted at hfraser@uk.ibm.com.
Dr. Sandipan Sarkar is the Cognitive Computing Leader for the IBM Institute for Business
Value, where he is responsible for developing thought leadership focused on cognitive
computing. He also serves as an Executive Architect for IBM’s Application Development
Innovation service line. Sandipan holds a PhD in natural language processing from Jadavpur
University. He can be reached at sandipan.sarkar@in.ibm.com.
Dave Zaharchuk is the Global Government Industry Leader for the IBM Institute for Business
Value. Dave is responsible for directing thought leadership research on a variety of issues and
topics. He can be reached at david.zaharchuk@us.ibm.com.
Contributors and acknowledgments
The authors offer thanks to the following individuals for their contributions: Neha Aggarwal of
IBM Global Business Services and Todd Kalyniuk, Aditya Pai and Michael Holmes of IBM
Watson Group.
For more information
To learn more about this IBM Institute for Business
Value study, please contact us at iibv@us.ibm.com.
Follow @IBMIBV on Twitter, and for a full catalog of our
research or to subscribe to our monthly newsletter,
visit: ibm.com/iibv
Access IBM Institute for Business Value executive
reports on your phone or tablet by downloading the
free “IBM IBV” app for iOS or Android from your app
store.
The right partner for a changing world
At IBM, we collaborate with our clients, bringing
together business insight, advanced research and
technology to give them a distinct advantage in
today’s rapidly changing environment.
IBM Institute for Business Value
The IBM Institute for Business Value, part of IBM Global
Business Services, develops fact-based strategic
insights for senior business executives around critical
public and private sector issues.
18 A booster shot for health and wellness
21. The authors also would like to recognize the report’s executive stakeholders: Jay Bellissimo,
General Manager, Cognitive Solutions, IBM Watson Group; Shanker Ramamurthy, Global
Managing Partner, Business Analytics Strategy, IBM Global Business Services; Rob Merkel,
Partner and Vice President, Watson Group Healthcare Leader, IBM Watson Health; and
Sandip Patel, Global Industry General Manager, Insurance, IBM Global Business Services.
Study approach and methodology
As a follow up to the initial IBM Your cognitive future research study, we conducted
additional research in early 2015 to dive deeper into select industries and explore
opportunities for cognitive computing. Through a survey conducted by the Economist
Intelligence Unit, IBM gained insights from more than 800 executives from around the world
representing a variety of industries, including healthcare, banking, insurance, retail,
government, telecommunications, life sciences, consumer products, and oil and gas. The
study also included interviews with subject matter experts across IBM divisions, as well as
supplemental desk research.
5%
5%
5%
10%
5%
5%
5%
10%
5%
5%
5%
5%
5%
5%
5%
10%
5%
Australia
Brazil
Canada
China
France
Germany
India
Japan
Mexico
Netherlands
Singapore
South Africa
Spain
Sweden
United Kingdom
Geographic
(% of respondents)
12%
12%
11%
12%
12%
10%
10%
10%
10%
Industry
(% of respondents)
Healthcare
Banking
Insurance
Retail
Government
Telecommunications
Life Sciences
Consumer Products
Oil and Gas
United States
Other
19
22. Related publications
Sarkar, Sandipan, and David Zaharchuk. “Your
cognitive future, How next-gen computing changes
the way we live and work, Part I: The evolution of
cognitive.” IBM Institute for Business Value. January
2015. http://www-935.ibm.com/services/us/gbs/
thoughtleadership/cognitivefuture/
Sarkar, Sandipan, and David Zaharchuk. “Your
cognitive future, How next-gen computing changes
the way we live and work, Part II: Kick-starting your
cognitive journey.” IBM Institute for Business Value.
March 2015. http://www-935.ibm.com/services/us/
gbs/thoughtleadership/cognitivefuture/
Fraser, Heather, and Anthony Marshall. “The new age
of ecosystems. Redefining partnering in an ecosystem
environment: Healthcare ecosystem edition.” IBM
Institute for Business Value. March 2015. http://www-
935.ibm.com/services/us/gbs/thoughtleadership/
healthcareecosystems/
Pai, Aditya, Takahiko Koyama and Leonard Lee. “The
evolving promise of genomic medicine: How advanced
technologies are transforming healthcare and life
sciences.” IBM Institute for Business Value. May 2014.
http://www-935.ibm.com/services/us/gbs/
thoughtleadership/genomicmedicine/
Notes and sources
1 “CVS Health and IBM Tap Watson to Develop Care Management Solutions for Chronic
Disease.” IBM press release. July 30, 2015. http://www-03.ibm.com/press/us/en/
pressrelease/47400.wss
2 Doucleff, Michaeleen. “A Frightening Curve: How Fast is the Ebola Outbreak Growing?” NPR.
September 18, 2014. http://www.npr.org/sections/goatsandsoda/2014/09/18/349341606/
why-the-math-of-the-ebola-epidemic-is-so-scary; “2015 Global health care outlook: Common
goals, competing priorities.” Deloitte. 2015. http://www2.deloitte.com/content/dam/Deloitte/
global/Documents/Life-Sciences-Health-Care/gx-lshc-2015-health-care-outlook-global.pdf
3 “Global health workforce shortage to reach 12.9 million in coming decades.” World Health
Organization press release. November 11, 2103. http://www.who.int/mediacentre/news/
releases/2013/health-workforce-shortage/en/; Harrington, Laurie, and Maria Heidkamp. “The
Aging Workforce: Challenges for the Health Care Industry Workforce.” inBrief, Issue Brief of the
NTAR Leadership Center. March 2013.
4 “Global outlook: Healthcare.” The Economist Intelligence Unit. March 2014. http://pages.eiu.
com/rs/eiu2/images/GlobalOutlook_Healthcare.pdf
5 “20/20 Vision: Curriculum Renewal Project.” University of Iowa Carver College of Medicine.
September 28, 2012. http://www.healthcare.uiowa.edu/2020/
6 Picciano, Bob. “Why big data is the new natural resource.” Forbes. June 30, 2014. http://www.
forbes.com/sites/ibm/2014/06/30/why-big-data-is-the-new-natural-resource/
7 Palmer, Danny. “Oxford University’s big data and Internet of Things project to ‘create the NASA
of biomedicine.’” Computing. October 27, 2014. http://www.computing.co.uk/ctg/
feature/2378000/oxford-universitys-big-data-and-internet-of-things-project-to-create-the-
nasa-of-biomedicine
20 A booster shot for health and wellness