This document discusses how healthcare systems have responded to the COVID-19 pandemic. It notes how customer behaviors have changed, requiring more patient-centric and digital approaches. As complex adaptive systems, healthcare organizations have adapted in distributed ways, such as deploying telemedicine, collaborating on supply chain issues, and sharing data. Moving forward, the healthcare industry may adopt more customer-centric and digital technologies on a broader scale. Architects are encouraged to design systems using approaches like evolutionary design and antifragile architecture to enable continuous adaptation to unexpected challenges.
Module 5: Social Networking, Ethics of Information Technology Organizations
Social Networking Web Site - Business Applications of Online Social Networking-Social Networking
Ethical IssuesOnline Virtual Worlds-Key ethical issues for Organizations- Outsourcing-Whistle
Blowing-Green Computing-ICT Industry Code for Conduct.
IBM Insight 2014 session (4152 )- Accelerating Insights in Healthcare with “B...Alex Zeltov
Accelerating Insights in Healthcare with “Big Data” with HaDoop , use case description of Hadoop at IBC ( Independence Blue Cross, Alex Zeltov and Darwin Leung speakers for IBC)
Standards make it easier to create, share, and integrate data by making sure that there is a clear understanding of how the data are represented and that the data you receive are in a form that you expected. Data standards are the rules by which data are described and recorded. In order to share, exchange, and understand data, we must standardize the format as well as the meaning. Simply put, using standards makes using things easier. If different groups are using different data standards, combining data from multiple sources is difficult, if not impossible.
This document discusses risk management in logistics and supply chains. It defines risk as the possibility of harm or loss, and risk management as reducing risk impacts. Effective risk management is important as companies increasingly rely on globalized, outsourced supply chains prone to disruptions. The risk management process involves identifying internal and external risks, analyzing them, developing treatment strategies like avoidance or mitigation, and continually monitoring risks and treatments. Supply chain risks can occur at suppliers, distribution, and internally. Ongoing risk management is needed to reduce costs and threats over time as risks evolve with regulatory environments.
7 Reasons why Companies & Government should invest in Digital TransformationIsmail Sayeed
Early adoption of digital solutions to provide services, whether health related or not, allows organisations to be ready for future user demands. The large pool of data on patterns of service/product consumption, feedback and possible future behaviour (extracted from data analytics) can guide strategic decisions on what to invest in and for whom.
Digital healthcare innovation was needed decades ago, with or without a global health emergency. Other industries with complex systems have rapidly adopted digital transformation; such as logistics networks, taxation, commerce and others
- except healthcare.
A company that is already accustomed to some form of digital-based communication and operations (as much as possible) are the ones most able to survive and thrive in these circumstances.
A government body that can still function and serve remotely and digitally is the most ideal form of democracy. An organisation with remote workers, paperless reporting, established telecommunications through all chains of command are really agile in its truest form.
I had predicted 2 years ago that digital healthcare solutions would be the dominant narrative for the emerging middle class of many developing countries in Asia.
it is time for the global industry to transform itself to the new reality.
Now.
Presenter: Student
Institution: Grantham University
Date: July 2, 2020
ADOPTING TECHNOLOGY IN HEALTHCARE MANAGEMENT AND THE EFFECTS ON PATIENT OUTCOME
In this presentation you will be exposed to the following:
Problem statement and its current scope
Literature review
Strategic plan, who will benefit and what will the healthcare environment looks like once resolved
Recommendations/ limitations
References
CONTENTS OF THIS PRESENTATION
TABLE OF CONTENTS
PROBLEM STATEMENT
Current scope
LITERATURE REVIEW
Theoretical framework in which the problem exists
01
03
02
04
05
STRATEGIC PLAN
Implementation and benefits
RECOMMENDATION FOR FUTURE STUDY/LIMITATIONS
Social and political barriers to implementation
REFERENCES
Over 20 references with vast majority within five years.
COMMENTS
PROBLEM STATEMENT
01
Current Scope
Problem statement
Many healthcare professionals are less adoptive to technology advances, they are not up to date with new medical discoveries, performance measurements and decrease coordination with each other (Seblega 2010). These deficiencies resulted in the analysis of challenges that exists with technology adoption to include, costs, interoperability, outdated technology, difficulty in use of technology and complicated asset tracking and implementation.
Who are affected?
Practicioners, managers, employees, investors, patients and the economy on a whole
Demographics
Analysis done on the two selected countries of Nigeria and the United States both concluded that technology adoption in healthcare is linked to usefulness and ease of use of technology.
01 CONTINUES
History of problem
Discussion about the use of computers began in 1960s.
The possibility of electronic health records (EHR), were examined in 1991.
When did the problem appeared?
Since the discussion to use technology to enhance medical care
01 CONTINUES
CURRENT SCOPE
The challenges in health technology adoption is significant because despite the evolution of the society, the importance of these tools for modern technology to improve quality care outcomes and other elaborate benefits that are associated with it is limited (underutilized or low) because of factors to include financial concerns, poor infrastructure, low technical expertise and resistance from healthcare professionals (Zayyad 2018).
01 CONTINUES
What is currently being done?
The resistance experienced by both health professionals and patients soon decrease even because of the Coronavirus pandemic. This pandemic is a push factor towards medical technology adoption. Wicklund (2020), explained that the future of healthcare is now reshaped. The increase in the use of telemedicine is seen across the world as it helps in deciding which patients are to be seen in the hospital or elsewhere. This is believed that in order to prevent the spread of the virus patients must be isolated. In addition, there are technologies used to deal with Coronavirus namely symptom trackers, Chat.
How life sciences can win with blockchainToni Borges
The IBM Institute for Business Value surveyed 205 life sciences executives in 18 countries. The study, conducted in collaboration with the Economist Intelligence Unit (EIU), included chief financial officers (CFOs), chief technology officers (CTOs) and chief information officers (CIOs). Those participating had to meet specific criteria: they were either working with — or planning to work with — blockchains in the next 12 months, and they needed to be familiar with the blockchain strategies of their organizations.
The document discusses a collaboration between several organizations including healthcare providers, technology companies, and regulators to improve the system of spontaneous adverse event reporting. They aim to demonstrate that utilizing standardized data and new technologies can enhance data quality, reduce the burden on reporters, and ultimately benefit public health monitoring. The project calls for incorporating reporting into normal clinical workflows using structured EHR data to create safety reports.
Module 5: Social Networking, Ethics of Information Technology Organizations
Social Networking Web Site - Business Applications of Online Social Networking-Social Networking
Ethical IssuesOnline Virtual Worlds-Key ethical issues for Organizations- Outsourcing-Whistle
Blowing-Green Computing-ICT Industry Code for Conduct.
IBM Insight 2014 session (4152 )- Accelerating Insights in Healthcare with “B...Alex Zeltov
Accelerating Insights in Healthcare with “Big Data” with HaDoop , use case description of Hadoop at IBC ( Independence Blue Cross, Alex Zeltov and Darwin Leung speakers for IBC)
Standards make it easier to create, share, and integrate data by making sure that there is a clear understanding of how the data are represented and that the data you receive are in a form that you expected. Data standards are the rules by which data are described and recorded. In order to share, exchange, and understand data, we must standardize the format as well as the meaning. Simply put, using standards makes using things easier. If different groups are using different data standards, combining data from multiple sources is difficult, if not impossible.
This document discusses risk management in logistics and supply chains. It defines risk as the possibility of harm or loss, and risk management as reducing risk impacts. Effective risk management is important as companies increasingly rely on globalized, outsourced supply chains prone to disruptions. The risk management process involves identifying internal and external risks, analyzing them, developing treatment strategies like avoidance or mitigation, and continually monitoring risks and treatments. Supply chain risks can occur at suppliers, distribution, and internally. Ongoing risk management is needed to reduce costs and threats over time as risks evolve with regulatory environments.
7 Reasons why Companies & Government should invest in Digital TransformationIsmail Sayeed
Early adoption of digital solutions to provide services, whether health related or not, allows organisations to be ready for future user demands. The large pool of data on patterns of service/product consumption, feedback and possible future behaviour (extracted from data analytics) can guide strategic decisions on what to invest in and for whom.
Digital healthcare innovation was needed decades ago, with or without a global health emergency. Other industries with complex systems have rapidly adopted digital transformation; such as logistics networks, taxation, commerce and others
- except healthcare.
A company that is already accustomed to some form of digital-based communication and operations (as much as possible) are the ones most able to survive and thrive in these circumstances.
A government body that can still function and serve remotely and digitally is the most ideal form of democracy. An organisation with remote workers, paperless reporting, established telecommunications through all chains of command are really agile in its truest form.
I had predicted 2 years ago that digital healthcare solutions would be the dominant narrative for the emerging middle class of many developing countries in Asia.
it is time for the global industry to transform itself to the new reality.
Now.
Presenter: Student
Institution: Grantham University
Date: July 2, 2020
ADOPTING TECHNOLOGY IN HEALTHCARE MANAGEMENT AND THE EFFECTS ON PATIENT OUTCOME
In this presentation you will be exposed to the following:
Problem statement and its current scope
Literature review
Strategic plan, who will benefit and what will the healthcare environment looks like once resolved
Recommendations/ limitations
References
CONTENTS OF THIS PRESENTATION
TABLE OF CONTENTS
PROBLEM STATEMENT
Current scope
LITERATURE REVIEW
Theoretical framework in which the problem exists
01
03
02
04
05
STRATEGIC PLAN
Implementation and benefits
RECOMMENDATION FOR FUTURE STUDY/LIMITATIONS
Social and political barriers to implementation
REFERENCES
Over 20 references with vast majority within five years.
COMMENTS
PROBLEM STATEMENT
01
Current Scope
Problem statement
Many healthcare professionals are less adoptive to technology advances, they are not up to date with new medical discoveries, performance measurements and decrease coordination with each other (Seblega 2010). These deficiencies resulted in the analysis of challenges that exists with technology adoption to include, costs, interoperability, outdated technology, difficulty in use of technology and complicated asset tracking and implementation.
Who are affected?
Practicioners, managers, employees, investors, patients and the economy on a whole
Demographics
Analysis done on the two selected countries of Nigeria and the United States both concluded that technology adoption in healthcare is linked to usefulness and ease of use of technology.
01 CONTINUES
History of problem
Discussion about the use of computers began in 1960s.
The possibility of electronic health records (EHR), were examined in 1991.
When did the problem appeared?
Since the discussion to use technology to enhance medical care
01 CONTINUES
CURRENT SCOPE
The challenges in health technology adoption is significant because despite the evolution of the society, the importance of these tools for modern technology to improve quality care outcomes and other elaborate benefits that are associated with it is limited (underutilized or low) because of factors to include financial concerns, poor infrastructure, low technical expertise and resistance from healthcare professionals (Zayyad 2018).
01 CONTINUES
What is currently being done?
The resistance experienced by both health professionals and patients soon decrease even because of the Coronavirus pandemic. This pandemic is a push factor towards medical technology adoption. Wicklund (2020), explained that the future of healthcare is now reshaped. The increase in the use of telemedicine is seen across the world as it helps in deciding which patients are to be seen in the hospital or elsewhere. This is believed that in order to prevent the spread of the virus patients must be isolated. In addition, there are technologies used to deal with Coronavirus namely symptom trackers, Chat.
How life sciences can win with blockchainToni Borges
The IBM Institute for Business Value surveyed 205 life sciences executives in 18 countries. The study, conducted in collaboration with the Economist Intelligence Unit (EIU), included chief financial officers (CFOs), chief technology officers (CTOs) and chief information officers (CIOs). Those participating had to meet specific criteria: they were either working with — or planning to work with — blockchains in the next 12 months, and they needed to be familiar with the blockchain strategies of their organizations.
The document discusses a collaboration between several organizations including healthcare providers, technology companies, and regulators to improve the system of spontaneous adverse event reporting. They aim to demonstrate that utilizing standardized data and new technologies can enhance data quality, reduce the burden on reporters, and ultimately benefit public health monitoring. The project calls for incorporating reporting into normal clinical workflows using structured EHR data to create safety reports.
Here are some potential pros and cons of bitcoin:
Pros:
- Decentralized: No single entity controls the bitcoin network or currency supply. Transactions occur peer-to-peer without an intermediary.
- Pseudonymous: Users can transact without revealing personal identifying information.
- Borderless: Bitcoin can be used globally without restrictions of geography or regulation.
- Limited supply: Only 21 million bitcoins can ever be created according to its coding, unlike fiat currencies which face inflation.
Cons:
- Volatility: Bitcoin prices are highly volatile and fluctuate greatly on a daily basis.
- Anonymity: The pseudonymous nature can enable criminal activity like money laundering and ill
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
Project TitlePROJECT TITLE Deployment of complete Open Sou.docxbriancrawford30935
Project Title:
PROJECT TITLE: Deployment of complete Open Source network infrastructure with equivalent provision for every necessary service provided in a typical Windows environment such as Active Directory, File and Printer Sharing, Firewalls, DNS, DHCP, Email Service, Web Service, FTP service, Chat Service, Certificate Services etc.
Project Fundamentals:
Please describe your IT project by answering these questions. Your answers need to address why this project is worth doing.
PROBLEM DEFINITION (Your IT project should solve a well-defined problem):
· What is the problem that you are addressing?
· Who is the end user, and what is the end user profile?
· What is the target market?
· Who is the organization?
PROPOSED IT SOLUTION (You should have a top-level idea of the solution or how you will solve the problem):
· What is the significance of this project?
· What is the proposed solution or approach?
· How do you propose to complete your project (It is important to explain how you propose to complete your project)?
· What tools and/or methodology (e.g. Network Diagram, IP Addressing, Security Technologies, Virtualization, Operating Systems, etc.) will be used to design, implement, and deliver the proposed solution?
· What type of resources (e.g., software, hardware, virtualization techniques, etc.) will you need to complete your project?
· Briefly describe the schedule of activities you will engage in to complete your project.
· As appropriate, include a budget with projected expenses and their importance to the project.
IMPACT ANALYSIS (Describe how the following issues impact your problem and its solution):
· Organizational
· Networking standards
· Security
· Ethical
· Social
· Legal
· Economic
· Target market/end user
CAUTION: Students often consider the impact analysis as an afterthought and give little serious thought to this section. However, considering these issues is an integral part of designing an IT solution or system in the broader context. Designs and their implementations have failed for lack of consideration of such issues.
REFLECTION ANALYSIS:
· Why does this proposal qualify as a capstone project?
· What technologies and methodologies does your capstone proposal incorporate that demonstrate your learning experience at Herzing?
· Are there any new technologies that will be utilized?
· How will your project further knowledge, understanding, or increase your skills in your discipline?
Running head: MANAGED CARE MYTHS 1
MANAGED CARE MYTHS 6
Managed Care Myths
Jessica Seifert
Rasmussen College
Feburary 25, 2018
Annotated Bibliography
Cordina, J., Kumar, R., & Moss, C. (2015). Debunking common myths about healthcare consumerism. McKinsey & Company.
Although true health consumerism is as yet developing graduall.
Post Pandemic Strategies for Hospitals Near and Far-Dr.Mahboob Khan Healthcare consultant
Right now, our hospitals and health systems are facing far more than a public health crisis; they are facing a financial crisis that could threaten their very survival.
It is estimated that hospitals and health systems are losing 25 to 40 percent of their revenue as a result of the pandemic (Becker’s, April 2020). How will these organizations recover and how can their marketing departments help?
COVID-19 may be with us for a while, but the surge is gradually winding down and hospitals must be prepared to hit the ground running with marketing that drives patient volume to profitable services
In recent years, we have written extensively about disruptions in healthcare, including the profound disruptions of the internet economy, the rise of consumerism, and the threat of new competition from tech- and retail-savvy competitors. We now face a new disruption with the COVID-19 pandemic that has come upon healthcare and the global economy as a whole with incredible speed and enormous impact.
Scenario A specialty memory chip manufacturer is located in South.docxkenjordan97598
Here are three strategic goals that align with the vision and mission statements:
1. Improve quality of care by investing in advanced medical technology and equipment. This supports the mission of providing quality services and the vision of becoming the leading healthcare provider in the region.
2. Expand patient services to include primary care, dental, behavioral health and community outreach programs. This will help achieve the mission of educating the public and the vision of growing the facility over time.
3. Develop strategic partnerships with insurance companies and government organizations to increase patient volume and ensure financial sustainability. This supports both the mission of serving the local community and the vision of a larger, more profitable facility in the long run.
The post-COVID Value Shift & How MedTech Companies can CapitalizeGreenlight Guru
The ongoing COVID-19 pandemic has fundamentally shifted the perception of value globally. The healthcare industry, and MedTech (Devices, Diagnostics and Digital Health) stand to benefit enormously. While the world waits for a vaccine, it has been MedTech companies and their solutions that have protected healthcare workers, kept patients alive, and been the focus of government policy and investment. The policy and funding shifts have been aligned to value-based healthcare principals, of which MedTech was already a leader. Discover how you can align your organization, and engage with key stakeholders to capitalize on this massive shift in value perception.
Takeaways:
- How the fundamental structure of healthcare is set to change
-How this fundamental change will benefit MedTech companies
-What you need to do in order to make this change sustainable within your organization
This session took place live at the Greenlight Guru True Quality Virtual Summit, a three-day event for medical device professionals to learn to get their devices to market faster, stay ahead of regulatory changes, and use quality as their multiplier to grow their device business.
Business Continuity Emerging Trends - DRIE Atlantic - SummaryMarie Lavoie Dufort
Summary document for DRIE Atlantic presentation held on May 19, 2021 on the topic of Business Continuity Emerging Trends – Absorbing & Adapting In A Changing Environment.
Speaker: Marie Lavoie Dufort
Host: Emad Aziz
How Financial Firms Blaze a Trail To New, More Predictive Operational Resilie...Dana Gardner
A transcript of a discussion on new ways that businesses in the financial sector are avoiding and mitigating the damage from today’s myriad business threats.
Key Takeaways from the first IDC Pan European Healthcare Summit . Post event ...Silvia Piai
This slide deck summarizes the key takeaways from the first Pan European Healthcare Executive Event. Focused on the three themes of the Summit ( Personalization,Integration and Industrialization), the Summit has explored the different dimensions in which ICT is an enabler of a new business model for sustainable healthcare in Europe
Driving Innovation Through Information: Drive Healthcare Innovation by Riding These Three Waves of Change - technology leaders and organizations can use this as a planning guide and reference point as they develop their strategies, plans, and budgets. This can also serve as a tool to help identify scenarios for scenario-based planning (e.g., what-if consumerism becomes a greater influence?).
This document discusses 10 trends shaping the life insurance industry landscape:
1. Steady industry growth, but underlying issues of underinsurance and lack of innovation persist.
2. Insurers are challenged to rationalize legacy systems while maintaining valuable historical business, constraining growth.
3. Some insurers are outsourcing administration and systems management to leverage partnerships and convert costs.
4. Regulatory changes increase need for flexibility but also interfere with modernization efforts.
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
Technology is constantly transforming healthcare for the better, but getting technology right is an understated challenge for the industry. This webinar addresses three of healthcare's top challenges in tapping technology's full potential: cost, privacy and adoption. Experts and providers share tips, strategies and stories to help overcome these challenges to truly harness the power of transformative healthcare technology.
EMERGENCE OF NEW DIGITALIZATION TECHNIQUES IN ORGANISATIONS IN.pptxArunimaHazra2
The document discusses the emergence of new digitalization techniques adopted by organizations during the COVID-19 pandemic. It describes how the pandemic disrupted organizations, issues they faced, and the three-step response pattern of emergency response, crisis management, and focusing on the future. It also discusses digital trends that are likely to remain, including increased telework and adoption of digital solutions. The pandemic accelerated digital transformation, changing mindsets from "good-to-have" to "must-have." While some organizations adapted smoothly, the economic situation forced others to change. Overall, the pandemic highlighted the benefits of digital transformation.
Inspirative presentation by TradeTicity is giving outlook and predicitions how Pharma Traceability and Serialization market will be affected by Emerging technologies, like mobile, IoT, Big data. Learn how serializaiton systems will become EWnterprise integrated and how to select solution for the Future
Outlook of predictions and expectations until 2021 delivered by TradeTicity. Discover how emerging technologies will influence serialization and traceability, what will happend in next 5 years and how you should select your prefered partner.
The document discusses findings from a study on risk and community services in disability services. Key findings from interviews with CEOs of 24 community service organizations include: (1) all CEOs reported a significant increase in risks and risk issues over the last decade due to factors like changing client needs, fragmentation of services, and contracting; (2) risks included those to clients, workers, governance, finances, reputation, and preparing for disasters; (3) there were major differences in organizations' capacity to manage risk; (4) most CEOs reported increasing risks from shortage of skilled workers. The document outlines objectives of further studying interactions between community services and risk management values and practices.
Developing a World Leading Technology Enabled Health Programme of ResearchMaged N. Kamel Boulos
The document discusses developing a world-leading technology-enabled health research program by linking research to the real world. It notes current issues like the "mHealth app glut" and declining user interest due to a supply-demand mismatch. The proposed solution is to establish a partnership that brings together stakeholders from academia, healthcare providers, digital health industry, and the public. This partnership would use agile design methods, early and continuous user involvement, and evaluation approaches suited to digital interventions to develop solutions that meet real-world needs and ensure user acceptance. The goal is sustainable digital health programs through full engagement of stakeholders throughout the product lifecycle.
Visual Style and Aesthetics: Basics of Visual Design
Visual Design for Enterprise Applications
Range of Visual Styles.
Mobile Interfaces:
Challenges and Opportunities of Mobile Design
Approach to Mobile Design
Patterns
Here are some potential pros and cons of bitcoin:
Pros:
- Decentralized: No single entity controls the bitcoin network or currency supply. Transactions occur peer-to-peer without an intermediary.
- Pseudonymous: Users can transact without revealing personal identifying information.
- Borderless: Bitcoin can be used globally without restrictions of geography or regulation.
- Limited supply: Only 21 million bitcoins can ever be created according to its coding, unlike fiat currencies which face inflation.
Cons:
- Volatility: Bitcoin prices are highly volatile and fluctuate greatly on a daily basis.
- Anonymity: The pseudonymous nature can enable criminal activity like money laundering and ill
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
Project TitlePROJECT TITLE Deployment of complete Open Sou.docxbriancrawford30935
Project Title:
PROJECT TITLE: Deployment of complete Open Source network infrastructure with equivalent provision for every necessary service provided in a typical Windows environment such as Active Directory, File and Printer Sharing, Firewalls, DNS, DHCP, Email Service, Web Service, FTP service, Chat Service, Certificate Services etc.
Project Fundamentals:
Please describe your IT project by answering these questions. Your answers need to address why this project is worth doing.
PROBLEM DEFINITION (Your IT project should solve a well-defined problem):
· What is the problem that you are addressing?
· Who is the end user, and what is the end user profile?
· What is the target market?
· Who is the organization?
PROPOSED IT SOLUTION (You should have a top-level idea of the solution or how you will solve the problem):
· What is the significance of this project?
· What is the proposed solution or approach?
· How do you propose to complete your project (It is important to explain how you propose to complete your project)?
· What tools and/or methodology (e.g. Network Diagram, IP Addressing, Security Technologies, Virtualization, Operating Systems, etc.) will be used to design, implement, and deliver the proposed solution?
· What type of resources (e.g., software, hardware, virtualization techniques, etc.) will you need to complete your project?
· Briefly describe the schedule of activities you will engage in to complete your project.
· As appropriate, include a budget with projected expenses and their importance to the project.
IMPACT ANALYSIS (Describe how the following issues impact your problem and its solution):
· Organizational
· Networking standards
· Security
· Ethical
· Social
· Legal
· Economic
· Target market/end user
CAUTION: Students often consider the impact analysis as an afterthought and give little serious thought to this section. However, considering these issues is an integral part of designing an IT solution or system in the broader context. Designs and their implementations have failed for lack of consideration of such issues.
REFLECTION ANALYSIS:
· Why does this proposal qualify as a capstone project?
· What technologies and methodologies does your capstone proposal incorporate that demonstrate your learning experience at Herzing?
· Are there any new technologies that will be utilized?
· How will your project further knowledge, understanding, or increase your skills in your discipline?
Running head: MANAGED CARE MYTHS 1
MANAGED CARE MYTHS 6
Managed Care Myths
Jessica Seifert
Rasmussen College
Feburary 25, 2018
Annotated Bibliography
Cordina, J., Kumar, R., & Moss, C. (2015). Debunking common myths about healthcare consumerism. McKinsey & Company.
Although true health consumerism is as yet developing graduall.
Post Pandemic Strategies for Hospitals Near and Far-Dr.Mahboob Khan Healthcare consultant
Right now, our hospitals and health systems are facing far more than a public health crisis; they are facing a financial crisis that could threaten their very survival.
It is estimated that hospitals and health systems are losing 25 to 40 percent of their revenue as a result of the pandemic (Becker’s, April 2020). How will these organizations recover and how can their marketing departments help?
COVID-19 may be with us for a while, but the surge is gradually winding down and hospitals must be prepared to hit the ground running with marketing that drives patient volume to profitable services
In recent years, we have written extensively about disruptions in healthcare, including the profound disruptions of the internet economy, the rise of consumerism, and the threat of new competition from tech- and retail-savvy competitors. We now face a new disruption with the COVID-19 pandemic that has come upon healthcare and the global economy as a whole with incredible speed and enormous impact.
Scenario A specialty memory chip manufacturer is located in South.docxkenjordan97598
Here are three strategic goals that align with the vision and mission statements:
1. Improve quality of care by investing in advanced medical technology and equipment. This supports the mission of providing quality services and the vision of becoming the leading healthcare provider in the region.
2. Expand patient services to include primary care, dental, behavioral health and community outreach programs. This will help achieve the mission of educating the public and the vision of growing the facility over time.
3. Develop strategic partnerships with insurance companies and government organizations to increase patient volume and ensure financial sustainability. This supports both the mission of serving the local community and the vision of a larger, more profitable facility in the long run.
The post-COVID Value Shift & How MedTech Companies can CapitalizeGreenlight Guru
The ongoing COVID-19 pandemic has fundamentally shifted the perception of value globally. The healthcare industry, and MedTech (Devices, Diagnostics and Digital Health) stand to benefit enormously. While the world waits for a vaccine, it has been MedTech companies and their solutions that have protected healthcare workers, kept patients alive, and been the focus of government policy and investment. The policy and funding shifts have been aligned to value-based healthcare principals, of which MedTech was already a leader. Discover how you can align your organization, and engage with key stakeholders to capitalize on this massive shift in value perception.
Takeaways:
- How the fundamental structure of healthcare is set to change
-How this fundamental change will benefit MedTech companies
-What you need to do in order to make this change sustainable within your organization
This session took place live at the Greenlight Guru True Quality Virtual Summit, a three-day event for medical device professionals to learn to get their devices to market faster, stay ahead of regulatory changes, and use quality as their multiplier to grow their device business.
Business Continuity Emerging Trends - DRIE Atlantic - SummaryMarie Lavoie Dufort
Summary document for DRIE Atlantic presentation held on May 19, 2021 on the topic of Business Continuity Emerging Trends – Absorbing & Adapting In A Changing Environment.
Speaker: Marie Lavoie Dufort
Host: Emad Aziz
How Financial Firms Blaze a Trail To New, More Predictive Operational Resilie...Dana Gardner
A transcript of a discussion on new ways that businesses in the financial sector are avoiding and mitigating the damage from today’s myriad business threats.
Key Takeaways from the first IDC Pan European Healthcare Summit . Post event ...Silvia Piai
This slide deck summarizes the key takeaways from the first Pan European Healthcare Executive Event. Focused on the three themes of the Summit ( Personalization,Integration and Industrialization), the Summit has explored the different dimensions in which ICT is an enabler of a new business model for sustainable healthcare in Europe
Driving Innovation Through Information: Drive Healthcare Innovation by Riding These Three Waves of Change - technology leaders and organizations can use this as a planning guide and reference point as they develop their strategies, plans, and budgets. This can also serve as a tool to help identify scenarios for scenario-based planning (e.g., what-if consumerism becomes a greater influence?).
This document discusses 10 trends shaping the life insurance industry landscape:
1. Steady industry growth, but underlying issues of underinsurance and lack of innovation persist.
2. Insurers are challenged to rationalize legacy systems while maintaining valuable historical business, constraining growth.
3. Some insurers are outsourcing administration and systems management to leverage partnerships and convert costs.
4. Regulatory changes increase need for flexibility but also interfere with modernization efforts.
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
Technology is constantly transforming healthcare for the better, but getting technology right is an understated challenge for the industry. This webinar addresses three of healthcare's top challenges in tapping technology's full potential: cost, privacy and adoption. Experts and providers share tips, strategies and stories to help overcome these challenges to truly harness the power of transformative healthcare technology.
EMERGENCE OF NEW DIGITALIZATION TECHNIQUES IN ORGANISATIONS IN.pptxArunimaHazra2
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Robust healthcare systems
1. An Association for All IT Architects
Complexity and Robustness
in Healthcare Systems
Brian Loomis
Princeton Digital Advisors
Who’s leading your digital
transformation?
a) Your CIO
b) Your CTO
c) COVID19
2. A first look at the situation of the COVID19 outbreak
How customer behaviors have changed and patient-centricity
How do complex, adaptive systems respond?
And a look down the road
What happens after COVID – has the practice of medicine changed?
Is the customer experience a similar quality?
What do we take away as application architects?
Overview
3. 1M+ nCOV-19 cases out of a population of 330M, not actually sure how many others may have had it or even have died from it
Air cargo down 27% in March; truckload cargo actually up
Major universities go entirely online; University of Chicago students protest full tuition payment for lower quality online
Movie theaters closed; 38% surge in Netflix usage (and Hulu…)
Airbnb down 96% in Beijing, 50% in US... changing refund policy for thousands of owners; airlines receive bailout and must fly
certain routes
Energy sector gas spot price to sub-$40/barrel, down 50% YTD; can store North Sea but not in Oklahoma
One third of rental payments in first week of April were not made; refinances on home mortgages accelerating, potentially with
best rates in a generation
Restaurants revenue, normally $870b per year, down 35% in first week of March; 200% growth in online grocery app downloads,
45% growth in online grocery and Walmart orders to curbside
35% NAM responses indicated supply chain was causing delays in manufacturing; record breaking US output at 2.4 trillion
dollars in goods produced in Q4 2019 (just a few months earlier)
GDP prediction from 2% growth in 2020 to a 2-6% contraction. Government response has included sector bailouts, relaxing
scheduled payments; industry extends contracts, skip a payment. What do layoffs mean to disposable cash purchases?
Stock markets in US down 16%, back up 8% already – U- or V-shaped recovery?
Do cruise lines have a future?
Some recent facts
4. Who’s giving the guidance?
Inter-organization cooperation: command & control (recommendations versus directives, legal and process
agreement on the stockpile, intra-org comms between call center and hospital and HR), data sharing, supply
chain/logistics – testing? Ventilators? Morgues?, decision making and trials (assessment)
Collaboration technology – patient-to-family, patient-to caregiver/provider (anxiety, correctness or delay in
getting results means increased effects of coronavirus), rumors… or contrary info (or agitators like people
who cough on produce at the store or Zoombombers)
Very distributed facilities
Change in scale to usage, and geographic diversity
Physical facilities needed to be reconfigured or were obsolete
Experience and expectations changing
Technology (and healthcare) reach to all the affected population, not just current customers
Previous experience provided in-person contact as reassurance, high-value add (maybe not so much)
Is security an ASR?
Internal and external business model challenges
Cross-subsidies, referral & billing systems brittle
Not just healthcare workers on the front lines… postal workers, fire/police, business owners, social services,
inmates, public press, nursing homes, manufacturers!
Challenges in healthcare
5. Provider (hospital, clinic, non-profits
esp. in mental health, pharmacy)
EMR, specialty (radiology PACS), quality
of care, scheduling and operations, supply
chain, reporting, HIPAA training &
compliance…
Payer (insurers, benefits managers,
etc.) benefits transactions, reporting,
codes…
Patient (self, family, community,
employer) portals, ancestry.com
Clearinghouses & research databases (Universities
and non-profits)
National and international organizations (Medicare,
CDC, WHO, county health departments)
Healthcare is distributed
6. US Army FM 5-19 – Composite Risk Management
Parallel planning from strategic to tactical
Identify risks, assess, develop controls, implement, supervise & evaluate
Gartner
Define business model, identify uncertainties, assess, design, execute
Traditional risk management
Probability * Impact = Evaluated Risk Priority
4-stage Crisis Management
How do organizations deal with a crisis
BUSINESS CONTINUITY PLANNING
7. ONE APPROACH – “WAR ROOM”
Stabilize first
Evaluate which parts “go forward” and then fix gaps
Looks backwards first by looking at projects in flight (bias
towards learned experiences)
Low risk (consensus based with current participants) but
also assumes threats are something we can identify and
plan for
More on decision making in crisis
ANOTHER APPROACH –
IDEATION/CREATIVE
Take a broad look at how the environment
changed and sense trends before envisioning
the new business model with customers
Looks forward to green shoots internally as
well as lunatic fringe externally, but runs the
risk of untrusted advisors, jeopardizing some
short-term business, and not being able to
transform in time
Can get out of a local minimum for unknown
stressors
8. UNPREPARED, WING IT
On a HIMSS call, a German doctor indicated each State was having
to build their own infrastructure and reporting on COVID, which really
shows how we've traditionally done healthcare as doctor/institution-
focused doesn't make sense when medicine is becoming
patient/population centric
GREEN SHOOTS ACCELERATED
WiFi deployed to new hospital areas, Teams and Zoom in high
demand but facing hackers changing data and Zoombombing
Telemedicine moved from 1% to 99% but ditched video
Some local health departments had better plans based on similar
SARS outbreaks
READY FOR NEW NORMAL
South Korea already had a mobile app installed broadly to do contact
tracing
What do we observe in healthcare?
The future is already here. It's
just not evenly distributed yet.
~ William Gibson
9. Can’t build a plan ahead of time (this was how many
looked at business continuity)
Destructive competition – prior suppliers, friction in
engaging volunteers (read: organic adaptation) in the
organization, competing organizations
Unknown public policy, governance – not a simple opt-in
Communications is hard!
Systems do not adapt, they only scale as one part of
ecosystem
Linear design process based on decomposition implies
systems can only change so quickly once they are in
production
Why this doesn’t work for VUCA events
10. New business models take shape
as we cross the chasm
Customer behavior is changing,
unlikely to revert fully
Customer-centric advances as a
new normal
We made some half-steps with patient-
centric, consumer-centric, student-
centric
Now we have to go further…
What is the difference between a
COVID response and digital
transformation?
Can we work backwards from a new normal?
11. Characteristics of complex adaptive systems[1]
Path dependent: Systems tend to be sensitive to their initial
conditions. The same force might affect systems differently.
Systems have a history: The future behavior of a system depends
on its initial starting point and subsequent history.
Non-linearity: React disproportionately to environmental
perturbations. Outcomes differ from those of simple systems.
Emergence: Each system's internal dynamics affect its ability to
change in a manner that might be quite different from other systems.
Irreducible: Irreversible process transformations cannot be reduced
back to its original state.
Adaptive/Adaptability: Systems that are simultaneously ordered and
disordered are more adaptable and resilient.
Operates between order and chaos: Adaptive tension emerges from
the energy differential between the system and its environment.
Self-organizing: Systems are composed of interdependency,
interactions of its parts, and diversity in the system
[1] – Turner & Baker
What do complex systems tell us?
Functional requirements model may be only part of
what we need to be successful
They are often “discoverable” and have predictable
paths to implementation (“well worn path” or process
stability)
We already use the term non-functional, quality, or
ASR’s even to catch all the other stuff, some of
which we know as important, but which are much
more difficult to describe
Continuous adaptation as a means to survival
Similar to Agile’s refactoring as a way to avoid “legacy
debt” and having to have requirements mostly identified
ahead of time
Similar to the business cycle for Kodak and Fuji
Can systems adapt and survive better in the face of
stressors?
12. “The fitness of the individual is the
probability that the individual will be
included among the group selected
as parents of the next generation”
Fitness function
13. Agile design
Initial scope
Platform design
Epics / RT / roadmap
Stories
Sprint planning issues
How to bake in architecture spikes
How to balance functional &
enabler requirements
How to measure value to the
organization in the sequencing
Environment issues
SAFe tries to “scale-up” agile to
deal with inter-project coordination
of value
Continued discussion of what to do
with legacy debt and “bit rot”
Designing
Evolutionary design
Initial architectural guidance around
ASRs
Verification through “fitness
functions” (measurements) from CD
to test to DevOps
Guidance should exist across
projects and align to organizational
goals
Robust architecture issues
How to construct a fitness
function for certain NFRs
Continued lack of inter-project
coordination
Difficulty in measuring / testing
in quality (stressor known
ahead of time)
Antifragile/ adaptable design
Mindset change
Residual analysis
Develop initial architecture
Describe information flows
List large number of “stressors”
Calculate “residues” – what survives,
regardless of likelihood of stressor
Redesign to increase residue size
Repeat residue analysis under broader circle
of stressors, possibly composing and
decomposing differently
Continue to evolve architecture across
project versions
Antifragile architecture provides
Improved way to look at unlikely events
and ones which are non-linear
Views new system as part of an
ecosystem
Dynamic event response pulled into
design phase – no need to wait until
production to have a plan (or rearchitect)
Delays decomposition of system and
traditional risk planning until after design
systemsantifragilefor with in mind
14. Some technologies we’ve piloted may become mainstream (new normal).
Low cost, apply across new parts of the portfolio:
RPA value in making paper or disconnected processes completely
digital (HR hiring / staff planning integrated with LinkedIn, appointment
optimization, etc.)
AI & Bots customer experience in giving specific, latest advice (over
static content), advice in real-time to first responders, personal advisors
Remote video & VR “We’ve talked about it for 20 years”
Digital twin (simulation) predictive modeling, contact tracing
Interoperability standards & data sharing (health “commons”) feeding
real-time decision-making dashboards
ML discovering deep data patterns for antivirus effectiveness and
contact tracing, what about unstructured OT data?
Easy collaboration (hangouts, teams, etc.) coordination of care, triage
remotely
Technologies to help us adapt
15. National (not whole Earth?) level
Organization level (CEO, CMIO, CTO,
CIO)
1. Identify the new digital
transformation scenarios
customers want
2. Focus on stabilizing short term
cash flow
3. Only lastly, assume existing
projects need to stay on track
Personal level
How do I get back to work? How can I
mentally get back to focus when I’m
worried about this impact?
How do I stay safe interacting with
others? Are workplaces physically
safe?
How do I deal with personal impact
from this (either COVID or other things
which have happened in same period
of time)
How does my profession change?
How will we emerge from this?
Health architecture challenges
Geo-quarantine, with travel bans
By demographic, older people
Large gathering restrictions
Test and release, flare-ups, some sort of
ID showing clear? Some sort of antibody
test? Some sort of immunity for how
long?
People have resisted stay at home, will
get worse as pandemic walking outdoors
syndrome grows
Police intervention? Socialized policy
Vaccine development
timetable...Tracking by mobile phone,
specific hall passes for certain types of
trips.
Some patients who have been on
ventilators have cognitive issues when
back (post ICU syndrome)
Next pandemic?
* This is my conjecture only
16. How can we get back to work?
Requirements for a scalable system (millions of workers),
demonstrable proof of being virus free, plus an extra
requirement… what if there is a resurgence of cases?
The question you’ve all been waiting for…
FIRST PASS
• Define the
requirements
• Build a mobile app
with self-reporting
questions
• Roll it out
SECOND PASS
• Define the
requirements
• Build a mobile app
with self-reporting
questions
• Get patient profile
from central SOR
• Automate some parts
for efficiency (don’t
ask are you Male, if
you already know…)
THIRD PASS
• Build a mobile app
with self-reporting
questions
• Provide a feedback
loop from hospitals (if
the app said I was
clear, and I wasn’t…)
• Design for preplanned
stressors like
scalability through
decomposition and
testing
• Re-roll it out!
Nth PASS
• Design with residual
analysis based on
current components
and small MVPs to
see what survives
various stressors;
build parts that help
components survive
stressors observed in
reality
• Set the path for
evolving architecture
• Implement broader
triage mechanism to
detect if a new
disease is present
17. You guessed it…
Experimentation
Build a habit around this
Specifically be looking further afield, doing small $ MVP’s, and
incorporating anti-fragile planning as a co-equal in design
The uncomfortable questions are the ones which, when answered,
lead us to adaptability
What mindset do we need to adapt?
18. APQC guide on COVID preparedness
Customer journey mapping in healthcare example
HIMSS
Royal Society on disease modelling and surveillance
U.S. CDC site, JHU multi-sourced reporting site, Microsoft
WaPo visualization, Moscow Times, IHME predictive model, other data sets and here
Bill Gates 2015 talk & how Teams/remote meetings change things
IBIS outlooks by industry & CO, social distancing impact
Futurist
Testing resources – BEI, NIH, Verily, CVS, Everly and strategy, Conduent
Computational biology labs & ML
HK/Singapore response, TraceTogether, BlueTrace.io
Residual design & antifragile(Barry O’Reilly)
Wuhan’s recovery
For further reading
19. An Association for All IT Architects
For further information, please direct questions to bwloomis404@gmail.com or
visit www.princetondigitaladvisors.com
We’ll cover along the way:
Typical health IT systems (primer) across provider, payer, patient
DT has changed during the pandemic, more accurately accelerated – but not along the plan we had before – towards patient centricity
What is the difference between traditional design and design for robustness and design for antifragile?
One form of digital transformation would be to eliminate or reduce in-person experiences ~ making remote on par
Let’s review where we are as of 30 April. A definite sense of change and a lot of questions going forward. Business and technology leaders are looking around for guidance.
The next level down beyond statistics is understanding the patterns underneath. We know, for instance that…
Businesses are starting from different spots – some industries had “pre-existing conditions” which were trends indicating that current business model was unsustainable.
Some businesses had experiments, green shoots which could be accelerated (a plan that could be put into action) – just had not been taken seriously
Some businesses have not done strategic planning and may not make it with us in the same shape. (McKinsey puts this as 18% will thrive on new business model, about same number will cease to exist)
Refs:
NAM – Conference Board
What specifically is going on in healthcare? We’ve seen a lot of these challenges in the news and with our colleagues.
Let’s take a look at what systems we’re talking about, just as a refresher.
Healthcare systems are both a complex portfolio of data flows and also distributed across organizations; we will call this a complex system. Causes us as architects to look at our organizations systems in the context of changes to our partners as well. System of systems. How do organizations under stress maintain continuity when certain systems and orgs are under stress – does the whole ecosystem collapse?
https://royalsocietypublishing.org/doi/full/10.1098/rstb.2018.0276, image from Royal Soc. May 2019, Outbreak analytics: a developing data science for informing the response to emerging pathogens
These are traditional, linear processes for emergency operations. Our business continuity planning takes a lot of preparation for known scenarios (natural disasters) and does not function well when we have a new type of occurrence (or ones we’ve only seen in particular domains at a limited impact). Most Universities for instance had NO plan to go online. Ask yourself, how good of a solution can you come up with on the fly when you do not have even a similar plan? This talk is about how to ideate better.
Army - https://www.globalsecurity.org/military/library/policy/army/fm/5-19/fm5-19.pdf
Gartner - https://www.securitymagazine.com/articles/91988-gartner-a-5-phase-approach-for-resilient-business-continuity-models-during-coronavirus-disruptions
Traditional - https://www.mitre.org/publications/systems-engineering-guide/acquisition-systems-engineering/risk-management/risk-impact-assessment-and-prioritization
In healthcare specifically, we are used to fall-back, written manual procedures if WiFi goes out… a very fragile solution designed for short-term BC (assumes we have time to fix/redevelop or condition will go away quickly).
Giving the two possible ends of the spectrum – one where we get information flow from our existing sources, and assume the ideas we had previously may need to be tweaked; the other where we start with the premise that even what we thought of the environment was wrong and we missed some signals, and need to look broadly for new inspiration before continuing ANYTHING from before the event
Left side is ego-driven, top-down, assumes control; right side is team-driven/internally honest about limitations
Left side uses existing resources to plan way out; right side is open to external advisors (outside experiences, often further afield or green shoots), requestions assumptions (in case they’ve changed)
Most orgs lean towards the model on the left – risk averse going into crisis.
https://www.eadirections.com/2020/04/leaders-your-journey-through-covid-19/ has some good advice on looking at these two models (graphic courtesy of EA Directions.
We see the same patterns in healthcare IT systems as we see at the macro level. This shows a view of different orgs being prepared at different levels
We always say Don’t let a good crisis go to waste…? – what do we learn from this… Huge gap in looking around for what was succeeding and making it our own.
Telemedicine may “stick” and be preferred over in-person - https://www.linkedin.com/pulse/covid-19-needed-telemedicine-finally-go-mainstream-mesk%C3%B3-md-phd/
Elective surgery used to fund the ICU, what if ICU is 100% of business? Not funded correctly if that’s the case
Delivery or packages on the curb over brick & mortar
Are we ready for engaged experiences like technology consulting over Zoom?
This is n organizational and systemic issue. A strategy that only works for my group ignores those nonlinear inputs from other orgs. A strategy for architecture that assumes my system is in a vacuum, ignores the fact that parts supplied from outside my control may be required and cause me to fail, even if I would scale normally.
https://www.conduent.com/solution/public-health-technology/disease-surveillance-system/
https://www.linkedin.com/pulse/covid-crisis-create-new-normal-techis-your-ready-karalee-close/?msgConversationId=6083662193344204801&msgOverlay=true&trackingId=M74qZvSE6r0fOIvUzztWdg%3D%3D
Image - https://www.cultofmac.com/702095/apple-and-googles-contact-tracing-api-could-be-welcomed-by-the-european-union/
We see part of the future now, but not all of it. This is therefore difficult to do traditional gap analysis with (no complete future state, no bridging patterns)
Next, let’s look at complex systems starting with some theory and orientation.
Complexity allows us to think of systems of systems which do not have linear responses to each other (they change around us) based on environmental stimuli
Radical change of operations on continuum
5% telemedicine to 100%
Facilities unusable – “meet me out back”
References on complex systems:
Avancier - http://grahamberrisford.com/AM%204%20System%20theory/Sense%20and%20nonsense%20in%20system%20theory.htm
Evolutionary architecture - https://books.google.com/books/about/Building_Evolutionary_Architectures.html?id=qYI2DwAAQBAJ&printsec=frontcover&source=kp_read_button#v=onepage&q&f=false
In evolutionary architecture, or “adaptive” architecture, we can use a fitness function in stead of a code review, to assess how well the design undergoes change and meets the needs of the system requirements in ASR areas. This lets us go beyond microservices as a universal goodness, to understand how changes to coupling, module design and decomposition, and platform layers & boundaries affect the overall –ilities of the system. When we say replacing code reviews, we are changing from an experiential model (senior developer to junior developer) to establishing the “rules” for how decomposition will be accomplished. The developer, the DevOps engineer, and the product owner should be able to interpret these in their work product. The challenge for the architect is then how to measure the functions over time for any given significant requirement (or quality attribute).
Architecture of systems came from a desire to control the outcome in a creative process – new methods reexamine this premise. Agile design moves to multi-skilled individuals working closely together to deliver faster than with specialized, distributed teams. We do not have a way yet to consistently deal with systems of systems or, in this case, a way to build resilience into systems. This again comes from a tension between the desire to control outcomes and future-proof systems. Looking at how agile plays out, we have a couple minor changes like using microservices instead of N-tier which offer the potential for some gains in certain attributes like performance or throughput but fundamentally we do a little architecture all the way through the process in an iterative way (not much different to waterfall). Agile makes a clear distinction between the short-term project and longer-term goals (architecture) by role and artefacts, usually prioritizing the project over these design aspects which become more important over time.
Agile is fundamentally evolutionary design, when compared to waterfall. We acknowledge that we do not know the details of all the tasks to be done at the start of the effort, but prioritize regularly to zero in on the final work product. It is very developer led, and not very systems-of-systems aware.
Evolutionary design adapts architecture to be able to consider stressors known ahead of time in the design – building the resilience in for certain very difficult to measure dimensions ahead of time. This creates initial guidance in these areas – guidelines for the team to measure against (with fitness functions) as the project proceeds.
Antifragile design takes this a step further to build in resilience for changes in dimensions we may not anticipate needing ahead of time. This extends the theory we had in ATAM/FMEA. The residue is a part of a system which is left after a stressor changes.
A true call to action to design differently
Microservices work sometimes… no different than Open Source
Look for decoupling and ability to have failure in a component (which redundancy does not mask)
CAP theorem
https://www.accenture.com/us-en/about/company/coronavirus-systems-resilience
Challenge to the architect is how you get these to the whole population and not worsen the experience (digital divide, ethical issues, other conversations we’ve avoided for a long time in systems resilience)
How do we leverage technology green shoots?
NORA Bot - https://www.nordea.com/en/press-and-news/news-and-press-releases/news-en/2018/how-our-robots-are-helping-customers.html
Conversa integrated healthtool and chats - https://conversahealth.com/
Teladoc - https://www.wsj.com/articles/teladocs-remote-doctor-visits-surge-in-coronavirus-crisis-11586894400?shareToken=st9f082c3427fa484897aae5c8d099f133&reflink=share_mobilewebshare
Avizia/AmWell - https://business.amwell.com/solution-overview/ & mobile app - https://amwell.com/cm/how-it-works/
Digital twin - https://medicalfuturist.com/digital-twin-and-the-promise-of-personalized-medicine/
https://medicalfuturist.com/ten-ways-technology-changing-healthcare/ for more
AI – LifePod - https://lifepod.com/
https://go.himss.org/SDOH-Dev-Challenge
We answer this at least at 3 different levels of thought… all of which are interdependent. For example, when would you consider it safe to go to a restaurant with your friend. Depends on your situation certainly, what the restaurant might have done (Papa Johns advertisement that no one touches the pizza with bare hands after it leaves the oven), and what national guidance might be. Would you wear a mask? Would you do that if the hospitals were full or if there were empty beds? Context matters in organic systems – what if there were a preventive shot you could take to inoculate you?
Let’s take a personal example: an ER visit. If we had a system to represent this, it might be some sort of facilities, provider and patient record system. The stressors during the return to work period are dynamically changing. What if we see a rise in work absences from ambulance drivers, or an ineffectiveness in initial testing in home, or a reported process or equipment failure (which ends up to not be true), or a hacked EMR system which routes billing to a non-existent account? We may have more time than in the original crisis to spend in design, and we may have learned lessons from that previous period, so that we can actually start buying down the overall risk level (unknowns) for the next version – making it more adaptable. This broadening of stressors beyond normal modeling will be continued in later versions and will also help make our system more robust. It is part of the path then, to getting to a next stable plateau, a new normal.
National level – super-organizations
National or trans-national healthcare systems (interoperability, democratized access similar to Ryan White?)
Organization
What does the new customer journey look like?
make the lessons learned in the crisis become the new digital normal (err on the side of pushing the envelope towards the new model); which things did we (or peers) have in flight that worked extremely well?
look to the transformation in our own org which made it more efficient during the crisis – what did we learn?
Cash flow – what do I depend on to keep the old business running (suppliers, interactions, etc. from BMC); operations can take a back seat and fill in between #1 strategy meetings; the value add in continuing these is limited as customers and partners are making decisions separately
Projects - (many may be evaluated in light of 1 or 2) – some customers may be recovering themselves and no longer be interested/prioritizing these, or the projects may need re-validation of value proposition – may be obsolete work; previous projects selected as best in breed may not have same $$ value, and ones prioritized for lowest cost may have changed too
Business flow changes (HR, finance, sales, creating products & services, R&D/innovation)
How do I identify which talent should be shed? How do I rebuild talent? How do we communicate to all of our staff and suppliers?
Is testing a “benefit” I would offer?
How do I protect the communities we work in?
Should I offer deals to customers who are struggling? Postpone payments or create incentives which might be free or divert cash flow to NGO’s?
HR work remotely… https://youtube-creators.googleblog.com/2020/03/protecting-our-extended-workforce-and.html
Two things going on at once in a VUCA event: the business changing dynamically, and the system we’re trying to get out is not stable
What experiments do we need to do to answer this question with a technology-based solution? For example, we have the town of Vo’ in Italy, who has been isolated and is fairly homogeneous, to know the time duration of a contained outbreak and could test an “immunity passport” within the rest of Italy.
Image courtesy of NYT and WSJ (mobile app is a band plus phone app being tested in S Korea)
Some questions about requirements:
Who certifies workers to return? Healthcare provider (who has the test), self, state/national orgs? How do we certify that (antibody tests?)
What about other controls like travel restrictions, quarantine for international visits…
What is acceptable risk? How to avoid workers comp claims as employer? (what is safe workplace)
What if COVID is rolling curves of infection (relapses or mini-pandemics)?
Which industries will come out first? What dependencies will make this slower because we optimized SC for only certain events?
Doctors do this fourth step but are not always aware themselves – Menard in New Orleans noticed a high number of flu patients coming in NO in January; did not have test for coronoavirus and miscoded them, but knoew something was different.
Before we say we can’t do this, we may want to look at how test kits can actually get much more data than just symptoms (often multi-respiratory tests to identify different viruses, even unidentified ones – can cross off the list)
Are we being Cassandra? Or is this easier in hindsight (i.e., only thing we have to do is put into project plans?) No, I think it’s a bit more of a call for architects to look around the fringes and bring technologies into the mainstream. The next pandemic will look different, so just solving for what is happening today is not adaptation, it is just making one aspect more robust.
Not saying this is the solution or even one solution, but as we design systems, we have some technologies that may be used – with more data feeds than we’re used to, more integrations, more cross-organizational sharing (or drop-outs) – to be able to build these resilient systems.
Shed fear of ambiguity over the process we’ve learned from the last way of working (we’ve learned over years through experiences, which preserve ourselves but cut off ways of thinking that modify the model). The customer is radically changing (or moving ahead) in this period and unlikely to go back to previous modes. Your organization can choose to go forward. As a personal practice of architecture, this means we do not treat the experiments as a side job (lesser) to large projects simply because they are comfortable; the experiments hold the key to adaptation and higher business value.
Experimentation:
Free of quarterly earnings, propose different staffing and resourcing
Test & learn – truly fail, and truly learn from failure
Observe interactions and customers
Everything through the lens of customer value; even small changes can get 10x return (avoid big projects with 1.5X ROI – waste of capital focused on incrementally getting back to old way of work usually)
Supply chain resilience has new meaning
By industry, BusinessInsider - https://www.businessinsider.com/coronavirus-recession-industries-hit-chart-2020-3
Brookings - https://www.brookings.edu/blog/the-avenue/2020/03/17/the-places-a-covid-19-recession-will-likely-hit-hardest/
Accenture on consumer goods - https://www.accenture.com/us-en/insights/consumer-goods-services/coronavirus-consumer-goods-rapid-response (note broadening of supply chain surveillance)