Life science companies need to ensure their business initiatives take advantage of social media analytics. Read about the challenge of maximizing the opportunity and generating value from real world patient insights.
Overview of Health Informatics: survey of fundamentals of health information technology, Identify the forces behind health informatics, educational and career opportunities in health informatics.
How health tech is redefining the future of biopharma and care deliveryΔρ. Γιώργος K. Κασάπης
Tech is making itself felt in every sector of health care. Companies like Google, Apple, Amazon, and Microsoft, and emerging players from the U.S. to China, are poised to transform everything from health care delivery to drug discovery. In this latest eBook STAT has curated a selection of stories that track these developments and examine their impact on hospitals, patients, and the bottom lines of companies around the world.
Life science companies need to ensure their business initiatives take advantage of social media analytics. Read about the challenge of maximizing the opportunity and generating value from real world patient insights.
Overview of Health Informatics: survey of fundamentals of health information technology, Identify the forces behind health informatics, educational and career opportunities in health informatics.
How health tech is redefining the future of biopharma and care deliveryΔρ. Γιώργος K. Κασάπης
Tech is making itself felt in every sector of health care. Companies like Google, Apple, Amazon, and Microsoft, and emerging players from the U.S. to China, are poised to transform everything from health care delivery to drug discovery. In this latest eBook STAT has curated a selection of stories that track these developments and examine their impact on hospitals, patients, and the bottom lines of companies around the world.
ImageVision_ Blog_ AI in Healthcare Unlocking New Possibilities for Disease D...AppsTek Corp
Healthcare has made massive developments and advancements in recent years, particularly in clinical research, biomedical improvement, digital technology, processes, and systems.
However, it nonetheless faces several complications, together with a lack of healthcare workers at the frontlines, an increase in health disparities between nations with various income levels, and a vast quantity of health spending that has not yielded the favored health outcomes. Artificial Intelligence (AI) has emerged as an approach to deal with these challenges, using technologies such as ML – Machine Learning and DL – Deep Learning.
From disease diagnosis to personalized treatment plans, the integration of AI-powered solutions has shown its capability to change the way healthcare works. The ability to process big volumes of information rapidly and appropriately has created new possibilities for enhancing patient care, lowering prices, and enhancing efficiency in the Healthcare system.
In this blog, we will explore How AI is Transforming Healthcare and its impact on both patients and Healthcare providers. let's first delve into the reasons why Healthcare is adopting AI.
The 10 most innovative medical devices companies 2018insightscare
Despite these challenges, medical device companies have always been adept with the latest technology and innovations happening in the sector. Keeping this in mind, we bring you the in-depth profiles of- “The 10 Most Innovative Medical Devices Companies 2018.”
Using analytics to mine large datasets for insights, commonly known as Big Data, is already transforming industries ranging from consumer goods to transportation. Certainly, the healthcare sector has the raw information to join this group. For example, Kaiser Permanente, a California-based health network, has an estimated 27 to 44 million gigabytes of potentially useful patient information. Expectations are that the U.S. healthcare sector will soon have a zettabyte of these data.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
Digital and technological advancements and how they have impacted health. From data, IoT & wearables, 3D printing, personalized medicine, all of these trends can be levers to help with demographic shifts, increased access to healthcare and rising costs.
A look at the key trends and challenges in applying Big Data to transform healthcare by supporting research, self care, providers and building ecosystems. Purchase the report here: https://gumroad.com/l/PlXP
Digital technology is changing the relationship between patient and doctor, and healthcare providers must adopt new approaches to data and information.
Read our new article to gain insights of how the adoption of cloud affects the healthcare industry.
Payers are being challenged as the industry shifts from volume-based care to a value-based reimbursement structure that would benefit the patient, the healthcare provider and the payer. New payment models including fee-for-service only and pay-for performance creates impetus for payers to acquire, aggregate, and analyze data.
Big Data, CEP and IoT : Redefining Holistic Healthcare Information Systems an...Tauseef Naquishbandi
Healthcare industry has been a significant area for innovative application of various technologies over decades. Being an area of social relevance governmental spending on healthcare have always been on the rise over the years. Event Processing (CEP) has been in use for many years for situational awareness and response generation. Computing technologies have played an important role in improvising several aspects of healthcare. Recently emergent technology paradigms of Big Data, Internet of Things (IoT) and Complex Event Processing (CEP) have the potential not only to deal with pain areas of healthcare domain but also to redefine healthcare offerings. This paper aims to lay the groundwork for a healthcare system which builds upon integration of Big Data, CEP and IoT.
Future of patient data global summary - 29 may 2018Future Agenda
We are witnessing a growing revolution around the provision of healthcare. Much is being driven by the proliferation of medical data and the technology that supports this. As the pressures on healthcare providers continue to escalate, the better collection, management and use of more patient-specific information provides a significant opportunity for innovation and change. The Future Agenda team made this, the Future of Patient Data, the focus of our major Open Foresight project for 2017/18 – 12 discussions across 11 countries, gathering views from over 300 experts.
This report shares the findings from the Future of Patient Data research project. It highlights several important emerging issues that are the source of major differences of opinion around the world. These include how to best accommodate rising data sovereignty concerns, the privatisation of health information and the growing value of health data. Some of the challenges and opportunities are technical in nature, but many are concerned with different ethical, philosophical and cultural approaches to health and how we treat the sick in society.
To access the full report please see https://www.futureofpatientdata.org
A BIG DATA REVOLUTION IN HEALTH CARE SECTOR: OPPORTUNITIES, CHALLENGES AND TE...ijistjournal
Health care sector grows tremendously in last few decades. The health care sector has generated huge amounts of data that has huge volume, enormous velocity and vast variety. Also it comes from a variety of new sources as hospitals are now tend to implemented electronic health record (EHR) systems. These sources have strained the existing capabilities of existing conventional relational database management systems. In such scenario, Big data solutions offer to harness these massive, heterogeneous and complex data sets to obtain more meaningful and knowledgeable information.
This paper basically studies the impact of implementing the big data solutions on the healthcare sector, the potential opportunities, challenges and available platform and tools to implement Big data analytics in health care sector.
Building on the Report Analysis you completed in Week 4, create a 10.docxMikeEly930
Building on the Report Analysis you completed in Week 4, create a 10- to 12-slide PowerPoint® presentation of your analysis and recommendations.
Include the following in your presentation:
Effective visuals and design consistency as well as descriptions of these components as they apply to presentations and reports
Discussion of the best practices for oral and online presentations
Include detailed speaker notes.
For Local Campus students, these are 10- to 15-minute oral presentations accompanied by Microsoft® PowerPoint® presentations.
For Online and Directed Study students, these are Microsoft® PowerPoint® presentations with notes.
Submit your presentation using the Assignment Files tab.
.
Bullet In the BrainHow to date a brown girl (black girl, white.docxMikeEly930
Bullet In the Brain
How to date a brown girl (black girl, white girl, or halfie)
A Good Man is Hard to Find
Emergency
Read these 4 stories and construct a half-page response
Pay particular attention to Point Of View, which is the perspective the story is told from (1st person-"I was walking"; 2nd person-"You were walking..."; 3rd person- "She was walking"; 3rd person close- "She was walking. She wanted to meet him in the spot"; 3rd person omniscient- "She was walking. She wanted to meet him in the spot. He was there, waiting. He wanted to see her, too."); Voice, which is, for our purposes now, the type of language and personality employed by the narrator; and time (you'll see how time operates very strangely in "Bullet in the Brain"). Type it out, 12 point font, double spaced, Times New Roman. Also, come to class prepared to discuss
.
ImageVision_ Blog_ AI in Healthcare Unlocking New Possibilities for Disease D...AppsTek Corp
Healthcare has made massive developments and advancements in recent years, particularly in clinical research, biomedical improvement, digital technology, processes, and systems.
However, it nonetheless faces several complications, together with a lack of healthcare workers at the frontlines, an increase in health disparities between nations with various income levels, and a vast quantity of health spending that has not yielded the favored health outcomes. Artificial Intelligence (AI) has emerged as an approach to deal with these challenges, using technologies such as ML – Machine Learning and DL – Deep Learning.
From disease diagnosis to personalized treatment plans, the integration of AI-powered solutions has shown its capability to change the way healthcare works. The ability to process big volumes of information rapidly and appropriately has created new possibilities for enhancing patient care, lowering prices, and enhancing efficiency in the Healthcare system.
In this blog, we will explore How AI is Transforming Healthcare and its impact on both patients and Healthcare providers. let's first delve into the reasons why Healthcare is adopting AI.
The 10 most innovative medical devices companies 2018insightscare
Despite these challenges, medical device companies have always been adept with the latest technology and innovations happening in the sector. Keeping this in mind, we bring you the in-depth profiles of- “The 10 Most Innovative Medical Devices Companies 2018.”
Using analytics to mine large datasets for insights, commonly known as Big Data, is already transforming industries ranging from consumer goods to transportation. Certainly, the healthcare sector has the raw information to join this group. For example, Kaiser Permanente, a California-based health network, has an estimated 27 to 44 million gigabytes of potentially useful patient information. Expectations are that the U.S. healthcare sector will soon have a zettabyte of these data.
To learn more about the research programme, visit http://hospitalresilience.eiu.com/.
Digital and technological advancements and how they have impacted health. From data, IoT & wearables, 3D printing, personalized medicine, all of these trends can be levers to help with demographic shifts, increased access to healthcare and rising costs.
A look at the key trends and challenges in applying Big Data to transform healthcare by supporting research, self care, providers and building ecosystems. Purchase the report here: https://gumroad.com/l/PlXP
Digital technology is changing the relationship between patient and doctor, and healthcare providers must adopt new approaches to data and information.
Read our new article to gain insights of how the adoption of cloud affects the healthcare industry.
Payers are being challenged as the industry shifts from volume-based care to a value-based reimbursement structure that would benefit the patient, the healthcare provider and the payer. New payment models including fee-for-service only and pay-for performance creates impetus for payers to acquire, aggregate, and analyze data.
Big Data, CEP and IoT : Redefining Holistic Healthcare Information Systems an...Tauseef Naquishbandi
Healthcare industry has been a significant area for innovative application of various technologies over decades. Being an area of social relevance governmental spending on healthcare have always been on the rise over the years. Event Processing (CEP) has been in use for many years for situational awareness and response generation. Computing technologies have played an important role in improvising several aspects of healthcare. Recently emergent technology paradigms of Big Data, Internet of Things (IoT) and Complex Event Processing (CEP) have the potential not only to deal with pain areas of healthcare domain but also to redefine healthcare offerings. This paper aims to lay the groundwork for a healthcare system which builds upon integration of Big Data, CEP and IoT.
Future of patient data global summary - 29 may 2018Future Agenda
We are witnessing a growing revolution around the provision of healthcare. Much is being driven by the proliferation of medical data and the technology that supports this. As the pressures on healthcare providers continue to escalate, the better collection, management and use of more patient-specific information provides a significant opportunity for innovation and change. The Future Agenda team made this, the Future of Patient Data, the focus of our major Open Foresight project for 2017/18 – 12 discussions across 11 countries, gathering views from over 300 experts.
This report shares the findings from the Future of Patient Data research project. It highlights several important emerging issues that are the source of major differences of opinion around the world. These include how to best accommodate rising data sovereignty concerns, the privatisation of health information and the growing value of health data. Some of the challenges and opportunities are technical in nature, but many are concerned with different ethical, philosophical and cultural approaches to health and how we treat the sick in society.
To access the full report please see https://www.futureofpatientdata.org
A BIG DATA REVOLUTION IN HEALTH CARE SECTOR: OPPORTUNITIES, CHALLENGES AND TE...ijistjournal
Health care sector grows tremendously in last few decades. The health care sector has generated huge amounts of data that has huge volume, enormous velocity and vast variety. Also it comes from a variety of new sources as hospitals are now tend to implemented electronic health record (EHR) systems. These sources have strained the existing capabilities of existing conventional relational database management systems. In such scenario, Big data solutions offer to harness these massive, heterogeneous and complex data sets to obtain more meaningful and knowledgeable information.
This paper basically studies the impact of implementing the big data solutions on the healthcare sector, the potential opportunities, challenges and available platform and tools to implement Big data analytics in health care sector.
Building on the Report Analysis you completed in Week 4, create a 10.docxMikeEly930
Building on the Report Analysis you completed in Week 4, create a 10- to 12-slide PowerPoint® presentation of your analysis and recommendations.
Include the following in your presentation:
Effective visuals and design consistency as well as descriptions of these components as they apply to presentations and reports
Discussion of the best practices for oral and online presentations
Include detailed speaker notes.
For Local Campus students, these are 10- to 15-minute oral presentations accompanied by Microsoft® PowerPoint® presentations.
For Online and Directed Study students, these are Microsoft® PowerPoint® presentations with notes.
Submit your presentation using the Assignment Files tab.
.
Bullet In the BrainHow to date a brown girl (black girl, white.docxMikeEly930
Bullet In the Brain
How to date a brown girl (black girl, white girl, or halfie)
A Good Man is Hard to Find
Emergency
Read these 4 stories and construct a half-page response
Pay particular attention to Point Of View, which is the perspective the story is told from (1st person-"I was walking"; 2nd person-"You were walking..."; 3rd person- "She was walking"; 3rd person close- "She was walking. She wanted to meet him in the spot"; 3rd person omniscient- "She was walking. She wanted to meet him in the spot. He was there, waiting. He wanted to see her, too."); Voice, which is, for our purposes now, the type of language and personality employed by the narrator; and time (you'll see how time operates very strangely in "Bullet in the Brain"). Type it out, 12 point font, double spaced, Times New Roman. Also, come to class prepared to discuss
.
Budgeting and Financial ManagementPart 1There is a mounting publ.docxMikeEly930
Budgeting and Financial Management
Part 1
There is a mounting public awareness and focus on issues of financial accountability and control across the country today. The public is demanding businesses, government agencies, and public health organizations to adhere to high standards of integrity, accountability, and financial control.
Respond to the following questions in relation to financial management and budgeting:
In your opinion, should the same standards and expectations of financial accountability and control of private or for-profit corporations and businesses be placed on public health agencies? Why or why not?
What value, if any, do financial management and budgeting have for accountability and control of public health organizations?
Most marketing business professionals would agree that effective marketing messages should be clear, consistent, and compelling.
Consider the following statement:
All county health departments should use identical marketing strategies to market public health services.
Do you agree or disagree with this statement? Justify your responses with scholarly references and appropriate examples.
Part 2
Operations plans and organizational budgets are vital for organizations to meet their goals and objectives. Operations plans and budgets are closely intertwined and interdependent. Cross-departmental communication is required to plan, develop, and monitor the operations plans and organizational budget documents.
Respond to the following discussion points in relation to organizational budgets:
Why are operations plans and organizational budgets so closely linked?
Recommend strategies for cross communication at the planning, development, or monitoring phases of operations planning and budgeting
.
Building aswimmingpoolTaskWorkerCategoryPerson.docxMikeEly930
Building
a
swimming
pool
T
a
s
k
Worker
Category
Person
D
a
y
s
#
of
Workers
Elapsed
Time
(days)
Materials
($)
Excavate
Machine
Operator
6
2
0
1,500.00
Frame
the
walls
Masons
8
4
0
800.00
Install
Internal
Plumbing
Plumber
4
2
0
700.00
Install
Electricity
Electrician
2
2
0
500.00
Pour
concrete
Masons
4
2
4
2,000.00
Install
pump
and
filter
Plumber
1
1
0
3,000.00
Total
8,500.00
Category
Wage
Rate
$/Day
Electrician
200.00
Mason
160.00
Machine
Operator
120.00
P
lumb
er
200.00
Create
a
Gantt
chart
from
the
work
breakdown
structure.
Create
a
PERT/CPM
network
showing
the
interdependencies
of
the
different
activ
ities.
How
long
will
the project
take?
(Note:Don’t
forget
to
take
“elapsed
time”
into
account.)
Using
the
information
in
your
Gantt
chart,
as
well
as the
information
on
wage
rates and
cost
of
materials,
put
together
a
budget
showing
planned
total
expenditures
for
the
project.
Following
are cost
and
schedule
data
for aproject
that
is
underway.
Project
Cost
Data
Month
Planned
Actual
1
30
12
2
35
23
3
42
55
4
46
55
5
40
53
6
52
60
7
45
75
8
48
80
9
50
10
40
11
30
12
15
Project
Schedule
Data
Task
Planned
Starting
Month
Planned
Duration
(months)
A
c
t
u
al
starting
month
Actual
Duration
(mths)
A
1
2
2
3
B
2
3
3
5
C
4
3
6
3
so
far
D
6
5
7
2
so
far
E
8
4
Not
yet
begun
F
10
3
Not
yet
begun
Using
the cost
data
in
the
cost
table
above,
create
a
cumulative
cost
curve
comparing
actual
versus
planned
costs
Using
the
schedule
data
in
the
schedule
table
above,
create
a
Gantt
chart
comparing
actual
versus
planned
schedule
performance
Summarize
in
words
what
you
see
project
status
tobeatthis
time.
Whatdo
you
predict
regarding
thefinal costandfinal
schedule
for
the
project?
.
Bringing about Change in the Public Sector Please respond to the.docxMikeEly930
"Bringing about Change in the Public Sector"
Please respond to the following:
From the weekly readings and first e-Activity, take a position on whether personal mastery of the four (4) elements of emotional intelligence is possible, and ascertain the importance of such personal mastery to a public leader. Provide a rationale for your position.
From the weekly readings and second e-Activity, propose a plan that includes one (1) leadership theory, two (2) leadership styles, and two (2) leadership characteristics that you would use in order to motivate, communicate, and overcome opposition from staff and other stakeholders. Provide a rationale for your response.
.
Briefly share with the class the issue analysis paper written in .docxMikeEly930
Briefly share with the class the issue analysis paper written in week 4 attached. Share one recommendation that you made for solving the problem.
Start a New Conversation
Display Message Content
Forums
/
Week 8 Forum 7
/ Discussion Wrap-up
< Previous Topic
|
Next Topic >
Briefly share with the class the issue you wrote about in your Week 4 Issue Analysis and Application Paper. Also share
at least one recommendation you made for solving the problem you identified.
Describe three things you learned from the course that you will want to remember 5 years from now. These can be ideas, concepts, techniques, etc. that you think are memorable and will be useful in the future. This portion of the forum calls for you to reflect on what in the course was meaningful to you, and to articulate this beyond a list or summary of textbook chapter ideas.
Adult aging psychology is the course
Childhood conduct problems and adult criminality
Part I, Issue Analysis
This paper will focus on childhood conduct problems and adult criminality. In the paper
deficit disorders with or without hyperactivity (ADHD)
will be analyzed and how it causes criminal activity in adulthood.
According to past research, adult males are more affected by the ADHD compared to adult women. This paper will help us understand why this is the case. It is not in all cases that a child diagnosed with ADHD will be a criminal, but the occurrence rate of ADHD patients being criminals is considerably high. About 50% of children with the disorder ends up committing serious activities of crime and widens records of arrest.
Attention Deficit Disorders With or Without Hyperactivity (ADHD)
When a person has low
brain dysfunctions
or unusual cerebral structures he/she may experience explosive rage periods that may cause violent episodes, hence violent crimes. It is these brain dysfunctions that are diagnosed as ADHD that causes antisocial behavior. It is very common to find ADHD levels among criminal justice system offenders. About 25% of inmates in prison are diagnosed with ADHD with about 70% percent of prisoners exhibiting a considerable level of ADHD symptoms. Further, there is an association of ADHD with other conditions that increases levels of offending, including deficits in neuropsychological, low cognitive and academic skills, psychological problems, defiance and aggression and also truancy.
ADHD Characteristic Traits
A child with ADHD will have concentration problems, hyperactivity and will be impulsive. The child will not be able to sit still, control his/her behavior,
will have problems with
concentration. ADHD is classified into three
cat
e
gories
: Type one is called predominantly inattentive type. Children with this disorder
show difficulty
with focusing on school work, being organized, keeping track and paying attention. The second type is called the hyperactive-inattentive. Children with this type of disorder tend to twitch and squirm,
d
o not manage to.
Bronsen acquired a biblical manuscript in 1955.In 1962, he told .docxMikeEly930
Bronsen acquired a biblical manuscript in 1955.
In 1962, he told his sister Lila that he wanted Oklahoma A&M University to have this manuscript.
He dictated a note so stating and placed it with the manuscript.
He made some effort to have an officer of the college come for the manuscript.
In 1966, he delivered the manuscript to his sister, stating that he was afraid someone would steal it.
Later in the year, he told a third person that he was going to give the manuscript to the university.
In 1967, Bronsen was declared incompetent.
In 1969, his sister delivered the manuscript to the university.
In April 1970, Bronsen died, and his heirs sued the officers of the university to have title to the manuscript determined.
Decide if title passed from Bronsen to the university.
Discuss completely the relevant rules of law.
(Due: Thursday, 11 PM)
.
BrochureInclude the following in your resource (Hyperten.docxMikeEly930
Brochure:
Include
the following in your resource:
(Hypertension)
Identify the disease or subject of focus.
Identify the population.
Focus your information on the specific cultural beliefs of the population that you have chosen and how treatment and management of the disease might be affected by these aspects.
Explain how this disease and the management of it affect resources in society
.
BSBMKG607B Manage market research
Assessment Task 1
Procedure From the case study provided you are required to complete the following steps:
1. Develop guidelines reflecting organisational policy and procedures to be used for conducting research. These guidelines for research must provide information and guidance under the following headings:
OHS
Data privacy
Staff involvement
KPIs
Quality of data.
2. Meet with and commission a staff member (your assessor) to develop detailed work plans for how research will be undertaken, using the guidelines you have established. Make sure you agree on the format of the materials (print/electronic/oral, etc.) and a date for the provision of these materials.
When the staff member returns the plans to you, you will need to review the plans to identify the following and providing a written Work Plan Summary (document) – the steps below should be the main sections of your summary:
1. Resources: Identify all required resources to support the implementation of the plans by: a. creating a list of all required resources b. completing the Resource requisition/acquisition form provided for each resource.
2. Consultants: Identify preferred consultants by: a. describing requirements for external consultants within the project plan b. detailing selection criteria for selection of external consultants c. identifying which consultant/s from the preapproved list is/are suitable.
3. Providers and suppliers: Identify preferred providers and suppliers by:
describing requirements for goods and services within the project plan
detailing selection criteria for selection of providers and suppliers
identifying which providers and suppliers from the preapproved list is/are suitable.
Task Specifications You must provide:
A written Organisational Guidelines for Conducting Research (Step 1)
A brief written summary of your meeting with the staff member you commissioned for research (Step 2)
A written Work Plan Summary (Steps 3-5) with completed acquisition forms.
Your assessor will be looking for: • Evidence that you have examined the case study and reviewed organisational requirements to develop market research plans. Distance-based learners: • Complete assessment as per instructions, except the meeting with your staff member (the assessor) will be via phone or Skype or other live telephone or video medium.
.
Briefly provide an overview of Sir Robert Peel’s contributions to po.docxMikeEly930
Briefly provide an overview of Sir Robert Peel’s contributions to policing.
Note: The essay response given should reflect upper-level undergraduate writing in accordance with current APA standards. The essay response is to include in-text citation(s) in proper APA format. In-text citations are to correspond to a source in proper APA format listed after the essay response.
.
Brain-Based Innovative Teaching and Learning Strategies Chapter .docxMikeEly930
Brain-Based Innovative Teaching and Learning Strategies
Chapter Six of the textbook (Willis & Mitchell, 2014) discussed strategies to increase active participation and responsive students in the classroom. One barrier to active participation and responsive engagement is “mistake fear.” After reading the textbook, describe a time when you experienced mistake fear. As you describe your experience, think of the description as a picture you need to paint with vivid details to help us understand your experience. After describing the experience in detail, use the strategies suggested in the textbook to discuss how you can help students (through instructional design or facilitation/teaching) who may also experience this phenomenon (mistake fear).
.
Brief Exercise 4-2Brisky Corporation had net sales of $2,400,000 a.docxMikeEly930
Brief Exercise 4-2
Brisky Corporation had net sales of $2,400,000 and interest revenue of $31,000 during 2014. Expenses for 2014 were cost of goods sold $1,450,000; administrative expenses $212,000; selling expenses $280,000; and interest expense $45,000. Brisky’s tax rate is 30%. The corporation had 100,000 shares of common stock authorized and 70,000 shares issued and outstanding during 2014. Prepare a single-step income statement for the year ended December 31, 2014.
(Round earnings per share to 2 decimal places, e.g. 1.48.)
BRISKY CORPORATION
Income Statement
For the Year Ended December 31, 2014
$
$
$
$
$
$
$
$
:
:
$
[removed]
Brief Exercise 18-2
Adani Inc. sells goods to Geo Company for $11,000 on January 2, 2014, with payment due in 12 months. The fair value of the goods at the date of sale is $10,000.
Prepare the journal entry to record this transaction on January 2, 2014.
(Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Date
Account Titles and Explanation
Debit
Credit
Jan. 2, 2014
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
How much total revenue should be recognized on this sale in 2014?
Total revenue
$
[removed]
Brief Exercise 18-5
Jansen Corporation shipped $20,000 of merchandise on consignment to Gooch Company. Jansen paid freight costs of $2,000. Gooch Company paid $500 for local advertising, which is reimbursable from Jansen. By year-end, 60% of the merchandise had been sold for $21,500. Gooch notified Jansen, retained a 10% commission, and remitted the cash due to Jansen.
Prepare Jansen’s entry when the cash is received.
(Round answers to 0 decimal places, e.g. 1,525. Credit account titles are automatically indented when amount is entered. Do not indent manually.)
Account Titles and Explanation
Debit
Credit
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(
To record the cash remitted to Jansen.
)
[removed]
[removed]
[removed]
[removed]
[removed]
[removed]
(To record the cost of inventory sold on consignment.)
Brief Exercise 18-6
Telephone Sellers Inc. sells prepaid telephone cards to customers. Telephone Sellers then pays the telecommunications company, TeleExpress, for the actual use of its telephone lines. Assume that Telephone Sellers sells $4,000 of prepaid cards in January 2014. It then pays TeleExpress based on usage, which turns out to be 50% in February, 30% in March, and 20% in April. The total payment by Telephone Sellers for TeleExpress lines over the 3 months is $3,000.
Indicate how much income Telephone Sellers should recognize in January, February, March, and April.
January income
$
[removed]
February income
$
[removed]
March income
$
[removed]
April income
$
[removed]
6 years ago
13.05.2016
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acc_421_week_2_tutorial.docx.
Both Germany and Finland, among a large number of other nation state.docxMikeEly930
Both Germany and Finland, among a large number of other nation states, have far more government regulations of business and much higher tax rates than does the United States. (The U.S. tax burden on its citizens ranks a quite low 215th among the world's countries.) Yet, both Germany and Finland among a large number of countries have higher rates of growth in GDP since 1995 than does the U.S. What does this reveal to you? (IMPORTANT hint: This has nothing (!!) at all to do with the size or scale of the respective economies.)
.
Brief Exercise 5-2
Koch Corporation’s adjusted trial balance contained the following asset accounts at December 31, 2014: Cash $7,000; Land $40,000; Patents $12,500; Accounts Receivable $90,000; Prepaid Insurance $5,200; Inventory $30,000; Allowance for Doubtful Accounts $4,000; Equity Investments (trading) $11,000.
Prepare the current assets section of the balance sheet.
(List Current Assets in order of liquidity.)
Koch Corporation
Balance Sheet (Partial)
December 31, 2014
:
$
$
(b)
Treasury Stock.
(c)
Common Stock.
(d)
Dividends Payable.
(e)
Accumulated Depreciation-Equipment.
(f)(1)
Construction in Process (Constructed for another party).
(f)(2)
Construction in Process (Constructed for the use of
Deep Blue Something, Inc.
).
(g)
Petty Cash.
(h)
Interest Payable.
(i)
Deficit.
(j)
Equity Investments (trading).
(k)
Income Taxes Payable.
(l)
Unearned Subscription Revenue.
(m)
Work in Process.
(n)
Salaries and Wages Payable.
Exercise 5-4
Assume that Denis Savard Inc. has the following accounts at the end of the current year.
1.
Common Stock
14.
Accumulated Depreciation-Buildings.
2.
Discount on Bonds Payable.
15.
Cash Restricted for Plant Expansion.
3.
Treasury Stock (at cost).
16.
Land Held for Future Plant Site.
4.
Notes Payable (short-term).
17.
Allowance for Doubtful Accounts.
5.
Raw Materials
18.
Retained Earnings.
6.
Preferred Stock (Equity) Investments (long-term).
19.
Paid-in Capital in Excess of Par-Common Stock.
7.
Unearned Rent Revenue.
20.
Unearned Subscriptions Revenue.
8.
Work in Process.
21.
Receivables-Officers (due in one year).
9.
Copyrights.
22.
Inventory (finished goods).
10.
Buildings.
23.
Accounts Receivable.
11.
Notes Receivable (short-term).
24.
Bonds Payable (due in 4 years).
12.
Cash.
25.
Noncontrolling Interest.
13.
Salaries and Wages Payable.
Prepare a classified balance sheet in good form.
(List Current Assets in order of liquidity. For Land, Treasury Stock, Notes Payable, Preferred Stock Investments, Notes Receivable, Receivables-Officers, Inventory, Bonds Payable, and
Restricted Cash, enter the account name only and do not provide the descriptive information provided in the question.)
Denis Savard Inc.
Balance Sheet
December 31, 20―
Assets
:
:
$XXX
XXX
:
$XXX
Liabilities and Stockholders' Equity
$XXX
:
XXX
XXX
XXX
:
XXX
Exercise 5-7
Presented below are selected accounts of Yasunari Kawabata Company at December 31, 2014.
Inventory (finished goods)
$ 52,000
Cost of Goods Sold
$2,100,000
Unearned Service Revenue
90,000
Notes Receivable
40,000
Equipment
253,000
Accounts Receivable
161,000
Inventory (work in process)
34,000
Inventory (raw materials)
207,000
Cash
37,000
Supplies Expense
60,000
Equity Investments (short-term)
31,000
Allowance for Doubtful Accounts
12,000.
Briefly describe how the following tools can be Applied to a psychol.docxMikeEly930
Briefly describe how the following tools can be Applied to a psychological Skills Training program. Then select your two favorite and explain why these particular tools are special.
Psychological Skills Training Tools:
Attentional Control
Attribution Training
Feedback
Goal-setting
Imagery
Pre-performance Routine
Relaxation
Self-talk
.
Branding ConceptsBranding is one of the marketing-orig.docxMikeEly930
Branding Concepts
Branding is one of the marketing-originated concepts, while marketing often adapted the theories from other disciplines (i.e., economics, finance, management, psychology, sociology, etc.). It is very meaningful to further study various branding concepts as a closing assignment in this marketing principle course.
In this assignment, you will research some of the core branding concepts using various information sources (e.g., our textbook, other books, online sources, etc.) in two folds:
the definition of concept and
at least, one or two examples of
business practices
or
consumer behaviors
with regards to each concept.
Here is a list of the concepts. AT LEAST, you need to address all these concepts. I strongly encourage you to find other branding-related concepts from your own investigation in this report.
Branding Concepts
What is brand?
What is branding?
Brand elements
Brand identity
Brand association
Brand extension
Brand termination
Rebranding
Family brand vs. Individual brand
Cobranding
Ingredient branding
National brand vs. Private brand
How to measure Brand value?
.
Briefly discuss the key phases of the SDLC methodology.Discuss the.docxMikeEly930
Briefly discuss the key phases of the SDLC methodology.
Discuss the alternative approaches of SDLC and the benefits of alternatives.
Compare and contrast the three major ERP implementation categories.
What is ERP implementation methodology? Give examples.
What is the role of change management in the ERP life cycle?
Part 2:
Create two charts or diagrams that illustrate the major differences between ERP life cycle and SDLC.
.
Briefly describe a time when you received a job description and fe.docxMikeEly930
Briefly describe a time when you received a job description and felt that it didn't match your daily responsibilities. What part of the job description was the most inconsistent? Give specific example/s. What would you have suggested to your supervisor to resolve the issue? What can you take from this experience and apply towards your future career?
2-3 paragraphs, cite sources,
Human Resources is future career!!
.
Briefly discuss the meaning of the so-called social contract. In.docxMikeEly930
Briefly discuss the meaning of the so-called
social contract.
In doing so, speak about political philosophers such as John Locke, Thomas Hobbes, and Jean-Jacques Rousseau. Also, speak to federalism and the three levels of policing in the United States.
Note: The essay response given should reflect upper-level undergraduate writing in accordance with current APA standards. The essay response is to include in-text citation(s) in proper APA format. In-text citations are to correspond to a source in proper APA format listed after the essay response.
.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. W18042
UCB: DATA IS THE NEW DRUG
Stijn Viaene wrote this case solely to provide material for class
discussion. The author does not intend to illustrate either
effective or
ineffective handling of a managerial situation. The author may
have disguised certain names and other identifying information
to
protect confidentiality.
3. UCB’s chief executive officer (CEO) had invited De Prins to
join the March 2016 executive meeting in
Shanghai, China, to discuss the company’s strategy and
especially De Prins’s views on digitalization. He
pulled a piece of paper out of his desk and started jotting down
possible arguments for the following:
Why was this the right time for UCB to move to the next stage
with analytics? Ideally, which decisions
would the executive team make?
PHARMA: MOVING BEYOND THE PILL
Rising economic and demographic stresses on health care
systems were forcing health care providers to
improve their performance. Health care was considered ripe for
change, and digital technologies were
ready to be part of that change. New competitors such as Apple
Inc., Google, Samsung Electronics Co.
Ltd., and International Business Machines (IBM) were moving
into health care. By 2015, patients had
become much less dependent on their doctors for advice, and
health had become a major search category
on mobile devices. The vast amount of health information
available online and in applications (apps)—
more than 90,000 items in the iTunes store alone—made
patients feel empowered. Governments and
payers, driven by economic constraints and aging populations,
were putting pressure on pharmaceutical
companies to reduce costs; if they wanted to retain market
access and premium pricing, companies
needed to demonstrate the value of their drugs using real -world
data, not only data from controlled trials.
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Analysts argued that the use of real-world data would enable
companies to tackle major health care
challenges such as compliance and chronic disease management,
and would help them create hundreds of
billions of dollars in value. Digital technologies and data
enabled providers to move beyond simply
selling drugs to take a more holistic approach to patient health.
However, the use of patient data had to
comply with global regulations that protected patients and
5. privacy. Pharmaceutical companies like UCB
needed authorization from regulatory bodies to leverage the
large amounts of data they would be
analyzing, combining from multiple sources, and sharing with
other organizations. De Prins was well
aware that, when it came to their use of data, these companies
were strictly regulated. He stated,
“Machine learning and data solutions came with all sorts of new
challenges for us. For example, cognitive
computing algorithms could potentially suggest off-label
therapies, although this was the prerogative of
doctors. Life science and tech companies would have to tackle
this.”
UCB: “INSPIRED BY PATIENTS. DRIVEN BY SCIENCE”
UCB, a global biopharmaceutical company headquartered in
Belgium, focused on developing innovative
medicines and therapies for people living with severe diseases
of the immune system (for example,
osteoporosis and lupus) or the central nervous system (for
example, epilepsy and Parkinson’s disease). In
2015, the company generated revenue of €3.88 billion.1 Four
key medicines accounted for 79 per cent of
its global net sales. UCB had 7,800 employees in 40 countries
and employed over 1,000 research and
development (R&D) staff in its two research centres in the
United Kingdom and Belgium, spending 27
per cent of its revenues on research.
When Jean-Christophe Tellier became CEO in 2015, the
organization introduced its patient value
strategy. This transformation reflected a fundamental shift from
being paid for the volume of care it
delivered to being paid for patient value. Tellier summarized
the strategy as “connecting the patient to the
6. science, connecting the science to the solutions, and connecting
the solutions back to the patient” (see
Exhibit 1). The new business strategy reoriented UCB to strive
for long-term patient value outcomes and
to integrate patients’ insights throughout the operating model.
Growth was centred on four patient value
units—neurology, immunology, bone disorders, and new
medicines—representing different patient
populations. These were supported by unified practice units
(centres of excellence), functional units, and
global operations (see Exhibit 2).
Innovation leading to differentiated medicines that secured
future sustainability continued to be at the
heart of UCB. However, Tellier recognized that radical changes
were taking place in the health care
ecosystem, as adaptive, innovative competitors made use of
advanced information technologies. Tellier
commented on the importance of growing digital capabilities:
“The ‘average patient’ would no longer
exist—and data would be the linchpin for realizing this. But we
hadn’t integrated digital into the fabric of
the business yet. We were just at the beginning of our patient
value transformation journey.”
UCB knew it could not become the patient-preferred
biopharmaceutical leader by acting alone. Thus, it
adopted a network approach to innovation as an important pillar
of its new strategy, expanding and
strengthening external connections, combining competitive
strengths, and learning co-operatively. For
example, UCB reinforced existing ties with universities such as
Harvard, Cambridge, and University of
Leuven. It partnered with companies such as Great Lakes
NeuroTechnologies (to collaborate on
wearables and data visualization tools), MC10 Inc. (to prototype
7. a device that used wearable sensor
patches and a patient diary app to monitor Parkinson’s
symptoms), and IMS Health and Synthesio (to
advance social listening capabilities to enhance patients’
experiences—for example, by identifying patient
1 € = EUR = euro; €1.00 = US$1.08 on March 31, 2015; all
currency amounts are in euros unless otherwise specified.
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Page 3 9B18E002
8. issues and monitoring adverse effects). In 2016, UCB opened a
new U.S. solution accelerator in Atlanta,
extending an earlier collaboration with Georgia Institute of
Technology (Georgia Tech) that gave UCB
access to the institute’s state-of-the-art machine learning and
advanced analytics resources.
A CULTURAL FOUNDATION: THE FUTURE OF IT
In a historic event in February 2011, IBM’s supercomputer
Watson won the popular television quiz show
Jeopardy! against two of the show’s all-time human champions.
A few months later, De Prins began to
explore using Watson to support clinical decision making in
caring for patients with epilepsy, a disease
that afflicted 65 million people worldwide. A combined IBM–
UCB team developed a prototype system
(see Exhibit 3) that translated massive amounts of epilepsy
patient data and scientific literature into
insights that health care providers could consult at the point of
care to inform themselves about alternative
treatment decisions. This experience with Watson sparked De
Prins to realize that data and analytics
would revolutionize health care.
That same year, De Prins introduced a program called The
Future of IT to clarify the role of IT at UCB
going forward. De Prins wanted to prepare his IT organization
for the “new digital normal.” Technologies
such as cloud computing, 3D printing, and cognitive computing
were ushering in a new age of
technology-dominant competition. He was convinced that IT
departments that merely consisted of staff
and project managers who controlled budgets and supplied
business demands would be unsuccessful.
9. “The Future of IT” program included five principles:
y depends on quality
service, so IT needs to continue to
emphasize the importance of quality as demand and cost
pressures increase.
about everything. Every employee needs
to be a technology specialist—whether it’s in analytics, medical
devices, health care IT, or mobile.
IT needs to be so good at [its] core business—technology—that
[it] cannot be ignored.
enables specialists, spanning both
IT and business, to combine their best-in-class skills to deliver
new customer value.
is rapid and end-to-end:
brainstorm lots of ideas, develop some into options, evaluate
quickly, and get the best
solutions to market fast. Everyone has a licence to innovate.
talk about creating business
value, not technology resources. IT markets its business value,
not just its activities.
With these five principles established, the CIO had a solid basis
for moving forward. At the end of 2012,
De Prins decided it was time to build an advanced analytics
capability. It started small, with an investment
in three full-time equivalents on the IT budget, but the ambition
10. ran high.
A COMPREHENSIVE FRAMEWORK: ANALYTICS AS A
SERVICE
At UCB, a great deal of data was available internally across the
entire value chain—from R&D to
commercial processes to operations. All internal entities
produced data, and some (for example, drug
trials, evidence-based medicine, and commercial business
intelligence) used it intensively to manage their
processes. Still, data was usually exploited only for primary
uses—that is, managed in specific contexts
for particular purposes. Innovation, such as The Future of IT,
aimed to employ advanced analytics
methods to make that data available for secondary uses—that is,
to explore the potential of the data for
value innovation beyond the original context. This entailed
working across the many internal data silos.
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COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
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11. Page 4 9B18E002
At the same time, the availability of health care-related data
from sources outside the organization was
exploding: this included data from health care providers (for
example, admissions data, lab results, and
genomic data), public and private payers (for example, payment
data and information about treatment
claims), suppliers (for example, industry intelligence and
market research), digital patients (for example,
social media and geolocation details), and smart devices (for
example, data on gestures and biometrics).
UCB’s IT leadership realized early on that true value
innovations would come from tapping into this
wealth of external data. Big data was important to a patient-
centred approach to health care, or patient-
centricity (see Exhibit 4). For that reason, UCB needed
convenient ways to mix and match external and
internal data and to team up with external parties to exploit data
in new ways.
In January 2013, a visioning exercise gave rise to a conceptual
12. framework for the AaaS capability (see
Exhibit 5). The intention of the capability was captured in three
objectives:
own right, managed to be broadly
and conveniently accessible, enabling all sorts of collaborations
to create valuable solutions.
Insights from data and other data products are continuously
shared so that they can be reused
efficiently by the corporate community.
provided for swift and agile
exploration, allowing analytics initiatives self-service by
conveniently pulling in multiple
internal and external data sources and using all sorts of
analytics tools.
conducting successful analytics initiatives
are actively and constantly scouted out and quickly replicated
across the organisation.
To reach these three objectives, three enabling investments were
proposed:
point of
reference for all analytics
initiatives, which would provide the latest news, serve as an app
store for data and data
products (for example, code, algorithms, and analytics
solutions), host data labs, and enable
knowledge management.
labs:” These were sandbox environments where
13. analytics teams could experiment with
data. A data lab would exist for a fixed period of time and
would be decommissioned once
the exploration was complete. The results (for example, project
descriptions, documentation,
and products) would be documented on Amplify.
coupled with a strong delivery
model. The method would stimulate searches for business value
rather than undirected data
exploration and would allow for fast learning and iterative
insight building.
A small, dedicated advanced analytics team would take charge
of implementing the framework and
stimulating its adoption throughout the enterprise.
SPRINTS: AGILE AND OPPORTUNISTIC METHOD
For the AaaS vision to work, it had to transcend the IT function
and challenge conventional ideas about
what UCB could and should do in the interests of patients,
employees, and shareholders. It was necessary
to establish a framework and culture that would encourage
innovating with analytics. Arnaud Lieutenant,
IT director of advanced analytics, explained:
We made sure everyone understood that we would not build a
big “data warehouse,” which
would mean spending a lot of time putting a lot of data in one
place, establishing all of the
enablers, and then asking what we could do with this data.
Instead, we would be “opportunistic”
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and reverse the process: first brainstorm possible value
opportunities and then gather data
efficiently to explore with analytics techniques. Our roadmap
for building the framework would
follow suit—and be equally opportunistic.
Installing a culture of innovating with analytics was the real
ambition. Lieutenant was convinced that the
best way to build this culture was to make people experience the
15. value of analytics early and often. This
meant that the AaaS team would sell the value of the framework
while building it—one valuable analytics
experience at a time.
Using his consulting skills, Lieutenant started by approaching
departments throughout the organization—
including research, manufacturing, marketing, finance, market
access, clinical, and pharmacological—
looking for possible quick analytics wins. As it turned out,
opportunities were everywhere: for example,
R&D could use analytics to select better targets and reduce
downstream failures; operations could use it to
minimize inventory and respond to unexpected events; and
commercial units could use it to optimize the
field force and create analytics-driven adherence. Lieutenant
ended up with a list of 50 potential projects; he
assessed these based on several criteria, including availability
of a sponsor, type of data and analytics
method, maturity of the team, scope, and the balance between
the potential benefit and effort required for
success. He was looking for projects that would quickly show
people how analytics could be useful—
making them receptive to the idea of using new data sources and
a new method of data experimentation to
address their challenges.
“Sprints,” each limited to 30 days and 50 person-days of work,
would be used to drive interest. The
process always started by clarifying, from a customer and
business-value point of view, the “golden
question”: Why should we undertake this project? In a short
first phase, the team and the project
sponsor(s) scrutinized this value question through a preliminary
data scan, which also allowed for an early
feasibility check. The project would not proceed to the rest of
16. the sprint process without its value first
being sufficiently established (see Exhibit 6).
In June 2013, Lieutenant received a budget of €500,000 for a
first set of analytics sprints, targeted to be
finished by the end of the year. The money was used to contract
a consulting firm to bring in thought
leaders and data scientists. Lieutenant commented,
They were the only contender that guaranteed quick and cost-
effective on-boarding of delivery
resources—data scientists—[who] could work in flexible sprints
with very short project lead
times. By giving us an extremely good price for top data
scientists, they showed that they wanted
to invest in this. The money also bought us access to their key
experts—also in the life sciences—
from all over the world.
The contract with the consultancy was extended twice, and 15
showcase analytics sprints were completed
by the end of 2014 (see Exhibit 7).
VALUE RUNS: ANALYTICS WITH IMPACT
In September 2014, Lieutenant felt a clear sense of
accomplishment. The sprints had captured the
imagination of the entire organizati on, including those in the
executive suite: “Everyone had heard of the
fancy analytics team in IT. We no longer had to go out; people
started coming to us with their ideas.”
However, this was hardly enough. A colleague summed things
up as follows:
Slide shows were almost all we had come up with. So, people
said, “Great, now I understand big
17. data.” But they were not ready to commit to a new way of
making decisions. They still had too
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many questions—“What’s the real impact on my work? Is this
really better? How robust is this
thing? Could they actually do this themselves? Won’t it just
increase my costs?”—and so on. In
18. sum, it was not them innovating.
Lieutenant had clearly felt the business’s reluctance to
implement the changes required for exploiting the
value demonstrated through these showcases, no matter how
powerful the results appeared to be on a
slide. As he noted, “People in pharma needed more rigorous
proof. That’s why we needed a more
elaborate A/B testing, more proof of real impact.” Thus, sprints
were extended to include “value runs:”
the potential value of a project was demonstrated through an
initial sprint; then an A/B test was done to
prove that the new decision was better than the old one; and
finally, the insights were embedded into the
work process (see Exhibit 8).
The use of consultants had provided quick results, but the
conclusion was that it did not help UCB
employees internalize the learnings. With outsiders performing
the data science, the sprints did not inspire
the necessary trust in potential business sponsors. To grow
closer to the business and engage in deeper co-
learning, Lieutenant was granted his own team of five new staff
members with strong data science
profiles. Project staffing was also reconsidered: data scientists
alone could not take projects from
prototype to embedded and industrialized end product, so
domain experts and legal and compliance staff
(and possibly other stakeholders) had to be involved from start
to finish to put innovations to work.
Solution
19. industrialization—guaranteeing scalability, maintainability,
and robustness—required other IT
department teams to step in as well. Value runs would be driven
by multifunctional teams.
Value runs also needed stronger business ownership—business
leaders who were prepared to “go all the
way,” take risks, and act as ambassadors of the new culture of
using analytics to compete. Gillian
Cannon, president of UCB’s North American operations, was
one of these leaders:
I believed in data exploration to reinvent our business, to look
at value from a broader patient
perspective. And I was committed to making it work. But to
make it work, you had to solve two
problems: First, pharma was a complex high-risk business, but
retained relatively high margins,
compared to other sectors being disrupted. Creating a sense of
urgency was more difficult.
Second, we had this culture around data that was challenging: as
business people, we didn’t want
data, we wanted insights. But as a result, we’d rather buy
insights than deal with the complexity
of owning data and investing in deriving insights in new ways.
20. The majority of the people in the
pharma industry were not yet ready to throw their traditional
methods overboard.
If people were not open to using data, they would never see the
value of it. Cannon believed that while
learning this new, cross-silo way of working with data might at
first be expensive, not working this way
would almost certainly be devastating in the longer term.
That was not the only cultural hurdle to be overcome.
Regulatory compliance was also deeply rooted in
organizational routines. Although regulators around the world
were also modernizing, they were still far
from catching up with the “beyond the pill” business vision.
How liberal could UCB really afford to be
with data? Since everything around compliance and privacy was
still very uncertain, many preferred the
status quo. Others, however, wondered whether new entrants
such as Google or Apple Inc. would be held
to the same strict standards that big pharma was when it came to
using patient data.
The advanced analytics team also returned to the AaaS vision:
in addition to producing solutions for
21. particular business cases, it used value runs to create data
products—reusable data assets that were made
available on the open Amplify platform. De Prins explained that
this was essential:
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I wanted the team to show the business that they were capable
of building actual software
products. This allowed them to showcase their capabilities, not
with reference to projects, but to
real products. They ended up filing several software patents.
Not that I wanted them to become a
software company, but to show that they could do this. The
22. result: the team’s status was upgraded
to a credible delivery partner, at least as good as—no, better
than—one found on the market.
The ultimate vision was to build a platform that used
application programming interfaces (APIs) to make
data products available as a pluggable backbone for
collaborative development. These APIs—
combinations of protocols, routines, and tools—needed to be
designed to allow internal and external
analytics teams to use the data products themselves. At the start
of 2015, to figure out how this worked,
UCB became a member of a collaborative platform at Georgia
Tech, where multiple companies worked
together to co-create innovation.
COMMUNICATING AND FEDERATING THE UCB
NETWORK
23. Page 7 9B18E002
Transforming UCB into a true digital enterprise entailed more
than filtering signals from the data noise;
the signals needed to be amplified as well. This task involved
creating a technological architecture and
data portal. Most importantly, it also involved stimulating
broad-based participation on this platform,
leveraging the energy, ideas, and skills of analytics amateurs
and experts in and around UCB. The
ambition was to make analytics skills an integral part of the
UCB make-up—democratizing analytics,
rather than letting it remain the prerogative of a small group of
experts. While these experts owned the
foundations of the analytics capability—“things that ensured
consistency for a minimum viable
structure,” as De Prins put it—they were not the owners of the
24. analytics capability as such. The entire
UCB community was needed to realize the transformation.
SHANGHAI, MARCH 2016: THE NEXT STAGE
The meeting in Shanghai was an ideal opportunity for De Prins
to prepare the leadership to take UCB to
the next stage of capability maturity. The CIO was proud of
what Lieutenant and his team had achieved.
They were true poster children for The Future of IT. Their work
was not complete, but as De Prins
glanced over the words he had prepared to summarize their
accomplishments, the moment seemed just
right for the next evolutionary step.
The context at UCB also seemed right. Since the beginning of
2015, the organization had been
reconfigured to match the new CEO’s patient value strategy.
Everyone at UCB was in the process of re-
thinking patient value and synthesizing their roadmap for the
next round of growth. Discussions of digital
transformation had become more prominent, and De Prins had
surfed this wave productively to drive
home the message that “there is no such thing as a digital
25. strategy, just business strategies for a digital
world.” Digital-age pharmaceutical companies were good at (1)
engaging omnichannel customers, (2)
working with connected patients and stakeholders, and (3)
competing with analytics and big data. The
leadership had heard the CIO.
“Focus?” was the last thing De Prins had written down. With
digital capabilities becoming hotter at UCB,
significantly more people would want to experiment with data.
That was great, the CIO believed, but it
was also potentially problematic if not properly managed:
“Imagine if everyone at UCB today built their
own individual analytics capabilities, hired their own data
scientists. . . . The company would end up
spending a lot of money but be left with fragmented efforts and
shallow competences.”
For the exclusive use of H. Sun, 2019.
This document is authorized for use only by Huanning Sun in
COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
University from Jan 2019 to May 2019.
26. Page 8 9B18E002
De Prins needed to figure out how to advise the executive team
to reach the next level of impact with
analytics, especially in view of this paradoxical relationship
between stimulating bottom-up
experimentation and guaranteeing enterprise focus. What was
the ideal balance between empowerment
and control? How would UCB drive resource allocation? Where
in the organization would the analytics
roles and responsibilities reside? What would be the essential
differences between the situation today and
this next level?
For the exclusive use of H. Sun, 2019.
This document is authorized for use only by Huanning Sun in
COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
University from Jan 2019 to May 2019.
28. SOLUTION SCIENCE
Source: Company documents.
EXHIBIT 2: ORGANIZATION OF PATIENT VALUE
STRATEGY
Source: Company documents.
For the exclusive use of H. Sun, 2019.
This document is authorized for use only by Huanning Sun in
COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
University from Jan 2019 to May 2019.
31. Source: Company documents.
EXHIBIT 4: BIG DATA FOR PATIENT-CENTRICITY
Patients
Public &
Private Payers
Providers Suppliers
Control Cost
Optimize Revenue
Treatment, Claims, & Payment
Data
Clinical Outcomes Data
Leading Practices Data
Program Effectiveness Data
Population/Disease Data
Prescription Data
Lab Data
32. Radiological Data
Product Utilization Data
Treatment Protocol Data
Genomic Data
Drug Safety and Efficacy Data
Medical Device Efficacy Data
Clinical Trial Data
Recipe, Sales, & Marketing Data
Market Research Data
Supply Chain Data
Industry Intelligence Data
Benchmarking Data
Market Research Data
Admissions Data
Physician Profile Data
Benchmarking Data
Evidence-Based Meds Data
Clinical Research Data
Epidemiological Data
Patient Profile Data
Market Research Data
33. Genomics Data
Clinical Trial Data
Data from Other Basic Research
Source: Company documents.
For the exclusive use of H. Sun, 2019.
This document is authorized for use only by Huanning Sun in
COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
University from Jan 2019 to May 2019.
37. future.
Output: Business Outcomes
It is all based on a
golden question.
Data
50 PERSON-
DAYS
Exploit:
Page 11 9B18E002
EXHIBIT 5: ANALYTICS AS A SERVICE (AAAS)
FRAMEWORK
AaaS Framework
Share Explore Promote
Menu on Support and
Data Data Hub & Analytics
38. the Door Access Promotion of
Insight Data Insight
(Data Layer Effective Use
Sharing Collection Generation
Model) of Analytics
Enablers
Amplify Data Lab Method
Team
Architecture
F
a
cilita
tio
n
39. EXHIBIT 6: ANALYTICS SPRINT METHOD
Experience:
Identify and
understand data to
explore.
Prepare the data
and build the lab.
Output: Data
Lab
Explore, discover, …
Find relations
between data.
Output: Insights
Source: Company documents.
For the exclusive use of H. Sun, 2019.
This document is authorized for use only by Huanning Sun in
COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
42. Promotor scoring — Text analytics
Better understand physician relationships from customer
dialogue program verbatim (15 countries). Identify root causes
to drive improvement actions.
Optimize the way UCB
interacts with physicians.
Epilepsy Watson — Cognitive computing
Prototype of a decision support tool that predicts and
recommends the best possible treatment for epilepsy patients.
Optimize treatment for
individual patients.
Increase efficiency of UCB’s
complex supply chain.
Talent identification — Network analytics
Scout for the best talent operating in the bone field, science,
market access, or commercial capacities.
Give UCB an edge in the
war for talent.
43. Patent mining — Network analytics
Better qualify competitive patents, go from 20,000 potentially
interesting patents to about 200 highly interesting patents.
Increase control over
UCB‘s competitive
position.
Lead time optimization — Predictive analytics
Provide planners with a recommendation engine to evaluate
future lead times and decrease risk of out of stock situations.
Source: Company documents.
EXHIBIT 8: FROM SPRINT TO VALUE RUN
Sprints A-B test /
Decide
Embed
Hunting the insight Putting the insight to work
Source: Company documents.
44. For the exclusive use of H. Sun, 2019.
This document is authorized for use only by Huanning Sun in
COMM/MGMT3511Winter2019 taught by BO YU, Dalhousie
University from Jan 2019 to May 2019.