Technology & Digital Transformation
As cloud technology has catalyzed the next generation of healthcare, it has also allowed for growth at a rate beyond imagination. Healthcare today is fast moving and its consumer expectations are an ever-increasing demand. These new consumers of healthcare are giving particular attention to the ease of services, choices and ratings, and pricing. Enabling these demands is, of course technology but fueling its river beds is the deep flow of data. Data is coming into the industry and data is flowing out into the mobile phones, desk tops and other resources tapped by the consumer. At the core, is innovation and the user experience is its elixir. Driven by an entre- or intrapreneurial mindset, these consumer experiences will define new competitive advantages.
Let's say that through the decades with all of its advancements, the healthcare industry could have been considered the last frontier for computer technology. It was. Paper charts were used by design and the 'sharing' of data was not a priority, in that way. The perception from a business interest in those years was limited.
Industrial giants like Siemens, GE and others had partnered with hospitals to solve problems. The technology that was implemented was poignant, siloed and effective at solving the problem and gaining market share. Competition was minimized and barriers to entry remained high. If one were to pin point the shift into where we are today, it could be feasible stated it began when Judith Faulkner and her relatively new management from EPIC systems collaborated with and the California-based Kaiser Permanente in the 1980's to create a 'user-friendly' software system. Fast forward a few decades to 2009, the U.S. Federal Government's aggressively moved to push electronic health records software systems into the public domain. The initial public-private collaboration began in New York City in 2007. The New York City Department of Health and Mental Hygiene partnered with eClinical Works, a software systems company based in Massachusetts. The partnership offered primary care physician practices the software for free for a period of time (four years) funded by the NYC Health Department. The results were highly effective. It was originally intended to monitor urban health crises outbreaks and control when an epidemic event is identified, then with data, isolate the disease site and treat that community, inside an urban zone. It was so effective that the concept launched nationally in 2009 with what later became known as HITECH.
Let's say that through the decades with all of its advancements, the healthcare industry could have been considered the last frontier for computer technology. It was. Paper charts were used by design and the 'sharing' of data was not a priority, in that way. The perception from a business interest in those years was limited.
Industrial giants like Siemens, GE and others had partnered with hospitals to solve problems. The technology that was implemented was poignant, siloed and effective at solving the problem and gaining market share. Competition was minimized and barriers to entry remained high. If one were to pin point the shift into where we are today, it could be feasible stated it began when Judith Faulkner and her relatively new management from EPIC systems collaborated with and the California-based Kaiser Permanente in the 1980's to create a 'user-friendly' software system. Fast forward a few decades to 2009, the U.S. Federal Government's aggressively moved to push electronic health records software systems into the public domain. The initial public-private collaboration began in New York City in 2007. The New York City Department of Health and Mental Hygiene partnered with eClinical Works, a software systems company based in Massachusetts. The partnership offered primary care physician practices the software for free for a period of time (four years) funded by the NYC Health Department. The results were highly effective. It was originally intended to monitor urban health crises outbreaks and control when an epidemic event is identified, then with data, isolate the disease site and treat that community, inside an urban zone. It was so effective that the concept launched nationally in 2009 with what later became known as HITECH.
Today, we are in full-swing. Some call it Health 3.0. This is a well-funded industry that presently drives the highest GDP in the country compared to other industries. The GDP for the U.S. healthcare industry is larger than the GDP for all industries in India, which is 1/5th of the Indian population. Financial sustainability is a key topic. Does any country want its healthcare industry to be at the top of its revenue generation? All of these factoids are counter intuitive. Delivering top level health services while driving costs downward must be the Holy Grail. |
Perhaps the answer will come from the COVID-19 pandemic. We believe it will. A paradigm shift, during the shut-down, lock-down and shut-in across the globe, put a stop to many services. From necessity, comes invention, (as the saying goes). Our predictions include: the use of data will continue to serve its purpose and become more perfected data science with A.I., M.L. and N.L.P., while telehealth, in-home medical, the rise of the non-physician, blockchain, increase of patient education, improved medical training, wearables and ingestible diagnostics, precision medicine, mHealth, remote patient monitoring, mobile medical devices, telepresence robotics, and experiments with value-based care contract models will be at the forefront of our shared, near-term future.
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"Beauty and brains, pleasure and usability;
they should go hand in hand." "Also note that invariably when we design something that can be used by those with disabilities, we often make it better for everyone."
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"I think there is a tendency in science to measure what is measurable and to decide that what you cannot measure must be uninteresting."
"So what does a good teacher do?
Create tension - but just the right amount." |
Don Norman
Solutions
Building UX
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Transforming this 30-year old, NYC-based, Integrative Health Center by replacing non-digital and manual processes into digital architecture moving client services and businesses operations, marketing, and client relations in the cloud.
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Lenovo Health, a progressive division in health IT, partnered with LifeMed ID, a technology collaboration focused on accurate patient identification by providing Authoritative Identity Management Exchange™ (AIMe), a comprehensive ID platform.
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Using Technology Inside
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Capsule Endoscopy (PillCam™)
when swallowed by the patient, allows the clinician to view areas that are not reachable by other methods. |
Capsule Endoscopy
Improving the health delivery process, this hospital introduced the capsule endoscopy procedure (known as PillCam™), for application with patients to safe and effectively view areas that may not be visible in other procedures. The original challenges faced were security which were overcome with collaboration of manufacturer and the BAA. After the patient swallows and ingests the pill, they can live a normal day while wearing a wireless, integrated microsystems to monitor the activity.
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Tapping Resources in Real-Time
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It is a commonly known fact that a stroke victim's outcome or even survival rate is based on time. Building these Telestroke Centers inside Emergency Departments was of the most reachable goals in the earlier development of telemetry.
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Telestroke Centers & Emergency Management
Using REACH telemetry in one location and InTouch telemetry in the other location, neurologist are on-call from other sites, in other locations, (24/7/365) are called upon when patients present with acute ischemic stroke. The most common and active option for emergency intervention is intravenous tissue plasminogen activator (tPA). Based on testing, visible review of the patient, and Q&A, the neurologist decides the level of applications needed, which saves lives. Working with Yorktel™ for video operations, Rubbermaid™ for casing, the opportunity expanded to initiate programs into emergency medical management in ambulances and helicopters for rural reach. |
Key People of Influence
Donald Arthur Norman
In his best-selling book, The Design of Everyday Things Don Norman crafted the first thoughts around User Experience and how design serves as the communication between the object and the user. As a trained psychologist, Norman views this subject matter from a different angle and teaches how we can optimize communications by making the experience of using the object pleasurable.
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Donald Arthur Norman is an American researcher, professor, and author. Norman is the director of The Design Lab at University of California, San Diego. He is best known for his books on design, especially The Design of Everyday Things.
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Services We Offer
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API / Microservices framework
Articulate and frame the business problems Articulate strategies, concepts, initiatives, and roadmaps Artificial Intelligence (AI) – Machine Learning, Deep Learning, Reinforced Learning Bridging “digital” and non-digital products and services Business case development Business Intelligence Business process improvement Champion for customers Change management Client / stakeholder relationship development Collaborate cross - functionally Collaborate solutions and approaches Communicate impact to clients Communication plans Competitive assessments Complex digital and technology-based transformation programs that deliver business value Conduct business and technical requirements gathering Create web experiences Current technology platform analysis Customer experience strategy approaches Customer research and modeling Data and tech partners Data-driven choices
Deliver value Demonstrate measurable value Design roadmaps Design thinking and customer research Determine priority opportunities Determine strategic implications Develop new operating models Digital commerce trends Drive exceptional UX through training eCommerce Emerging channels - web, mobile, social, chat, voice, kiosk End-to-end journey Enhance technology roadmap Entrepreneurial spirit Evangelize findings throughout the organization Experience leading Digital Transformation projects Facilitate meetings and workshops Gather and analyze information Generate improvements Generate strategies and value propositions Identify critical moments Identify ineffectiveness and areas of opportunity |
Identify solutions to business requirements
Implement continuous improvement best practices Improve integrated marketing performance and operations Incorporate sales, marketing, and consumer data Industry advancements Innovation pipeline Inspire leaders to adopt data-proven strategies Lead activation engagements Lead and mentor team members Lead and support new business opportunities Lead teams Lean Agile principles and methodologies Manage and balance strategic initiatives Manage operations and support functions Mapping customer experience Market research Marketing processes Marketing strategy, brand and campaign operations Marketing technology stack Martech Analytics Modeling techniques New product innovation Operating models Operation analysis
Optimization and analytics Organizational structures People, process, technology and governance Performance and commerce marketing Prioritization methods Process improvement Product innovation Project, program, and project portfolio management Road mapping Service design Strategists, designers, engineers, product managers Synthesize information quickly Tap into emerging technology Team development Thought leadership Training Transformational changes Trusted advisor Unified reporting and measurement Unlock value Use case discovery Value proposition development |
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