NETWORKING EVENTS - SIG › docs2 › SIG GDIC 1212015 Webinar.pdf · digital business strategies to leverage emerging technology and business trends for sustained competitive advantage

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The Global Digital Innovation Council is aRegistered Trademark of Avasant LLC.© 2015 Avasant LLC. All Rights Reserved.

December 1, 2015

SIG Deep Dive Webinar

Global Digital Innovation Council (GDIC)

12

Anupam GovilAvasant Partner

GDIC Partner Leader

Augusto PenjasoffAvasant Fellow

Healthcare/Pharma Working Group

Dr. Leon SegalCo-Founder Innovationship, LLC

Avasant Ecosystem Partner

Matt ShockleeAvasant Principal & Sr. Fellow

SIG Global Ambassador

Welcome to Today’s Speaker Panel:

13

GDIC Deep Dive Webinar Agenda

Introduce Avasant, LLC

Introduce the Global Digital Innovation Council (GDIC)

GDIC Business & Societal Initiatives Design Thinking Healthcare Business Initiative Example

Getting Involved in the GDIC

GDIC Schedule of Events

Q&A

14

Avasant is a global high-value management consulting firm with expert resources who have performed over 1,000 engagements across 40+ countries within four primary disciplines.

Business & IT Transformation

Strategic Sourcing

Globalization Advisory

Digital Business Services

˃ Avasant digital – Avasant assists enterprises and governments define and executedigital business strategies to leverage emerging technology and business trends forsustained competitive advantage and increased business and stakeholder value,integrating critical business operations into an end-to-end digital business blueprint,and identifying key partners and technologies to drive superior business outcomes.

˃ Avasant transformation – Avasant assists organizations with business and ITtransformation related to critical technology and Operational elements to driveefficiency and effectiveness of service delivery, capabilities acquisition and costsavings based upon their unique strategy, objectives and outcomes.

˃ Avasant strategic sourcing – Avasant assists public and private sector clients withnavigating the complex transaction lifecycle of securing critical IT, Operations andBusiness Process outsourced services from global Tier 1 – 3 service providers byleveraging best practice methodologies, service level frameworks and financialanalysis aligned and linked to their unique strategy, objectives and outcomes.

˃ Avasant globalization – Avasant assists governments and supporting providerecosystem of emerging markets with targeted economic development solutionsdesigned to foster investment, job growth, education, policy optimization,infrastructure development and global market awareness.

Los Angeles | Dallas | Washington, D.C. | New York | Toronto | Mumbai | London

Thought Insight Knowledge

Welcome From Avasant, LLC

15







Q&A

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Polling Question for the Audience

What statement best represents your organization’s current approach

to innovation within your business enterprise?

1.) Our organization has innovation as one of its top priorities and we

have several significant innovation initiatives underway.

2.) Our organization is aware of the importance of innovation and

we are just beginning to explore potential initiatives.

3.) Our organization is just becoming aware of the potential that

innovation can have on the business however we don’t have

any plans for initiatives at this time.

4.) Our organization is not currently focused on innovation

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The Avasant Fellow Program is a new initiative with transformational ideals. Great value can be created through “Digitally Enabled Ecosystems”

Avasant Distinguished Fellow Program

Membership in an Elite Peer Group

18



IndustryThought

Leadership


19



IndustryThought

Leadership

Sharing & Collaborating Thru Design

Thinking


20



IndustryThought

Leadership


Thinking


Address PressingBusiness &

SocietalIssues

21



IndustryThought

Leadership


Thinking


Address PressingBusiness &

SocietalIssues

DigitallyEnabled

Innovation

22

Avasant Distinguished Fellow ProgramMeet the Avasant Fellows!

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What is the Global Digital Innovation CouncilTM

The most challenging issues and opportunities in the future won’t be addressed alone,

Digitally enabled global ecosystems leveraging collaborative approaches such as DesignThinking will have a significant competitive advantage.

Our Premise:

24


Address pressing business and societal challenges and opportunities through the use of

digitally enabled innovation.

The chief objective of GDIC is to undertake initiatives nominated by Avasant Fellows and

GDIC members that are developed through Design Thinking and implemented through

digitally enabled solutions.

Our Purpose/Charter:

The most challenging issues and opportunities in the future won’t be addressed alone.

Digitally enabled global ecosystems leveraging collaborative approaches such as DesignThinking will have a significant competitive advantage

Our Premise:

25


Address pressing business and societal challenges and opportunities through the use of

digitally enabled innovation.

The chief objective of GDIC is to undertake initiatives nominated by Avasant Fellows and

GDIC members that are developed through Design Thinking and implemented through

digitally enabled solutions.

Our Purpose/Charter:

The most challenging issues and opportunities in the future won’t be addressed alone.

Digitally enabled global ecosystems leveraging collaborative approaches such as DesignThinking will have a significant competitive advantage

Our Premise:

A global community recognizing the increasing implications of digital technologies on

business & society,

An incubation environment for digitally enabled innovation powered by Design Thinking

and a global ecosystem of leading technology and services partners,

A repository of best practices, digital solution and research available to GDIC members,

Periodic opportunities for GDIC Members to congregate to share and learn about best

practices and approaches to digital innovation.

GDIC is an Exclusive Customer Centric Community:

26

What are the Communities in the GDIC Ecosystem?

Community - 1Leading

Technology Organizations

Leading Service

Providers

Community - 2

Governments& Foundations

Community - 3

All Customers, Avasant CEO/Fellows,

SIG & Other Anchor Members

Customer - 0GDIC Advisory Board

GDIC Is Led by the CUSTOMER Community - 0: Others Participate through the GDIC Ecosystem Partner Program (GDIC-EP2)

Academia, Research& Associations

Community - 4

(Anchor Members on GDIC-Advisory Board)

27




GDIC Innovation Initiatives/Projects

Leading Service

Providers

Community - 2


Community - 3






Community - 4


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Innovation for Business: Opportunity for Members

Leading Service

Providers

Community - 2


Community - 3






Community - 4



29





Innovation for Society: Opportunity for All

Leading Service

Providers

Community - 2


Community - 3






Community - 4



30






Leading Service

Providers

Community - 2


Community - 3




0 + 1 + 2 + 3 + 4 = 10X Impact

3C’s – Cooperation, Collaboration &

Coopetition ThruThe GDIC-EP2



Community - 4



31

Anchor Association MemberWelcome to Sourcing Industry Group (SIG)

• The GDIC will include leading Associations involved in the Global Business Services Industry on an Invitation ONLY basis. Sourcing Industry Group (SIG) has been selected as the Anchor Association responsible for coordinating all global Association participation. The Association Anchor is responsible for providing the GDIC with assistance in promoting the GDIC, its activities and accomplishments through conferences, webinars and events worldwide. SIG has a leadership role working with the GDIC and Academia on education and training related activities involving Digital Innovation and the concept of the Digital Information Center.

SourcingIndustryGroup(SIG)

Region 1 Association




Other Regional

Association

Dawn Tiura - CEO

32

The GDIC will sponsor initiatives (i.e. projects) that the GDIC Advisory Board (GDIC-AB) believes have the most compelling business cases for business and societal impact. All Initiatives must have a minimum 10X ROI impact and leverage ecosystem enabled digitally driven innovation.

What are Business & Societal Initiatives?

33


GDIC – Advisory Board Members:• Customer Members & Avasant CEO• Avasant Fellow Representative(s)• Sourcing Industry Group (SIG)• Academic Anchor Member• Research Anchor Member


34



Nominate Business &Societal Initiatives

Business CaseDevelopment(NEVATM Model)

Vetting &Team Selection(Ecosystem Partners)

SolutionPrototyping (Design Thinking)

ShareInitiative

Results

GDIC Initiative Process:

Enabled by Fellows & Anchor Academic, Association & Research Members

Innovation Incubation Environment


35







ShareInitiative

Results





GDIC- Ecosystem Partners May Support

Business & Societal Initiatives






Leading Service

Providers

Community - 2


Community - 3


Community - 4

All Customers, Avasant CEO, Avasant Fellows,

& Anchor Members

GDIC - 0Global Digital

Innovation Council

0 + 1 + 2 + 3 + 4 = 10X Impact


Coopetition ThruThe GDIC Ecosystem

36







ShareInitiative

Results




Global Release of Info.Based on GDIC Terms

Initiative Members Implement Solution

All GDIC Members HaveAccess to Initiative Info.


GDIC- Ecosystem Partners May Support

Business & Societal Initiatives






Leading Service

Providers

Community - 2


Community - 3


Community - 4

All Customers, Avasant CEO, Avasant Fellows,

& Anchor Members

GDIC - 0Global Digital

Innovation Council

0 + 1 + 2 + 3 + 4 = 10X Impact


Coopetition ThruThe GDIC Ecosystem

37

Initiative Members Implement Solutions

All GDIC Members HaveAccess to Initiative Info.

Global Release of Info.Based on GDIC Terms

A.

B.

C.

All Customer/Buyers in the GDIC have complimentary access too and share in the collective learning, insights, best practices, and research created from GDIC activities through a GDIC information repository. Those organizations actually participating in Business & Societal Initiatives receive additional benefits including first mover advantage in their ability to take Initiative prototypes into working solutions.

ConceptRendering

ONLY

How do organizations benefit from their involvement in the GDIC?

38

Another Polling Question for the Audience

What statement best represents your organization’s current approach

to innovation within your service providers?

1.) We expect our service providers to proactively bring innovative

capabilities and solutions to our business and we share in the

resulting business value that’s created.

2.) We selectively request our service providers to bring innovative

capabilities or services to our business and we expect them

to fund it.

3.) We don’t expect our service providers to bring innovative capabilities

or services to our business unless we specifically request it.

39







Q&A

40

41

42







Q&A

43

What is the Business Issue/Opportunity Background – Status Quo

• System prior to 2014 - Fee For Serviceo Rewards volume and complexity of services provided

o Incentive to increase costs

o No incentives for quality of care

o Harmful at times

• Changes in 1990’s & 2000’so Managed Care led to reduction in services and quality of care

o Lump-sum payments per patient (HMOs), led to reduction of care

• Two Institute of Medicine reports recommended Pay-for-Performance (mid 2000’s)o Bonus to providers if they meet or exceed agreed-upon quality or performance measures

For example, reductions in hemoglobin A1c in diabetic patients

Year-to-year decreases in the rate of avoidable hospital readmissions

o Medicare no longer pays hospitals to treat patients who acquire preventable conditions during hospital stay

Such as pressure sores

Urinary tract infections associated with use of catheters.

Other Hospital acquired infections

Historic Healthcare reimbursement incentivized inefficient market behaviors:

44

• Process Measures: Demonstrated activities that contribute to positive health outcomes

o Example – Was patient administered appropriate medication/treatment/procedure for disease state

o Example – Was patient asked to quit smoking, change diet, exercise, etc.

• Outcome Measures: Did treatment result in improvement in patient’s disease state

o Example - whether or not a patient's diabetes is under control based on laboratory tests

o Example – Reduction in patient hospital re-admissions

o Some factors influencing Outcomes and not in the providers control

Did the patient/Care-giver adhere to their medication regimen

Did the patient adhere to advised life-style changes (eating and exercise, etc.)

• Patient Safety

o Example - Rate of hand washing among hospital patient care employees, Use of Checklists

• Patient Experience Measures: Perception and satisfaction with the quality of care they have received

o Perceived quality of communication with their doctors and nurses, wait time, etc.

o Whether their rooms were clean and quiet

• Structure Measures: Relate to the facilities, personnel, and equipment used in treatment

o Example - P4P programs incentivize adoption of health information technology

What is the Business Issue/Opportunity?Pay-4-Performance Metrics

45

• Patiento Goal – Improved Health. Return to Normalcy

o Role – Adherence with treatment protocol

• Care-givero Goal – Reduction in required patient assistance and support

o Role – Ensure patient Adherence/Compliance

• Provider (Hospital, Nursing Home, Pharmacy, Diagnostic Laboratory, Physician)o Goal – Deliver patient care

o Define and communicate patient treatment protocol

Medication regimen

Recommend life-style changes

Define any periodic tests to be conducted (BP, Labs, etc.)

o Incentive – Reimbursement, along with Bonus payments

• Payer (Insurance, CMS, VA, Employer, Tax-Payer)o Goal – Optimize costs for quality of care

o Role – Aggregate and measure patient-care metrics

o Incentive – Reduction in cost of patient care, with improvement in quality

• Life Science (LS) Providers (Pharmaceutical, Medical Device, Vaccine manufactures)o Goal – Medication Adherence/Compliance

o Incentive – Real-World-Evidence (RWE) Outcomes data to support formulary inclusion and coverage

• Patient Interest Groups (AMA, CSC, NIH, Academic Research, Advocacy Group

Who are the Key Stakeholders in the Healthcare Industry?

46

Script Data

Electronic Med. Record (EMR)

Providers

Clinical Efficacy &Safety Data

Life Science Providers

Healthcare Industry Stakeholder Relationships – Historical/As Is Model

Patient& Care Giver

Claims & CMS Data

PayersINSURANCE

Payers

Internet Research

47

Script Data

Electronic Med. Record (EMR)

Providers

Claims & CMS Data

PayersINSURANCE

Clinical Efficacy &Safety Data

Life Science Providers

PATIENTOUTCOMESEXCHANGE

Internet Research

Healthcare Industry Stakeholder Relationships – Future State Model

48

• There is a market need for effective mechanisms to collect the appropriate data to report on meaningful patient outcome oriented metrics,

• There are different metrics required depending on patient disease categories, such as;

o Heart Failure, Cancer, COPD, Diabetes, Depression, Infectious Diseases, etc.

• Much of the data driving these metrics can be accessed from existing systems, such as;

o Insurance Claims Data, Patient records EMR, Laboratory records, Mortality records, etc.

• Certain required metrics are currently not available in a clear, consistent and accurate manner

o Patient adherence to their medication/treatment protocol,

o Patient adherence to recommended life-style changes,

o Patient adherence to conducting periodic in-home tests,

o Patient satisfaction with:

Quality of Physician communications,

Quality and cleanliness of the facilities,

Any reduction in care-giver assistance,

Improvements in patient disease state (For patients who skip follow-up visits),

• This is an opportunity that will benefit all of the key stakeholders - Payer, Provider, LS, Tax-Payer, and Care-givers

To be successful, the solution(s) needs to be user-friendly and provide the patient and care-giver incentives to use them.

What is the Business Issue/Opportunity?The Opportunity Is the Patient & the Data!

49

˃ Healthcare reimbursement is starting to transition from Fee-for-service to Pay-for-performance (P4P) with the implementation of the Affordable Care Act (ACA)

˃ Payers will be able to penalize providers who cannot demonstrate meeting defined metrics

˃ Healthcare Providers will soon have a strong incentive to collect patient outcomes data

˃ Most required patient outcome data is currently not collected or easily available

GDIC Business Initiative Recommendation:

Key Market Drivers for a Healthcare Industry Business Initiative:

50

˃ Healthcare reimbursement is starting to transition from Fee-for-service to Pay-for-performance (P4P) with the implementation of the Affordable Care Act (ACA)

˃ Payers will be able to penalize providers who cannot demonstrate meeting defined metrics

˃ Healthcare Providers will soon have a strong incentive to collect patient outcomes data

˃ Most required patient outcome data is currently not collected or easily available

“Improve Patient Outcomes in Cardiovascular Care ” thru a Pay-4-Performance (P4P) Patient Outcomes Exchange

• In-Patient history and treatment protocol data is currently available from EMR, insurance claims, Laboratory and prescription data.

• Data not currently collected are patient adherence to their treatment protocol, life-style changes, and patient satisfaction with provider services and facilities,

• All Stakeholders benefit from a solution to address this gap:

˃ Providers through bonus payments for meeting metrics,˃ Patients from improved outcomes,˃ Payers from reduced healthcare costs,˃ Pharma for improved adherence to prescribed protocols (RWE),

˃ Solution should leverage digital: analytics, mobile, gamification, social-media, & other enabling technologies,

˃ Include organizations from all constituencies: Patient/Healthcare Providers/Pharma/Device/Government. etc.

GDIC Business Initiative Recommendation:

Key Market Drivers for a Healthcare Industry Business Initiative:

What is the recommended GDIC Healthcare Business Initiative?

51







Q&A

52

Benefits of Complimentary Participation in the GDIC?

Benefits For You & Your Organization:

• Complimentary participation by NOMINATION ONLY in an exclusive community of thought and innovation leaders from across many industries,

• Opportunity to network in resort settings prior to SIG Summits twice throughout the year sharing best practices & learning about digital innovation,

• Opportunity to participate in periodic webinars and other activities related to digital innovation,

• Opportunity to participate in Business and Societal Initiatives and leverage the outcomes from those activities (Fees and/or other investments may apply.)

• Opportunity to gain a level of access to best practices and learning from all Business & Societal Initiatives,

• Opportunity to take advantage of periodic offerings from the GDIC Ecosystem of Partners made exclusively available to GDIC Members.

53

Benefits of Complimentary Participation in the GDIC?

Benefits For You & Your Organization:

• Complimentary participation by NOMINATION ONLY in an exclusive community of thought and innovation leaders from across many industries,

• Opportunity to network in resort settings prior to SIG Summits twice throughout the year sharing best practices & learning about digital innovation,

• Opportunity to participate in periodic webinars and other activities related to digital innovation,

• Opportunity to participate in Business and Societal Initiatives and leverage the outcomes from those activities (Fees and/or other investments may apply.)

• Opportunity to gain a level of access to best practices and learning from all Business & Societal Initiatives,

• Opportunity to take advantage of periodic offerings from the GDIC Ecosystem of Partners made exclusively available to GDIC Members.

Simple 1 Page Letter Agreement to be Involved

54







Q&A

55

GDIC Calendar - 2015/16 Timeline


2015 - 2016 Planned Activities July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec.

Hold Inaugural GDIC Advisory Board Meeting (Los Angeles) 30-Jul

Identify 1st Business & Societal Initiative Candidates

GDIC Fall 2015 Board Meeting - Hyatt Huntington Beach, CA 26-Oct

Global Public Announcement of GDIC at 2015 SIG Fall Summit 27-Oct 2-Nov

Launch, Execute & Share 1st Business & Societal Initiative(s) 18-Apr

SIG GDIC Deep Dive Webinar Held for SIG Customer Members 1-Dec

*Periodic GDIC Member/Guest Webinars (Digital Innovation) 10-Feb 24-May 23-Aug 4-Dec

GDIC Spring 2016 Board Meeting - SIG Summit at Omni Orlando, FL 18-Apr

Launch & Execute Business & Societal Initiatives 17-Oct

Optional - Hold Summer Digital Forum at Member Location TBD TBD

GDIC Fall 2016 Board Meeting - SIG Summit in Carlsbad, CA 17-Oct

Launch & Execute Business & Societal Initiatives

*Note: GDIC Member Webinars are scheduled at 11:00 AM EDT

2015 2016

56

















2015 2016

• Robotic Process Automation/RPA• Big Data/Cognitive Computing• Digital Mobility• Wearable Technologies• Internet of Things

• Digital Governance Technologies• Design Thinking – Enabling Services Innovation• Digital Innovation Best Practices by Industry• Digital Innovation Talent Development• GDIC Business Initiative Updates

GDIC Webinar Meeting Topics:

57

















2015 2016




58

















2015 2016




59







Q&A

60

THANK YOU!

JOIN US AT THE NEXT

GDIC MEMBER MEETING

AT SIG’S 2016 SPRING SUMMIT

APRIL 17, 2016

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Documents

NETWORKING EVENTS - SIG › docs2 › SIG GDIC 1212015 Webinar.pdf · digital business strategies to leverage emerging technology and business trends for sustained competitive advantage