The Need to enable Foundational Shifts. The younger generation is more aware of environmental, social and governance issues that the world continues to face. Many of the countries in the region are emerging economies, where these issues become more apparent. COVID-19 has also inculcated an empathy in people and they are thinking of future success in terms of impact. The desire to enable foundational shifts is giving direction to the transformation journey in the region. The wonderful new paradigm that is the Digital Economy allows us to cut across all segments; and technology and its advancements has immense potential to create a more sustainable and inclusive future for the world.
Realising the Power of Momentum. The pandemic has caused major disruptions in the region. But every crisis also presents an opportunity to perhaps re-imagine a brighter world through a digital lens.The other thing that the pandemic has done is made people and organisations realise that to succeed they need to be open to change – and that momentum is important. As organisations had to pivot fast, they realised what I have been saying for years – we shouldn’t “let perfect get in the way of better”. This adaptability and the readiness to fail fast and learn from the mistakes early for eventual success, is leading to faster and more agile transformation journeys.
Where are we seeing the most impact?
Industries are Transforming. There are industries such as Healthcare and Education that had to transform out of a necessity and urgency brought about by the COVID-19 pandemic. This has led to a greater impetus for change and optimism in these industries. These industries will continue to transform as governments focus significantly on creating “Social Safety Nets” and technology plays a key role in enabling critical services across Health, Education and Food Security. Then there are industries, such as the Financial Services and Retail, that had a strong customer focus and were well on their digital journeys before the pandemic. The pandemic boosted these efforts.
But these are not the only industries that are transforming. There are industries that have been impacted more than others. There are several instances of how organisations in these industries are demonstrating not only resilience but innovation. The Travel & Hospitality industry has had several such instances. As business models evolve the industry will see significant changes in digital channels to market, booking engines, corporate service offerings and others, as the overall Digital Strategy is overhauled.
Technologies are Evolving. Organisations depended on their tech partners to help them make the fast pivot required to survive and succeed in the last year – and tech companies have not disappointed. They have evolved their capabilities and continue to offer innovative solutions that can solve many of the ongoing business challenges that organisations face in their innovation journey. More and more technologies such as AI, machine learning, robotics, and digital twins are getting enmeshed together to offer better options for business growth, process efficiency and customer engagement. And the 5G rollouts will only accelerate that. The initial benefits being realized from early adoption of 5G has been for consumers. But there is a much bigger impact that is waiting to be realised as 5G empowers governments and businesses to make critical decisions at the edge.
Tech Start-ups are Flourishing. There are immense opportunities for technology start-ups to grow their market presence through innovative products and services. To succeed these companies need to have a strong investment roadmap; maintain a strong focus on customer engagement; and offer technology solutions that can fulfil the global needs of their customers. Technologies that promote efficiency and eliminate mundane tasks for humans are the need of the hour. However, as the reliance on technology-led transformation increases, tech vendors are becoming acutely aware that they cannot be best-in-class across the different technologies that an organisation will require to transform. Here is where having a robust partner ecosystem helps. Partnerships are bringing innovation to scale in Asia.
We can expect Asia to emerge as a powerhouse as businesses continue to innovate, embed technology in their product and service offerings – and as tech start-ups continue to support their innovation journeys.
Ecosystm CEO Amit Gupta gets face to face with Garrett Ilg, President Asia Pacific & Japan, Oracle to discuss the rise of the Asia Digital economies, the impact of the growing middle class on consumerism and the spirit of innovation across the region.
COVID-19 made the few businesses that did not have an online presence acutely aware that they need one – yesterday! We have seen at least 4 years of digital growth squeezed into six months of 2020. And this is only the beginning. While in 2020, the focus was primarily on eCommerce and digital payments, there will now be a huge demand for new platforms to be able to interact digitally with the customer, not just to be able to sell something online.
Digital customer interactions with brands and products – through social media, online influencers, interactive AI-driven apps, online marketplaces and the like will accelerate dramatically in 2021. The organisations that will be successful will be the ones that are able to interact with their customers and connect with them at multiple touchpoints across the customer journey. Companies unable to do that will struggle.
Digital Engagement Will Expand Beyond the Traditional Customer-focused Industries
One of the biggest changes in 2020 has been the increase in digital engagement by industries that have not traditionally had a strong eye on CX. This trend is likely to accelerate and be further enhanced in 2021.
Healthcare has traditionally been focused on improving clinical outcomes – and patient experience has been a byproduct of that focus. Many remote care initiatives have the core objective of keeping patients out of the already over-crowded healthcare provider organisations. These initiatives will now have a strong CX element to them. The need to disseminate information to citizens has also heightened expectations on how people want their healthcare organisations and Public Health to interact with them. The public sector will dramatically increase digital interactions with citizens, having been forced to look at digital solutions during the pandemic.
Other industries that have not had a traditional focus on CX will not be far behind. The Primary & Resources industries are showing an interest in Digital CX almost for the first time. Most of these businesses are looking to transform how they manage their supply chains from mine/farm to the end customer. Energy and Utilities and Manufacturing industries will also begin to benefit from a customer focus – primarily looking at technology – including 3D printing – to customise their products and services for better CX and a larger share of the market.
Brands that Establish a Trusted Relationship Can Start Having Fun Again
Building trust was at the core of most businesses’ CX strategies in 2020 as they attempted to provide certainty in a world generally devoid of it. But in the struggle to build a trusted experience and brand, most businesses lost the “fun”. In fact, for many businesses, fun was off the agenda entirely. Soft drink brands, travel providers, clothing retailers and many other brands typically known for their fun or cheeky experiences moved the needle to “trust” and dialed it up to 11. But with a number of vaccines on the horizon, many CX professionals will look to return to pre-pandemic experiences, that look to delight and sometimes even surprise customers.
However, many companies will get this wrong. Customers will not be looking for just fun or just great experiences. Trust still needs to be at the core of the experience. Customers will not return to pre-pandemic thinking – not immediately anyway. You can create a fun experience only if you have earned their trust first. And trust is earned by not only providing easy and effective experiences, but by being authentic.
Customer Data Platforms Will See Increased Adoption
Enterprises continue to struggle to have a single view of the customer. There is an immense interest in making better sense of data across every touchpoint – from mobile apps, websites, social media, in-store interactions and the calls to the contact centre – to be able to create deeper customer profiles. CRM systems have been the traditional repositories of customer data, helping build a sales pipeline, and providing Marketing teams with the information they need for lead generation and marketing campaigns. However, CRM systems have an incomplete view of the customer journey. They often collect and store the same data from limited touchpoints – getting richer insights and targeted action recommendations from the same datasets is not possible in today’s world. And organisations struggled to pivot their customer strategies during COVID-19. Data residing in silos was an obstacle to driving better customer experience.
We are living in an age where customer journeys and preferences are becoming complex to decipher. An API-based CDP can ingest data from any channel of interaction across multiple journeys and create unique and detailed customer profiles. A complete overhaul of how data can be segregated based on a more accurate and targeted profile of the customer from multiple sources will be the way forward in order to drive a more proactive CX engagement.
Voice of the Customer Programs Will be Transformed
Designing surveys and Voice of Customer programs can be time-consuming and many organisations that have a routine of running these surveys use a fixed pattern for the data they collect and analyse. However, some organisations understand that just analysing results from a survey or CSAT score does not say much about what customers’ next plan of action will be. While it may give an idea of whether particular interactions were satisfactory, it gives no indication of whether they are likely to move to another brand; if they needed more assistance; if there was an opportunity to upsell or cross sell; or even what new products and services need to be introduced. Some customers will just tick the box as a way of closing off a feedback form or survey. Leading organisations realise that this may not be a good enough indication of a brand’s health.
Organisations will look beyond CSAT to other parameters and attributes. It is the time to pay greater attention to the Voice of the Customer – and old methods alone will not suffice. They want a 360-degree view of their customers’ opinions.
Today nearly 56% of the global population lives in an urban environment. The city has finally become the dominant place to live. Given the changing environment and increasing technology, the city has begun to dramatically change in the past 5-10 years. And it will continue to evolve and change at an increasingly faster pace.
As technology has developed and influenced the city, the term “Smart City” has become prevalent. Technology is an important attribute of a city’s evolution. However, it is just one of the attributes. A more encompassing and enduring term could be a “Sustainable City”. The definition of a Sustainable City that I subscribe to is:
“A vibrant community which can adapt and grow over the years, due to changing demographics and economic conditions. It is based upon multiple attributes.”
This definition begins to describe the holistic and long-term issues associated with the complexities of an urban environment. A Sustainable City has a goal of being an enduring and competitive place to work, live, learn, and play. It requires many aspects. Some of these are:
Purpose. Entertain, eat, work, live, learn
Activities. Walk, bike, play, work, learn, etc.
Scale. Human scale not mega blocks
Natural Environment. Location, terrain, water, etc.
Environmental Implications. Resource usage, output disposal, environmental footprint, etc.
Dynamic. Changing through the day/week as needed (festival, farmer’s markets, sporting event)
Transportation. Walk, bike, mass transit – beyond cars
Built Environment. Smart & efficiently operated buildings, spaces, etc.
A city is also a three-dimensional physical puzzle. It is composed of multiple layers: Subterranean level (utilities, transportation, walkways, retail); Ground level (streets, walkways, public spaces, open areas, building entrances); Concourse (walkways, retail, elevated rail, etc.); and Air Space (skyscrapers, bridges). This three-dimensional layout adds a level of complexity.
Key Stakeholders in a Sustainable City
Another important layer to consider consists of the four main players that need to work together:
People (employees, students, families, tourists)
Businesses (large, small/medium, start-ups, etc.)
Built Environment (developers, real estate investors, consultants, designers, engineers, etc.)
Government (local and regional)
For a city to be enduring and sustainable, the four main players need to work in a concerted effort. They need to discuss, advise, decide and provide for an environment which can change or be modified based upon a particular city’s needs. No one player truly has the ability to control how the city develops over time. Instead all of them work together along with the marketplace and land economics to determine the success of a city in the long run. Idea generation can come from any of these players and is tested in the marketplace. Figure 1 shows the interactions between these four key stakeholders. When all the groups work together, they are able to attain that “Sweet Spot” which enables a location to have the characteristics of a sustainable Global City. In the most simplistic terms, the Sweet Spot for a Sustainable City is the on-going quality of life that the city provides to its occupants.
The Dynamic Nature of a Sustainable City
Some believe that once a city or regional masterplan has been developed and approved the only thing left is to implement and enjoy. As a city and its inhabitants are dynamic, a longer-term sustainable view might be that the completion of the environment is just a starting point. The cases in point are the great global cities whose origins have started many generations ago, such as London, New York, Berlin, Tokyo, and so on This means that through use, the environment and space will constantly be assessed to evaluate if they are meeting the changing needs of the city or location. The appropriate adjustments or modifications are required over time. This is what has been done over the past centuries for many global cities. The difference between then and now is that with technology permeating everywhere, the ability to assess and adjust the environment will now be done at a much faster rate.
As builders and/or occupants of the environment we are just the current Stewards of the urban environment. Stewardship is a delicate balance between Return on Investment and Return to Society. The city is a dynamic environment which will continue to evolve over time based upon its changing needs. We have to determine whether we are going to change and improve the environment or just “pluck the fruits” from the existing assets. We should make sure that when we design and develop the urban environments it is with long-term sustainability in mind.
In January we wrote a blog on How Technology is Helping to Combat the Coronavirus – since then the COVID-19 outbreak has fast become a global threat, disrupting healthcare systems and economies. As the world struggles to contain the spread, Singapore’s response to the crisis shows how governments can use policies and technology to combat emergencies. While it is true that Singapore’s size is its advantage, and most of what it was able to do cannot be replicated in larger, more spread-out countries, there are still lessons there – in the simplicity and responsiveness of the measures. The threat is by no means behind us and the Government will need to implement many more policy changes in the near future. But it is worthwhile to look at what Singapore has done so far to contain the spread.
#1 Identifying and acknowledging the threat early
Like other Asian countries, Singapore suffered during the SARS outbreak in 2003. While the number of people infected during SARS was less at 238, at the end of the outbreak the country had recorded 33 deaths. Having learnt from that experience, Singapore knew that early response is key. Acknowledging the threat early allowed Singapore to have test kits made available to all major hospitals through the Agency of Science, Technology and Research (A*STAR). A*STAR is a statutory board under the Ministry of Trade and Industry, Singapore. The agency supports R&D that is aligned to areas of competitive advantage and national needs. By the time the first case was reported on 23rd January, health professionals were equipped with testing capabilities. Health authorities and biotech companies have continued to modify and launch newer testing technology – like the fast-track swab test kits launched in early March – as global research continues.
#2 Focusing on contact tracing
Right from the start, Singapore has been focused on contact tracing. Following the chain of the virus allows government agencies to identify and isolate people at risk, including their close contacts. This became more important as the virus spread into the local community with the first reported case on the 4th February. The contact tracing process has been a concerted effort using technology, manpower and dedication. As Singapore faces a second wave of spread from returning travellers, the Government launched Trace Together, an app that records distancing between users and the duration of their encounters. Individual consent is required to share the data which is encrypted and deleted by the Ministry of Health (MOH) after 21 days. This allows the MOH to contact citizens in the case of possible contact with an infected individual.
#3 Keeping the citizens in the loop
The speed in imposing border controls, meticulous tracing of known carriers and aggressive testing are all positive steps in combating a crisis like this. But arguably the most productive strategy was to get citizen buy-in. The need was felt most when the country’s Disease Outbreak Response System Condition (DORSCON) level was raised from yellow to orange on 7th February. With the raised DORSCON level, buildings and public facilities with a high volume of people were required to do fever screening and collect personal details for further communication and alerts, if required. Simultaneously, the Government started sharing clear, transparent, daily public communication through mobile phones. The messages contain anonymised details of the patients (to make people aware of their own possible exposure), as well as an update of the number of patients being treated and released. The 2 deaths were also reported promptly – but enough details were shared to avoid panic. Demonstrating cross-agency collaboration, the information disseminated comes from multiple government agencies – the same channel is also used to drip-feed hygiene guidelines and the evolving government policies on travel, trade and so on.
The message from the leadership has also been clear and timely, and an economic stimulus package was announced fairly early. The Government is currently working on a second stimulus package, as the threat to the economy continues.
#4 Dispelling misinformation
Taking this daily communication to the next level, the Government has been prompt in stopping the spread of rumours. Not only does the MOH website share all the latest details, any spread of misinformation (usually through social media) is being quelled by official statements. It is extremely important to be able to address issues such as these, because it impacts trust in the government and the healthcare system. The daily updates are now a ‘single source of truth’ on all COVID-19 related information. The Cyber Crime Portal has also been activated with the intention to track unverified messages especially regarding the treatment and cure of COVID-19.
#5 Empowering healthcare professionals and citizens with digital tools
Unfortunately, the community spread appears to be happening in waves, especially as Singapore has a high volume of returning travellers. Healthcare facilities continue to be stretched. Although Singapore has adequate healthcare facilities to cope with the number of current cases, the Government is also prepared with additional quarantine facilities. Meanwhile, hospitals have set up makeshift triage centres in their car parks to deal with the growing number of patients needing to get tested. To counter the need for more infrastructure and the cost to get additional facilities ready, the use of digital health, remote patient monitoring and online care planning is being explored to limit patients presenting themselves to providers. KK Women’s and Children’s Hospital has launched UPAL – Urgent Paediatric Advice Line – as a pilot online consultation channel. It is expected that more healthcare facilities will offer services such as these. Being cloud based, these solutions can be deployed within days and high-risk patients can be immediately onboarded, easing the burden on the healthcare system and providing relief to patients and families. Telemedicine and remote monitoring are not new, having been proven and tested by several healthcare systems. In these extraordinary times, technology will help the healthcare system keep all in Singapore safe.
#6 Having a strong Data and Digital infrastructure
Singapore’s data and digital services infrastructure is the overarching factor that has allowed the Government to act quickly and efficiently to fight this community threat. While this is not linked directly to the current response measures against COVID-19, it is the true enabler. Firstly, the electronic health record system has access to records of all patients who have availed of the public healthcare system (private, primary care organisations have also started contributing to the system – enabling the vision of complete longitudinal health records). This is the backbone of the Government’s healthcare measures in these difficult times. Secondly, the network infrastructure allows the introduction of online consultation services. Moreover, people are able to work from remote locations seamlessly using collaboration tools such as Zoom, Skype and WebEx. This allows the Government to encourage people to work from home, to stay away from healthcare facilities and other measures to reduce overcrowding of public spaces to prevent the spread. And finally, Singapore has a strong access to eCommerce and online platforms, allowing people to access almost anything they choose to, online.
While the battle against the pandemic is far from over, Singapore has so far managed to avoid complete disruption by using technology to be responsive to the community’s needs.
What are the key priorities of public sector organisations? The global Ecosystm CX study finds that citizens and employees are the top priorities for government agencies and departments.
Blockchain can help the public sector achieve many of its goals –
Improving Citizen Services
As more countries aim to be eGovernments, there is a need for real-time data access, information management, and fraud prevention. Blockchain is enabling governments to provide innovative services to citizens. It is possible now to decentralise the citizen database, reducing the time and cost of fetching records. Moreover, Blockchain enhances transparency and makes the highly regulated public sector audit-ready by creating a single source of truth for all connected devices and stakeholders.
One of the earliest use cases we see is in records management. Population records are useful for several agencies from healthcare to civil services to welfare departments. In Myanmar, UNICEF has collaborated with the industry to introduce a mobile birth and death registration system based on Blockchain. This digital mobile recording system is maintained on an integrated platform controlled by several parties who maintain birth and death records of Myanmar’s citizens and is a step towards achieving universal registration.
Citizen services such as notarisation, recording and time-stamping events, transactional real-estate contracts, online storing and verification of academic degrees, identity management and so on are benefiting from Blockchain deployment.
In Georgia, the government department of Land, Property and Housing Management is using Blockchain to maintain land and property records. The blockchain-based land registry allows speedier approvals with no involvement of paperwork or multi-party signatures on physical documents. This is enhancing service quality while offering better security measures as the data is digitally stored in the National Agency of Public Registry’s land title database.
Improving Employee Experience
Maintaining massive records about individuals, organisations, assets, activities, location and national information by the government department employees is a time-consuming process. In addition to this, managing and updating the ever-growing records is made more difficult by data silos and information management protocols and of course errors creep in.
Blockchain is streamlining the workflow and information management system at an individual as well as at a departmental level. In government departments, Blockchain can redefine processes by including events and agents in a block-based system where each activity can be easily managed and accounted for. This prevents issues such as miscounts, delayed processes and slipped deadlines.
The Chilean National Energy Commission has piloted a Blockchain platform to regulate the energy sector such as installed capacity, average market price, marginal costs, hydrocarbons and more. To implement this, first the energy data was stored on an Open Energy database which was then distributed across hundreds of secure servers countrywide. Later the employees verified anomalies which minimised their workload and made it convenient to edit the central database. The information added to open ledger is readily available to employees and citizens.
Compliance with Regulations
One of the primary benefits of Blockchain technology in the public sector is compliance. The transactions recorded on distributed ledgers are documented in a central ledger providing a comprehensive, precise, irreversible, permanent and secure trail. For instance, Blockchain is used to streamline cross-border compliance adherence by matching the data with the actual trade transactions. This creates an efficient and secure system ensuring real-time compliance, significant reduction of transaction costs, elimination of customs evasion and fraud from the outset.
In June, the Chinese Customs deployed its cross-border Blockchain compliance solution. The platform aims to increase efficiency by monitoring the flow of imports and exports and helping with risk assessments and document management. As transaction information can be stored safely and transparently on a Blockchain, the platform enables easy identification of documents to be checked, making compliance easier.
Data Management and Privacy
Blockchain acts as a default record keeper for society and governments and prevents the data from being misused by criminals and hackers. Through the responsible deployment of Blockchain data structures, governments can strengthen network security by reducing risks of single points-of-failure and preventing data breaches.
Democracy Earth – a Blockchain-based community has established a decentralised online governance platform, entirely built on open source technologies. The website helps users to cast votes on various policies based on tokens assigned to the users. This also minimises expenses and creates a secure information flow in a Blockchain-based voting system.
Government agencies, such as the U.S. Department of Homeland Security (DHS), are also getting serious about Blockchain applications in data management and privacy. DHS is funding R&D in Blockchain start-ups to explore new approaches to cybersecurity. The U.S. military is also utilising Blockchain (SIMBA Chain) to secure its military communication, messaging and applications. Blockchain is used for communication between ground troops and their headquarters. In addition to securing communications, the US Airforce is using Blockchain to track 3D printed components throughout their life cycle. With SIMBA, the top-secret printing blueprints are shared without much surveillance – this has enabled the Department of Defense to maintain a digital library of parts.
The government has clear citizen responsibilities and fulfilling them with a limited set of resources is one of the prime challenges for public departments. Reconciling expenditure with the budget is a time-consuming, and expensive procedure. Blockchain-based payment and accounting systems can help governments to reduce process costs by removing redundancies, streamlining processes, decreasing audit burden and ensuring systems integrity. By removing the requirement for third-party agencies to handle operations and maintain records, Blockchain technology is helping governments to reduce costs.
Blockchain is still an emerging concept with significant benefits. The Ecosystm IoT study finds that only 20% of public sector IT decision-makers are fully aware of the capabilities and limitations of Blockchain. Adopters and developers are still resolving the challenges. On the technology side, there are concerns on platform scalability, integration, standardisation and validation methods. On the management side, there are concerns about business models, transaction scale, maturity, and structure. However, government agencies will benefit immensely from the technology in the near future.
The recently held AWS Public Sector Summit in Singapore showcased some of the regional AWS implementations, and how organisations are leveraging the Public Cloud differently.
In her keynote address, Teresa Carlson, Vice President, Worldwide Public Sector set the tone for the industry show cases by saying that a successful Digital Transformation (DX) starts from a radical rethinking of how an organisation uses cloud computing technology, people, and processes to fundamentally change business performance.
AWS Empowering the Public Sector
Carlson is clear on what Public Sector organisations must do and where AWS can help them:
Define what Cloud refers to in the organisation. The first step in bringing about a Cloud First transformation is to be clear on the true definition of cloud computing.
Create a “Cloud First” policy. To adopt a Cloud First policy, it is imperative to have leaders with a clear vision who really drive technology initiatives forward for all the right reasons like security, cost reduction, scalability, privacy and rapid acceleration of citizen services.
Focus on Security & Compliance. AWS has global compliance certifications with 200+ services and key features focused on security, compliance and governance. New services such as the use of AI for threat detection have been implemented and are quickly evolving into a mainstream feature.
Modify your Procurement vehicle. A formal cloud procurement model must be adopted instead of creating ad-hoc processes and a rush to adopt cloud to meet the specific needs of individual departments. AWS has the expertise to assist government IT leaders in selecting the right acquisition approach for their agency.
Do not ignore Skills Development. Investing in cloud skills development – whether at the central IT level or in the individual business units in the Public Sector – is imperative, as roles evolve and new roles emerge. AWS has over the years offered free courses and industry certifications to Public Sector employees interested in learning the foundations of cloud computing, storage, and networking on AWS to advanced skills courses in emerging technologies such as AI.
While cloud may have started off as a means of offsetting CapEx, its role has since evolved into being a major vehicle for DX. Several governments across the world have adopted Cloud First policies to spearhead innovation, increase agility, and improve citizen services. Cloud is increasingly seen as a foundation for many emerging technologies that governments are experimenting with and implementing such as AI, automation, Big Data analytics and Smart Nation initiatives.
The skepticism around Public Cloud security seems to have diminished over the years, with the perception that cloud providers use state-of-the-art technologies to protect their environment and continue to upgrade their security features in the face of new and evolving threats. However, the Ecosystm Cybersecurity study finds that nearly 53% of Public Sector and allied organisations that use Public Cloud feel that the security measures offered are sufficient. Leading cloud providers such as AWS should make it clear that essentially it is a shared responsibility and impress on organisations that the responsibility to secure their own applications and the interface with the Public Cloud ultimately lies with the deploying organisations.
Industry Use Cases
There were several industry use cases presented over the 2 days and it was heartening to see so many Asia Pacific examples of transformation. Tan Kok Yam, Deputy Secretary, Smart Nation & Digital Government Office shared that the key to a successful Smart Nation initiative is to build user-centric services rather than having an agency-centric approach, in his presentation on Singapore’s “The Moments of Life” app. Edwin H. Chaidir, IT Manager at WWF Indonesia presented on how AWS’s machine learning capabilities has helped the organisation to automate identification of specific orangutans in the wild, freeing up resources (money and time) to reinvest in other wildlife protection initiatives.
One of the implementation stories that impressed the Ecosystm analysts was the one shared by Rookie Nagtalon, Consultant for Digital Transformation at the Chinese General Hospital and Medical Center (CGHMC) in the Philippines, where he spoke about how they were able to bring about transformation in their patient life-cycle management. Healthcare in Asia Pacific is a diverse and disparate market with organisations at different levels of IT and business maturity – against a backdrop of different country-level goals and healthcare policies. It was encouraging to hear about a transformation project in a not-for-profit organisation from an emerging economy.
The challenges that healthcare organisations face are unique in many ways:
Legacy systems that still work and hence there is no business case for replacing them
Approximately 2/3rd of the IT budget going into running the basics, leaving limited resources for emerging technology adoption and transformation projects
The shift to value-based healthcare and the need for data-driven insights to support it
The unpredictability of the workload and the need for an agile IT infrastructure
Security and compliance mandates that protect patient data and require storage of records over extended periods
Working with these challenges, how does a healthcare organisation bring about Digital Transformation?
Nagtalon’s team was assigned the task to bring about this transformation within a 10-month timeframe.
The key challenge.An awareness that no one vendor can provide the entire gamut of functionalities required for patient lifecycle management. In spite of recent trends of multi-capability vendors, hospitals need multiple vendors for the hospital information system (HIS), ERP, HR system, document management systems, auxiliary department systems and so on. Each of these vendors have their own development team and infrastructure requirement, which stresses the internal IT resources. DX involving multiple legacy systems requires a step-by-step approach. The challenge is to identify the right systems to start the journey with.
Vendor selection criteria.The need to find one solution that would enable seamless data sharing across the disparate systems. The vendor selection criteria that were used focused on ease of use and speed especially when working with multiple data sources. In keeping with the industry, the ability of the vendor to support mission-critical applications was put through the filter of what was referred to as ‘Code Blue’.
The solution choice.A cloud solution that can empower teams and remove worries about the infrastructure. The hospital chose AWS as their transformation partner, who used a system interface blueprint to integrate data from their SAP ERP system, Medcurial’s MeRx HIS, 128 HR system, Canon’s documentation system and multiple diagnostics systems.
The future roadmap.Enabling the organisation to be a Digital Hospital. The solution was implemented in 7 months and hit the right ROI requirements, reducing billing time and impacting the bottom line in terms of both recovery and revenue. It has created the base foundation for future plans such as device integration and the provider is well set on its journey of Cloud, IoT and Robotics.
Nagtalon raised an important point when he was asked the key reason for the success of the project – executive buy-in. Transformation projects work best when it is enterprise-wide and senior management sponsorship is a must to enable that. However, he also mentioned humorously that he had become extremely unpopular during the implementation. This is where a centre-of-excellence with ‘champions to the cause’ from each key department helps. Organisations should look to engaging with the stakeholders early and to get their buy-in as well as the executive’s.
AWS’s marketing message to healthcare providers includes allowing them to focus on their mission and create their differentiation, and enabling them to incorporate new and emerging technologies. This implementation certainly ticked those boxes. What was particularly positive was the big thumbs up the AWS implementation team received. Organisations will increasingly partner with platform providers in their transformation journeys and implementation capabilities and best practice guidance will be the key differentiators for vendors.