How we adapt technology to the people who use it – patients, health insurers and providers – is going to define the future of health, writes NIVASHINI NARSIAH of Accenture in South Africa.
We live in an unprecedented era of technological innovation. Digital breakthroughs are empowering healthcare organisations to improve labour productivity, clinical outcomes and human experience. How we adapt technology to the people who use it – patients, health insurers and providers – is going to define the future of health.
Among the factors set to remake the digital healthcare ecosystem is Artificial Intelligence (AI). AI is changing from a back-end tool for healthcare organisations to being at the forefront of both consumer and clinician experience. AI-powered technologies can suggest relevant options based on user behaviour as well as guide patients and doctors toward optimal outcomes.
Data curation and orchestration also fall within AI’s widening ambit, meaning that AI will partner increasingly with clinicians, helping to support diagnoses without substituting for clinical judgement. By equipping healthcare providers with information at speed, the use of AI will come to mean that more time can be spent on activities that add value to patient experience – human-human interactions machines cannot replace.
To this point, the deployment of tech within the healthcare space necessitates a human-centric approach. Designing technology to account for human experience benefits consumers, clinicians and administrators.
Moreover, technology’s increasing abilities mean that healthcare organisations have an unprecedented opportunity to transform their relationships with all stakeholders. Human-focused tech also provides consumers with a better opportunity to access care and information in a way and at a time that they want to.
Critically, currently fragmented healthcare players will need to find ways to work together to meet rising expectations within this new technology-enabled ecosystem. Historically, healthcare service providers including hospitals, pharmacies and insurers focused purely on the functions within their control. Now, these players are beginning to understand the ways in which they depend on and will need to work with others who provide patient care either before or after they do.
For healthcare enterprises, integrating core functions with digital platforms is set to make it easier to plug into and play within the broader ecosystem. Collaboration between players also has the potential to improve clinical outcomes, lower costs, improve market share and maximise productivity.
Healthcare is the sum of many parts, including systems that pay for, coordinate and deliver care. There are also systems that help people self-manage a lifestyle goal or specific medical condition. Platforms can provide the connected infrastructure that enables service providers and consumers to exchange the necessary value and data.
To enable their future business ecosystems, healthcare enterprises will need to develop a robust portfolio of digital partners. The healthcare ecosystem of the future is complex, set to extend beyond technology, connecting the capabilities, expertise and services that affect healthcare organisations, consumers and clinicians.
Many healthcare organisations have already begun to integrate their core business functionalities with third parties and their platforms. In order to deliver optimal patient outcomes in a changing world, healthcare leaders will need leverage these relationships and tools intelligently.
* Nivashini Narsiah, Technology Consulting Principal Director for Health and Public Sector at Accenture in South Africa
Gadget goes to Hollywood
Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.
Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.
In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.
“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.
“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”
While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.
“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.
“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.
“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”
Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.
“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”
Click here to read on about Hastings’ views on international expansion, and how the streaming service selects content for its platform.
Take these 5 steps to digital
By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.
Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027.
However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.
The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.
There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement. To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.
The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.
Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.
The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.
The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure
The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.
This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.
There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.