The health sector is on the cusp of a step change that will see patients benefit from treatment that is more focused on the individual than ever before, writes DR WOLFGANG MERTZ, CTO EMEA for Healthcare, Life Sciences and HPC, Dell EMC Isilon.
Through the better use of data and advances in analytics, precision healthcare promises a more personalised approach that will significantly improve the outcome of even the most serious illnesses.
As well as improving patient care, this new level of personalisation also has the potential to meet the increasing cost challenges faced by the healthcare sector by ensuring resources are allocated in the best way.
It’s generating significant traction as a result, with Global Market Insights recently forecasting that the market size will reach $88 billion by 2023.
Not all patients are the same
The fundamental idea behind precision medicine is that one size doesn’t fit all. While some patients respond to a certain treatment, there will be others that don’t.
For example, for one specific type of cancer, just 20 percent of patients respond well to chemotherapy. This means that treating the other 80 percent in the same way is both time consuming and expensive, with little chance of a positive outcome.
As well as environmental and lifestyle factors, these variations in how patients respond to treatment are often down to genetics. While specific patient details and heath history can inform precision medicine, the ability to analyse individual genomes can take it to a new level.
The role of the genome
Analysis of a patient’s genome can identify biomarkers that provide a strong indication of how they will respond to a certain treatment. In short, this means patients can be offered treatment that is most likely to treat their illness successfully.
Genome sequencing reveals the unique code that defines the physical characteristics of a person, including the likelihood that they will develop certain illnesses.
Specialist companies provide genome sequencing but the fact that the human genome was first sequenced just ten years ago and contains more than three billion base pairs, puts the data challenge in perspective.
Many countries have national collections of genomics data, such as Genomics England, which is funded by the NHS. Using this data, patterns can emerge across populations that can be used to inform treatment.
However, there remain a number of challenges before precision medicine can become a practical reality for the average patient.
Getting the infrastructure right
Firstly, health organisations must gain an understanding of where different data is located and how it can be accessed in an appropriate way.
Patient data is often siloed in hospitals (in Electronic Medical Records or PACS, for example) while other useful genomics data could be spread across regions, countries and beyond. The first challenge is therefore to locate and access relevant data. This requires national and international coordination to establish channels and systems that healthcare organisations can use to access the data they need.
Of course, all of this data must then be consolidated in a way that gives it practical value. Data lake technology – for example, Dell EMC’s healthcare data lake – is particularly useful in this respect, as it brings together structured and unstructured data from a wide range of sources in a single location. Once in place, this data can be easily interrogated by analytics tools to generate useful insight.
There will also be challenges around the approach different regions take with their genomics data. Some countries may have a small number of healthcare regions in a simple structure, while others are more complex. Healthcare organisations, government and research institutions will need to work out the best way to work with the relevant stakeholders, including who will lead the data consolidation and how this can be done as efficiently as possible.
In this scenario, it’s likely that the volume of data that organisations have access to will grow over time, as new connections are made and further bodies of research are created. The size of the data lake is therefore likely to grow, so scale-out storage, such as that provided by Dell EMC Isilon, will be another important element of the technology infrastructure needed to support the development of precision medicine.
Making genomics data useable
The latest storage technology will clearly be crucial but there also needs to be a way for GPs and other clinicians to make use of the data when dealing with individual patient cases. The data needs to be presented in a way that can be understood by people who aren’t trained in data science.
The development of platform applications is critical if this progress in data analysis is to make a real impact. Specialist ISVs are already developing applications to deliver these kinds of insights but it will take time for them to be adopted widely.
Security is another key consideration when working with patient data. Strict access controls should therefore be applied and data anonymised where relevant.
As the exciting world of genomics is poised to revolutionise patient care, it’s important that organisations delivering healthcare prepare their technology infrastructure.
Data lakes, scale-out storage and platform applications will all be key technologies in making precision medicine a reality in the coming years. If healthcare organisations put these capabilities in place, they will be able to bring patient care to a whole new level.
Smart grids needed for Africa’s utilities
Power utilities across Africa should rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem, says COLIN BEANEY, Global Industry Director for Asset-intensive and Energy and Utilities at IFS.
Africa’s abundant natural resources and urgent need for power mean that it is one of the most exciting and innovative energy markets in a world that is moving rapidly towards clean, renewable energy sources. The continent’s energy industry is taking new approaches to providing unserved and underserved communities with access to power, with an emphasis on smart technologies and greener energy sources.
Power systems are evolving from centralised, top-down systems as interest in off-grid technology grows among African businesses and consumers. And according to PwC, we will see installed power capacity rise from 2012’s 90GW to 380GW in 2040 in sub-Saharan Africa. Power utilities are needing to rethink their business models and how they manage and monetise their assets to keep pace with the changing energy ecosystem.
Energy and utilities providers are transforming from centralised supply companies to more distributed, bi-directional service providers. They can only achieve this through the evolution of “smart grids” where sensors and smart meters will be able to provide the consumer with a more granular level of detail of power usage. This shift from an energy supplier to “lifestyle provider” will require a much more dynamic and optimised approach to maintenance and field service.
African companies must thus embrace digital transformation as an imperative. This transformation begins by embracing enterprise asset management to improve asset utilisation. The subsequent steps are enhancing upstream and downstream supply chain management; resource optimisation; introducing enterprise operational intelligence; embracing new technologies such as the Internet of Things, machine learning, and predictive maintenance; and becoming a smart utility.
Embracing mobility to drive ROI
Getting it right is about putting in place an enterprise backbone that accommodates asset and project management, multinational languages and currencies, new energies and markets, visualisation of the entire value chain, and mobility apps. Mobile technologies that support the field workforce have a vital role to play in driving better ROI from utilities’ investments in enterprise asset management and enterprise resource planning solutions.
Today’s leading enterprise asset management solutions feature powerful functionality for mobile management of the complete workflow of work orders – from logging status changes and updates, from receiving and creating new orders to concluding the job and reporting time, material and expenses. Such solutions are easy to deploy and intuitive for end users to learn and use.
Importantly for organisations operating in parts of the continent with poor telecoms infrastructure, connectivity is not an issue. The solutions work offline and synchronises when network connectivity is available. Users can work on any device—laptops, tablets, and smartphones—commercial or ruggedised.
By ensuring that field technicians have easy access to information and processes, the mobile solution enables technicians and maintenance engineers to easily do the following tasks:
· Create a new work order on the fly and log new opportunities
· Access both historical and planned work information when requested
· Permit customers to sign when the job is completed
· Capture measurements and inspection notes on route work orders
· Create new fault reports on routing
· Facilitate documentation through photo capturing
· Provide easy access to technical data and preventive actions.
The power of mobility allows the engineer to be the origin of all data capture on a service event. They can easily inquire on asset history, record parts used or parts needed for repair, record labour hours, and expenses as they occur, and any notes of repairs performed. When coupled with workforce management tools, such solutions unlock significant productivity gains for utilities who are trying to get the most from their workforce and assets.
Brands fall for app vanity
The experience of a mobile screen full of icons, representing independent apps that your need to open to experience them, is making less sense. Instead, businesses should serve customers with an ‘app-like’ experience inside the digital platform they already use, says PIETER DE VILLIERS, Group CEO at Clickatell.
Many brands remain obsessed with creating mobile apps. This not only defies trends that point to increasing consumer app apathy, but can exclude a sizeable portion of your customers in emerging economies. Companies need to engage with their users where they are rather than forcing them onto an app, in what can only be described as brand vanity.
In 2017 there were around 2.2 million apps available in the iOS app store and over 3 million on Google Play. And, while the number of apps being downloaded continues to rise, analysis shows that consumers are only using 30 apps per month and accessing just 9 on a day-to-day basis.
While these numbers still seem attractively high, in reality the majority of the apps we use are for messaging (like Facebook Messenger, WhatsApp, and WeChat) and our social networking, gaming, leisure, dating or utility activities.
Despite the facts, the application strategy as the holy grail for digital transformation is still being pushed even within large progressive brands. What’s more, some advertising agencies and digital consultants are still pushing apps as the best means for companies to connect with their customers. This has resulted in some organisations stubbornly doubling down on app strategies which are simply not showing return on investment (ROI).
It’s not immediately clear to us whether the fascination with apps is a roll-over from long overdue projects or whether brand owners equate a mobile-first strategy with a mobile app. Mobile-first in 2018 means customer first, and therefore embracing chat commerce in order to deliver services with convenience and simplicity in mind.
Why apps won’t win the internet
The problem with apps goes beyond user fatigue. In the first instance, many apps are poorly designed, assuming technical sophistication which may not match reality for the average customer. Poor user interfaces and attempts to provide complex engagement can result in even the best ideas missing their targets due to lack of engagement.
Secondly, we all know that economic realities drive consumer behaviour. In Africa, new mobile phone users typically opt for feature phones over smartphones. With a longer battery life and a much more accessible price point, feature phones still allow for a basic internet connection, chat platforms like WhatsApp, and call and message functionality. In these regions, the cost of an app – even if it’s free – goes far beyond installing it. Constant updates require reliable and cheap access to the internet. For the average phone owner in an emerging market, this can be a serious challenge.
Thirdly, and most importantly, apps must be relevant to their intended market. Frequency of usage is a key measure of relevance.
Apps which are used on a daily basis, like health and fitness trackers, enjoy constant engagement. New features which are added are eagerly awaited by users who are happy to update their apps.
However, users may well question the relevance of the app if they are required to conduct updates on a monthly or even weekly basis when they are only making use of the app once or twice a year.
On average, I download one app per quarter. Some I use more frequently than others, but all of these apps need to be regularly updated to maintain security, update features, and fix bugs. Many apps are pushing out updates much more frequently. I noticed over the past year that I could go from having all apps updated, to 32 apps requiring an update in five days.
When it comes to a customer-first digital strategy, companies should be asking themselves if an app is really the best way to reach their target audience.
In fact, at the end of 2016, Gartner predicted that by 2019, 20 percent of brands would ditch their mobile app. What’s more, in its 2018 predictions, the company forecast that by 2021, more than 50 percent of corporations would spend more per annum on bots and chatbots than on mobile app development.
So, we need to ask, what is the alternative for CIOs, CDOs, CMOs, and digital leaders who are looking for ways to reach, retain and grow their customer base?
The logical app alternative
The old battle advice goes: fight your enemy where they are not. Military strategists agreed that having your enemy come to you and fight you on your own terms was preferable. In a world where customers have access to thousands of offerings and millions of deals online, we need to flip that idea to Meet Your Customers Where They Are.
Any marketeer will tell you just a how difficult it is to drive app downloads. Development, cross platform testing and user interface aside, the marketing campaign required to get customers to download the app can swallow entire annual budgets and still come up short.
Looking at the facts, it makes infinitely more sense to work within the digital platforms already being used by your target audience.
Clickatell is already enabling chat commerce for some of the leading global brands with its Touch solution. This allows organisations to serve their customers with an ‘app-like’ experience inside the chat or browser platform of their customer’s choice (Twitter, Facebook Messenger, etc.)
Brands can now send an actionable Touch link such as ‘find the nearest ATM’ or ‘reset my password’ within a chat stream that will open an intuitive touch card without the user having to download an app to perform the action. Services can also be linked to the in-app experience for brands not looking to abandon their app efforts.
Working with our clients, many of whom are global innovators and thought leaders, we’ve found that having the courage to design with an ‘end user first’ approach and dealing with the back-end complexity behind the scenes results in cost efficient customer delight and ROI.