Quality Input Quality Output

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1 Quality Input Quality Output IBM Healthcare Executive Dinner Michael Rochanakij Senior information Agenda Consultant

2 Tonight s Topics Is the quality of information important? How well do we manage information? What can we do to improve?

3 There is a massive explosion of information Volume 988 exabytes: The amount of digital information that will exist in 2010, equal to a stack of books from the sun to Pluto and back Source: Various IBM and Public Studies Variety 80% of new data growth is generated largely by , with increasing contribution by documents, images, and video and audio. Velocity real-time information to make key business decisions.

4 MARKETING FINANCE CLINICIAN Decide & Act HR OPERATIONS CUSTOMER SERVICE IT RESEARCH

5 Who should we hire?

6 What are the best treatments?

7 Where should we invest? Health expenditure as a share of GDP, 2008 (or latest year available) % GDP United States France Switzerland Austria Germany Canada Belgium 1 Netherlands Portugal New Zealand 1 Denmark Greece Sweden Iceland Italy Spain OECD Ireland United Kingdom Australia Norway Finland Japan Slovak Republic Hungary Luxembourg Czech Republic Poland Chile Korea Turkey Mexico Diff. Total expenditure on health 1. Current OECD Health Data 2010

8 Yet Many Organisations are Operating with Blind Spots!! 1 in 3 Business leaders frequently make decisionsbased on information they don t trust, or don t have 1 in 2 Business leaders say they don t have access to the information they need to do their jobs $5.7M Lost time reformatting information between applications $5.3M Lost time searching for the right information Annual cost per 1,000 knowledge workers Sources: IBM: Break Away with Business Analytics and Optimization Study; IDC

9 We need an information Agenda 1. Define to-be processes Establish the to-be vision Align people, process, & information Plan the incremental implementation 4. Prioritize 2. Define to-be supporting infrastructure Deploy an agile infrastructure 3. Validate through use cases

Business Value in Context Real-time Single View of the Truth Flexible Architecture Optimize Performance Integrated, High-Quality as a Strategic Asset Transaction Processing Data to Run the Business

10 Business Value in Context Real-time Single View of the Truth Flexible Architecture Optimize Performance Integrated, High-Quality as a Strategic Asset Transaction Processing Data to Run the Business Reporting to Manage the Business IM Gap Sample capabilities Dept to Enterprise Architecture & Governance Foundational IM Technologies trust Self Service Analytics Rapid reporting response Maturity of Use

11 Business Value in Context Real-time Single View of the Truth Flexible Architecture Optimize Performance Integrated, High-Quality as a Strategic Asset Transaction Processing Reporting to Manage the Business IM Gap Sample Capabilities Predictive Analytics Single Patient /Single Provider View Data to Run the Business Maturity of Use

12 Business Value in Context Real-time Single View of the Truth Flexible Architecture Optimize Performance Integrated, High-Quality as a Strategic Asset Transaction Processing Data to Run the Business Reporting to Manage the Business IM Gap Sample Capabilities Integrated External Data Sources Workflow integration of Analytics to operational decision making Optimisation modeling Real-time Maturity of Use

Example of -Led Transformation Business Value 2006-2008: as a competitive differentiator Adaptive Business Performance as a Strategic Asset as a Strategic Asset 2004-2006: Improve customer

13 Example of -Led Transformation Business Value : as a competitive differentiator Adaptive Business Performance as a Strategic Asset as a Strategic Asset : Improve customer satisfaction and customer loyalty Enhance customer care to decrease policy churn Improve worker productivity in Context Basic Interaction Real-time Single View of the Truth Flexible Architecture to Enable Innovation Rapid information delivery reduces batch processing times Business intelligence extended to all data types Centralized data warehouse reduces costs and ensures compliance : Reduce risk to improve operations Reduce admin costs through process efficiencies Data Processing and Analysis Data to Run the Business to Manage the Business Data processing costs reduced $14m in 18 months Real- time claims processing improves satisfaction > 90%. Data Cleansing Single View of Customer Single View of Product Maturity of Use 13

IBM Governance Council 11 Dimensions of IG Business Outcomes / Reporting Data Risk Management & Compliance Enablers Value Creation Requires Organizational Structures & Awareness Policy Data

14 IBM Governance Council 11 Dimensions of IG Business Outcomes / Reporting Data Risk Management & Compliance Enablers Value Creation Requires Organizational Structures & Awareness Policy Data Stewardship Data Quality Management/ Discovery Core Disciplines Life-Cycle Management Security and Privacy Enhance Supports Supporting Disciplines Data Architecture Classification & Metadata Audit Logging & Reporting The IBM Data Governance Council Model is a breakthrough initiative designed with input from a council of 55 organizations to build consistency and quality control in governance through proven business technologies, collaborative methods and best practices.

Manage MetaData - Australia BioGrid One of our goals is to foster research that enhances patient care, challenges clinical practice and promotes innovative health service delivery.

15 Manage MetaData - Australia BioGrid One of our goals is to foster research that enhances patient care, challenges clinical practice and promotes innovative health service delivery. To do so, we help our clinicians make better use of data. - Marienne Hibbert, Ph.D., Project Director, BioGrid Australia 1. Standardise - Data and information sharing standards 2. A business glossary end to end data lineage 3. Providing a uniform interface and access mechanism

Manage the full Lifecycle UK DWP The explosive

increasingly complex business environments

to maintain control over their ability to

16 Manage the full Lifecycle UK DWP The explosive growth of data, compliance requirements and increasingly complex business environments have made information storage management more critical than ever. Governments need to ensure that they are able to maintain control over their ability to store and manage this key business asset, having due regard to privacy concerns. Australia Federal Government Gershon Report Manage Data over its its entire lifecycle 2. TCO 3. Improve Performance 4. Privacy and Compliance Eugénie Blanchard born 16 February 1896 Gertrude Kama Chinen Baines (born (born 10 May ) April from 1894) Okinawa, Japan

17 Manage information Quality relentlessly A TQM approach 1. Focus on the most important needs of the most important customers. 2. Apply relentless attention to process. (Map them) 3. Manage all critical sources of data, including suppliers -fix at source 4. Measure quality - in business terms. 5. Employ controls at all levels to halt simple errors and establish a basis for moving forward. 6. Develop a knack for continuous improvement. 7. Set and achieve aggressive targets for improvement. 8. Formalize management accountabilities for data. 9. Lead the effort using a broad, senior group. 10.Recognize that the hard data quality issues are soft, and actively manage the needed cultural changes.

18 IBM Data Governance Unified Process 1. Define the strategy / problems 2. Obtain Executive Sponsorship 3. Conduct Maturity Assessment 4. Build Roadmap 5. Establish Organizational Blueprint 6. Define Metrics 7. Discover Data Stocktake 8. Manage Metadata 9.1. Appoint Data Stewards 10. Rationalize Data Architecture 11. Govern Analytics 12. Manage Security & Privacy 13. Manage Lifecycle of 9.2. Manage Data Quality 9.3. Implement Master Data Management 14. Measure Results

19 IBM Health Infrastructure Foundation Components 19

20 The IBM Agenda Tiger Team

21 IBM Agenda Roadmap Workshop Roadmap Workshop 2-3 Day workshop to help build an Agenda Roadmap using a proven five-step approach: 5-Step Approach 1. Conduct an Capability Maturity Assessment 2. Document the Business Value Opportunities 3. Align Business Vision with Technology Requirements 4. Identify Opportunities for Improvement People, Processes and Technology 5. Deliver a Roadmap of activities based on priority 21

Costs and Benefits of Apprenticeship Training*

Costs and Benefits of Apprenticeship Training* * Data taken from the BIBB-report on costs and benefits of apprenticeship in 2009. 14.03.2014 DIHK, Berlin 1. Training motive for companies a. Costs/benefits