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by James Eager
Since 23 June 2016, many words have been dedicated to Brexit’s potential impacts on all things cybersecurity and data protection. Now that the dust has settled, cybersecurity and data protection experts have converged upon a selection of key risks through what appears to be a natural implementation of the Delphi method*. With added value provided by Optimity’s talented subject matter experts, this blog provides an essential guide to the implications of Brexit for the UK’s approach to cybersecurity and data protection, as well as for UK-based businesses.
Uncertainty reigns supreme
by Rod Collins
Each March, Fortune magazine publishes its annual list of the Best Companies to Work For. The list is based upon an extensive survey of a random group of employees from each of the applicant companies. The responses are converted into company scores that aggregate employees’ attitudes about management’s credibility, overall job satisfaction, and camaraderie as well as assessments of the quality of hiring practices, internal communication, training, and recognition programs. This past March, for the seventh time in the last ten years, Google (disclosure: the author is invested long) ranked #1 on the prestigious list.
by John Horodyski
Everywhere we look, change is permeating businesses: the people, the processes and the technology.
A common concern I heard at three recent content conferences was how to manage these changes and anticipate their effects.
But have we become so involved in the details that we failed to see the bigger picture of what’s coming our way? Have we become too focused on discrete technology advances without considering their effects on operating models? Have our processes become so complicated that we are incapable to nimbly respond?
Digital asset management (DAM) is not immune to these changes. And while the future looks bright for DAM, we need to broaden our vision of DAM beyond just managing digital assets to viewing it as a critical component of the information ecosystem.
DAM's First Wave
by Rod Collins
There are few business leaders who would disagree that we are living in a time of great change. In the brief sixteen years since the new millennium began, we have experienced more change than we saw in the last five decades of the previous century. Perhaps the author Tom Friedman captured this phenomenon best when he recently quipped, “In 2004, Facebook didn’t exist, 4G was a parking space, an app was something you sent off to college, LinkedIn was a prison, Tweet was a sound a bird made, and Skype was a typo.” None of these things existed a mere twelve years ago, and yet, each of these innovations is now a staple of our day-to-day lives.
By Vipul Parekh
2016 is turning out to be the year of solutions for Blockchain innovation. The Wall Street Journal is predicting that investments in Blockchain technology will exceed $1 billion before the end of this year! Even though Blockchain technology itself is still in its infancy stage, the banking industry, FinTech, consortiums, and open source communities are all rushing to bring a number of use cases to life. We have seen a number of interesting pilots ranging from identity management, document management & notarization, trading platforms, and recently, the Ethereum blockchain community launched perhaps the biggest ever crowdfunded pilot with $150 million investment known as the Distributed Autonomous Organization (DAO). If realized successfully, DAO could create a well-functioned organization run not by humans but by a bunch of Smart Contracts.
What is DAO?
by Rod Collins
Recently in two previous blogs, we focused on the groundbreaking research of Frederic Laloux into the history of organizational evolution and his identification of a revolutionary new organizational model he calls the Teal organization. This new model is a radical departure from all prior organizational forms because it eschews the traditional top-down hierarchy and prefers instead the dynamics of the peer-to-peer network. As a consequence, in Teal organizations, there are no bosses to give directions, make assignments, or hover over workers to make sure that things get done. Instead work is distributed among self-organized teams who decide among themselves what to do, who does what, and how things get done.
by Niamh Lennox-Chhugani
How do we realise the ambition of delivering better value healthcare systems through the Sustainability and Transformation Plans?
The Sustainability and Transformation Plans (STPs) have been submitted. There will have been collective sighs of relief around the 44 footprints across England. Unlike many other strategic plans submitted in the past, there is an expectation that this is only a start of a journey. Momentum is expected to be maintained and evidence of early delivery will need to be seen at the next checkpoint in September or October of this year.
By Christina Theodore
I recently attended the 16th International Conference on Integrated Care in Barcelona (#integrated care) and was excited by the different ways health and social care economies are striving to integrate care to make improvements in patient outcomes. However, as an evaluator of such models of care, I was disappointed at the lack of innovative and pragmatic approaches to evaluation.
Are You Already Doing DAM?
If you work with creative assets then yes, you are doing Digital Asset Management.
The question is whether you are doing it well.
Is finding, sharing, storing, protecting and publishing content a simple experience? Are those activities truly integrated into your overall business strategy? Mastering DAM fundamentals like metadata, workflow and governance is key, but much more must be considered to awaken DAM’s power to transform business.
Ten Quick Tips:
Make the Business Case
A compelling business case is critical for launching a program and keeping it strong over time. Maintaining buy-in 10 years in is as important as it is on day one. Know how to demonstrate DAM’s value to your business strategy.
Think Beyond The Here & Now
by Dimitrios Gontzes
An article on the use of Artificial Intelligence on patients’ health records has recently been circulated around the office. “That’s great news,” I thought, “at last someone is tapping into this vast dataset for the good of the people”. Not a minute had gone by and I received an office email as a reply to the article: “I think this is a very bad thing and destroys trust”. I gasped…
Before I knew it, I was debating with myself: on one hand, I thought, analysing health data can be very rewarding for patients and health organisations but on the other, there are threats with sharing health data, some hidden and some more obvious. To better understand my opinion on the subject, I began researching the benefits and the risks of using health data mining. My findings shocked me.
The Benefits of Data Analysis in Healthcare
by Rod Collins
On January 2, 2001, Larry Sanger met his good friend Ben Kovitz for dinner at a small Mexican restaurant in San Diego. It is arguably the dinner that changed the way the world works. It had been almost a year since Sanger had come to Southern California to work as the editor-in-chief for Nupedia, a start-up online encyclopedia. Over the course of the dinner, Larry related how Nupedia’s founder, Jimmy Wales, had come up with the novel idea of using the platform of the budding Internet to solicit volunteers who would contribute articles to build a free encyclopedia. However, by the end of 2000, the seven-step peer review process that Sanger and his academic advisers had designed had produced only a handful of articles. At this glacial rate, Wales and Sanger were both concerned about the viability of their ambitious project.
by Dr. Gareth Harper
Throughout discussions with colleagues across the health and social care system, be they practitioners, Commissioners, Providers, central and Local Government, a theme consistently rears its head: can illness prevention/health promotion play a (big) part in helping the National Health Service (NHS) address the current financial challenges?
The growing demand for, and costs of, secondary care and acute services is behind the worsening financial situation and, as well as other areas, the Five Year Forward View (FYFV) has made the case for a significant improvement in public health and prevention as a way of improving the population’s health and slowing the growing demand for these costly services.
By Elizabeth Durkee and Rachel Gary
The long-anticipated Medicaid and CHIP Managed Care Final Rule, issued by CMS on April 25, 2016, has been a popular topic across the healthcare industry. Given that the final rule is the first major change to Medicaid managed care regulations since 2002, it is not surprising that many within the industry are weighing in on the key changes introduced in the 1,400-page document. This rule, frequently referred to as the “mega-reg,” builds on Medicaid reforms introduced by the Affordable Care Act (ACA) and pushes to align Medicaid with Medicare Advantage and Exchange regulations. This revamping of Medicaid and CHIP managed care delivery will have a significant impact since currently:
by Farrah Fojas and Rita Golub
With the rapid change in technology and the emergence of Big Data, companies are relying more than ever on data to drive their businesses. The amount of data generated and stored is growing at an exponential pace. Additionally, internal and external customers want direct access to this data through analytics tools and self-service portals. A sound, centralized data infrastructure is critical and just one of the key components necessary to handle increasingly high data demands across an organization.
In addition to market needs, regulatory mandates give financial services firms another reason to shift to a data-centric model. The 2008 financial crisis exposed the inadequacy of banks to manage data and associated risks. Regulators have since scrutinized financial institutions data management systems and processes.
by Rod Collins
Thanks to the Internet, there’s a new worldview, and it is revolutionizing the way we build organizations. According to Frederic Laloux, the author of Reinventing Organizations: A Guide for Creating Organizations Inspired by the Next Stage of Human Consciousness, the days of the top-down hierarchy as the dominant organizational framework are numbered. Despite its continued preference by the current power elite, the bureaucratic management model is rapidly becoming both limited and obsolete now that the technology revolution has spawned a major inflection point in human history by unleashing the extraordinary and unstoppable phenomenon of distributed intelligence.
by Ian Donner
In the past year, “cyber threats” went from being an abstract news headline to a tangible, personal issue for me. Within three months, I received two separate letters, one from a large health insurer and the other from the US Office of Personnel Management indicating that my protected health information had been stolen. In this instance, protected health information included my last ten years of employment, social security information, housing details, phone numbers and email addresses of friends, etc., and my fingerprints. Yes, my digital fingerprints!
By: Niamh Lennox-Chhugani
There are two events this week I have attended and whilst the audience for each was very different, it seems to me that they were saying essentially the same thing but each in a very different way. Huge power could be unleashed if the two fora and audiences could come together.
The first was an event on the Knee High Project (#kneehighproject), a programme led by the Design Council and funded by Guys and St Thomas Charity, which incubated social enterprise projects in south east London aimed at promoting the long-term health and wellbeing of children and families. Innovation and co-design sit at the heart of both the Knee High Project and the individual projects. The passion, fun and genuine community engagement at the celebration event on Monday was something to behold.
By Gilorma Long
All insurance environments, whether it be property and casualty (P&C) carriers, reinsurers, brokers or claims processors are experiencing rapid economic changes, increasing tribulations and complex global dynamics. At the same time, corporate learning and development teams are facing their own challenges addressing internal and external industry influences. These challenges include: