Digital Transformation is Just the Start: True Innovation is Driven by a Culture of Inclusion

By Dave Spencer, SAP North America
Cloud computing, predictive analytics, Internet of Things and other disruptive technologies have vastly transformed legacy business models, giving organizations the tools to enable quick, data-driven planning and optimize resource allocation at record speeds. However, the rates at which businesses and leadership are strategically transforming their operations are not equal across the board.

SAP and Oxford Economics recently released the first Leaders 2020 study that surveyed over 4,000 senior executives and employees at major organizations across the globe, uncovering the four core commonalities shaping the upward growth and momentum of these “digital winners”:

  • Embrace digital technologies by embedding innovation in all aspects of the organization
  • Base decision-making on data and analytics at every level of an organization
  • Reduce complexity and provide employees with the latest technology
  • Train employees and executives to become digitally-proficient

These leadership traits may seem intuitive, but there is a large gap between those who respond to technological disruption, and those who remain stagnant and adverse to change despite the rising speed of industry innovation. Regionally, the study found that only 6 percent of northeastern U.S. companies meet these standards and can be classified the aforementioned “digital winner” – this is compared to a global standard of 16%.

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Value-Based Care – The Future of Healthcare

By LeRoy E. Jones, Founder and CEO, GSI HealthIn the real world, patient care is not a one-size-fits-all model. Each patient’s needs are unique, and the cost to keep patients healthy can vary widely based on medical condition and a variety of non-medical factors such as behavioral issues, economic status, and even living situation. To address these needs, the healthcare industry is evolving to value-based care, a model in which care is no longer delivered only by doctors and nurses treating patients independently, but by care teams that treat the “whole patient” across the community. In this model, providers are paid for keeping patients well. Rather than being incentivized to do more procedures, they are rewarded for improving patient outcomes and maintaining the quality of care for their population—in other words, delivering value rather than delivering services.

Value-based models deliver care through entire communities who “touch” the patient, an approach that is especially important for patients with one or more chronic diseases, because these patients are the costliest to treat. It truly “takes a village” to treat these patients—a range of providers, including social services, medical and behavioral health, and more must come together to make sure the entirety of a patient’s needs is addressed. This means that communication and care plans no longer live within the four walls of a doctor’s office or hospital.

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