Digital Risk: Creating confidence at the edge of possibility has been saved
Digital Risk: Creating confidence at the edge of possibility
How is digitisation impacting the Health Care sector?
The race for competitive edge has never been fiercer, innovation and resilience never more essential to success. Pursuing advantage means boldly acknowledging risk and going confidently forward, leaning into new possibilities undaunted by scale or complexity. Leading organisations know that people, processes and technology combine to continually reshape the frontiers of possibility, from the adoption of cloud, the shift to remote working, automation and artificial intelligence.
We can create the confidence to marshal these possibilities to action and help the leaders driving digital transformation create sustainable value. To find out what we can do to help you visit our Digital Risk hub and explore our framework, or contact us as below.
Responding to the risks that digital brings
Thriving in the new normal requires adapting to new technologies to stay competitively relevant while mitigating the risks to the business.
|Safe and ethical implementation of artificial intelligence and machine learning
Create the confidence and understanding to successfully embrace radical and dynamic new decision support systems in order to explore new frontiers in clinical service models
|Risk conduct, regulation and culture in the digital world
Lean into the possibilities of digital while confidently controlling the risks created by having a closer relationships with patients and citizens
|Transforming digitally with confidence
Step forward into possibility, while being prepared for the unknown
|Controlling disruptive technologies, cloud, data and agile ecosystems
Create positive change through controlled revolution; protect BAU activity whilst embracing disruption
|Digitisation of risk, compliance and control management
Transform effectively and safely by embracing digital strategies for managing digital risks
Consider: How do these digital risks impact you?
Organisations should build the digital confidence required to thrive in the “digital world”
Are we getting the right level of information about the digital change happening in the business?
How can I confidently embrace new technologies and mitigate the risks of digital to allow for a more confident and effective business?
Am I able to harness the technologies and innovations that get the business closer to the customer and set us apart from the competition?
How can I build the trust in digital that’s necessary to overcome transformation fears and realise transformation success?
How can I help the business embrace digital, build safe and secure solutions by embedding risk management and security throughout the innovation and development cycle?
Health Care: 2021 Digital Risk trends
Shift to Digital & Personalised Care
Services are accessible anytime, anywhere, as well as the rise of highly-personalised patient care through sensors and digital services and the ‘connected patient’
- Failure to adopt and adapt quickly enough
- Fundamental sector shift risking efficiency and buy-in
- Generalising the patient demand and experience
- Risk of reliance on digital ecosystem to patient safety and data
- Transformation: Do you have a strategy, budget and reach planned? How is this determined? How is success measured?
- Ecosystem: How will you structure and govern virtual and digital care in order to optimise processes?
- Customers: Are your patient journeys inclusive? Do you know your patient needs, and how to interact?
- Compliance: How will your approach impact Healthcare Practitioner engagement and compliance requirements?
Supply Chain Resilience
As organisations adapt and adopt increasingly digitised ways of working, supply chain continuity, resilience and disaster recovery require new and prioritised thinking to enhance and protect operations and patients
- Failure to successfully and securely integrate third parties and patients into supply chain
- Limited cyber risk awareness and defences
- Limited customer understanding/use of benefits
- Compromising of data privacy and confidentiality
- Failure to realise value from and benefits of investments
- Supply chain: How in control are you? What is your supplier risk profile?
- Security: How do you track and ensure security? Do you implement constant monitoring and alerts for security and compliance requirements?
- Privacy: Do you implement it from the beginning, into all systems and operations? How will you ensure supplier and patient buy-in?
- Data: How connected, accessible and transparent is your data? Do you run analytics to optimise performance?
- Tools & Technology: Is your technology investment achieving measurable outcomes for your stakeholders?
Hospitals of the future and replacing legacy IT
How will technology shape the design of the future smart hospital? Digital technologies will be able to help clinicians provide better, more accurate, efficient and cost-effective care for patients, and inform purpose-built hospital spaces with a new approach to service delivery
- New hospital builds are designed and built with technology as an afterthought.
- Legacy IT remains which increases risk that benefits from new hospital builds are not realised.
- Solutions are not designed and implemented in accordance with timelines of new hospital build.
- Options appraisals do not identify the right technical solutions for the organisation.
- New Hospital Build design: has your new hospital build/refurbishment been designed and shaped by digital technology?
- Business Case Development: have you documented robust business cases which articulate the case for change and sufficiently appraises all possible options, to secure funding for the optimal outcome for your organisation?
- Front-line Staff Input: Have you undertaken patient journey workshops with front-line staff to understand the functional and non-functional requirements of your new clinical systems?
Population Health and the need for interoperability
Critical data integration, analytics and technology capabilities are required to drive clinical interventions and co-ordination to deliver value-based care and improve population health outcomes
- Data privacy and information governance challenges from increased connectivity and interoperability
- Risk of reliance on digital ecosystem to patient data
- Limited customer understanding/use of benefits
- Lack of actionable insights to reduce variation
- Benefits from patient activation not realised due to limited citizen engagement
- Population Health Management: Do you have an interoperable Health IT and Data Analytics architecture that:
- Aggregates data from disparate source systems?
- Integrates and resolves disparate data at a unique patient and provider level?
- Uses analytic techniques, predictive modelling, risk-adjustment, and segmentation to generate descriptive and prescriptive analytics on cost, utilisation, quality, risk, and variation in care delivery?
- Informs the care team with actionable insights and a longitudinal care plan to drive the clinical workflow around priorities to close gaps in care and reduce unnecessary utilisation?
- Drives performance management through analysis and reporting on operational efficiency, variation in quality, intervention effectiveness?
- Interoperability: Do you have user-specific near real-time access to all health providers’ operational data and information across the care system?
- Data Aggregation: Is operational provider data integrated and aggregated to show high-level real-time performance information?
- Clinical Workflow: Are you able to forward plan workflow lists and share resources across the care system to manage and steady demand?
- Patient Engagement: Do you interact and engage with citizens about the services you provide, improving the management of flow and ensuring citizens follow the most appropriate cath pathway?
Scaling Artificial Intelligence & New Technology
Automation and robotics are being scaled to run procedures, diagnoses and interactions independently or semi-autonomously, optimising performance and productivity through leveraging patient data
- High costs of implementation (human and monetary)
- Cyber, human and service risks posed via data/patient access
- Risk of automating processes using robots and the impact on patient safety
- Risk of making complex decisions depending upon patient data and calculations
- Productivity loss through automation malfunction and/or lost knowledge, feeding through to product recipients
- Strategy: What is your budget, reach, and plan for new technology? Which processes could be optimised?
- Security: How do you protect the personal data new technology oversees? How do you manage, track & respond to cyber, human and service risk?
- Robotics: How will you govern and monitor RPA to deliver improved LSHC services? Where does accountability lie?
- Governance: What is the governance process for new technology? How do you track performance and monitor outcomes? What controls are in place around technology-enabled solutions? Would your current governance controls pick up new technology as a thing to be managed?
- Data: How will you configure new technology? What’s the backup plan? How will you manage and ensure compliance?
Controlling and distributing the patient experience digitally saves time and money, and enables increased accessibility between patients and physicians
- Risk to patient safety and data in a digital landscape
- Failure to embrace a culture of connectivity and collaboration digitally
- Missed returns from digital transformation due to limited adoption
- The availability of diagnostic grade images and the risk of missed or inaccurate diagnoses without sufficient image quality
- Safety: How will you ensure a high standard of virtual care and monitor this? How will you protect patient safety and data? How will you protect sensitive patient information from risk of exposure?
- Buy-in: How to drive a fundamental mind-set change through digital transformation? How will you make data accessible and understandable to individuals as required? How do you maximise technology adoption and minimise cultural resistance? How do you deliver your business ethics and practices to customers, the organisation and business community?
- Competitiveness: How do you balance change, consistency and security?