These are proven evolved enterprises outside of the healthcare industry that are moving in, often grabbing headlines such as Amazon, Apple, and Google. And with good reason, Apple Health Records and its ability to enable more portability of patient medical records is helping to break down EMR silos as patients moves through the larger healthcare system. In the subsequent parts of this series, we will dive deeper into each of these archetypes. Learn more about the ever-changing aspects of impactful healthcare customer experiences. Sign up and receive our latest thinking, insights and strategies to help your business grow better.
Evolved Enterprises: Driving Uncommon Growth Prophet characterizes these companies as evolved enterprises because they are committed to three fundamentals of our digital age to drive uncommon growth.
These companies are: Customer experience-centric : No matter who their customers are, these companies understand they are in the business of experience and they design their business models explicitly to compete on experience and innovation. Building exceptional brands: Because digital businesses are interactive by definition, customers must have positive associations with your brand, which requires a radically reimagined marketing machine.
Mastering demand-generating capabilities : From aligning and deploying the salesforce to be more effective, to designing and curating martech stacks that are relevant and timely, these organizations know how to be efficient and effective with customer interactions. Unleashing the talent of their people: Empowered, autonomous teams at the help organizations operate at the speed of digital. They are fast, flexible and responsive. When grounded in a shared purpose, this freedom unleashes innovation, engages employees and attracts critical talent.
EA leadership must emphasize hiring a team of people with the soft skills necessary to collaborate in the manner described above. Overlooking these skills can be detrimental to the success of the EA team. The softer side of EA and its relation to the harder side is shown below in Figure 3. It is important to note these two sides are not mutually exclusive. In fact, they support each other and only together drive a successful EA function.
Figure 3 : To grow the impact EA has within an organization, the EA team must focus on and mature both the softer and harder sides. While the harder side is typically the core focus, without proper messaging and positive relationships with the rest of the organization, even the best artifacts and modeling will go unused and provide little value to the business.
Finding people who can execute both sides may be challenging, but it is worth the pursuit. Without the softer side of EA, the efforts put into the harder side will go to waste and the organization will suffer as a whole. Building an EA function in an iterative fashion may be the most challenging aspect of implementing a practical approach to EA and one that is completely dependent on the two other components discussed above.
While desire to build EA from the top down using a linear approach may be strong, flexibility is critical. A more iterative approach, rooted in agile software development principles , enables EA teams to carefully select which initiatives or solutions to focus on while building the overarching EA program in parallel. Using this approach, the company is essentially building the plane while it flies. Figure 4 : While the ideal EA function would be built out in a linear approach, an organization cannot halt business and IT functions for the sake of foundational EA artifacts.
Many situations force an iterative approach to EA where an organization builds the foundational capabilities of EA at the same time that domain-specific artifacts are created for key domain areas. This flexible approach allows the business to derive value from critical domains while building core EA foundations in parallel. In EA, there are foundational artifacts e. Domain-specific artifacts depend on foundational artifacts. Because initiatives and solutions with specific domains are already underway for most businesses, an iterative approach to EA allows domain-specific activities to continue while the overarching and domain-specific EA artifacts are built in an agile manner.
The best way to demonstrate this relationship within the overall practical approach is with a case study. A company that traditionally focused on two main product lines Products A and B was undergoing a substantial transformation.
Relationships are everything
From a business perspective, they were betting on a shift in consumer demand across their product portfolio:. All three product categories required a heavy focus on understanding the consumer. But because the company could only legally sell through distributors, they had limited direct access to consumer data and were forced to get most of their information through distribution partners and third-party sources.
The company decided to acquire a business that created Product C and divest a majority of their interest in Product B.
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They were also planning future acquisitions of smaller companies to grow their presence in local markets with Product A. The company needed to manage the complexity of their environment while designing analytics and integration platforms in the public cloud. The customer engaged WWT to build an EA capability from the ground up, and to design and implement three key strategic solutions that should be driven by EA.
The four workstreams involved:. Our approach also focused on capturing buy-in up and down the chain of management. Figure 5: An iterative approach to EA allows multiple workstreams to kickoff and progress in parallel, all while being executed in the EA mindset. As the foundational EA function matures, its influence on domain-specific workstreams grows and eventually becomes the core driver of all strategic decisions of the IT organization. The working groups focused on building strategies and roadmaps for their respective domains, while the EARB collaborated with the working groups on foundational artifacts.
The CIO collaborated with his peers to feed the EA team business strategies and guide artifact creation. As they were built out, the foundations drove more clarity and consistency across the domain-specific artifacts. These living and breathing EA artifacts were built on a platform that was easy to share and update. A coordinated approach to messaging and knowledge sharing was key to the success of our practical approach, as was mutual trust in each other and a willingness to engage in healthy debate.
The teams designing and building the cloud MVP, the cloud-based data analytics platform and the cloud-based integration platform were able to rapidly digest the EA artifacts and put the plans into action. These artifacts were immediately actionable and tied directly back to business drivers identified in the foundational EA.
ergo-library.therefore.ca/best-smartphone-locate-tool-galaxy-a8.php Proofs-of-concept were built and tests were iterated until the solutions met all business needs. Because the EA artifacts were built in a collaborative nature, solution architects bought-in to the strategies and design from the start.
This allowed the customer to quickly migrate their legacy on-premise data warehouse to the new analytics platform and leverage more powerful data science capabilities in their cloud-based data lake. Post implementation, EA has continued to gain influence across the organization as the EA team has scaled to handle the continuous curation of ideas and creation of artifacts. When done correctly, lean can create huge improvements in efficiency, cycle time, productivity, material costs, and scrap, leading to lower costs and improved competitiveness.
Five Key Principles
It can improve how a team works together, inventory management, and even client interaction. Womack and Daniel T. Jones in , is considered the go-to resource for lean wisdom, training, and seminars. According to Womack and Jones, there are five key lean principles: value, value stream, flow, pull, and perfection.
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For example, what is the timeline for manufacturing and delivery? What is the price point? What are other important requirements or expectations that must be met? This information is vital for defining value. Value stream. Value-stream mapping is a simple but eye-opening experience that identifies all the actions that take a product or service through any process. That process can be in design, production, procurement, HR, administration, delivery, or customer service.
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The goal is to identify every step that does not create value and then find ways to eliminate those wasteful steps. Value-stream mapping is sometimes referred to as process re-engineering. Ultimately this exercise also results in a better understanding of the entire business operation.