18 April AI Healthcare trends – Executive 1-pager April 18, 2024 By SuperUser Account 1pager, AI, healthcare, innovation #AI 0 The intersection of AI and biological sciences is innovating treatment options. These innovations will transform patient outcomes and operational efficiencies. The intersection of AI and biological sciences is innovating treatment options. These innovations will transform patient outcomes and operational efficiencies. Breakthroughs in brain function applications. Potential vaccines for chronic diseases. Diagnostics and treatment customization. Risks/Opportunities Increasing economic pressures and consumer expectations. Expanding telemedicine. Leveraging health data. Implementing remote patient monitoring systems. Enhancing care delivery and patient engagement. Issues Ensuring interoperability across diverse health data systems. Address privacy and ownership of health data. Short-term Reducing dependency on traditional health care settings and facilitating efficient disease management. Telemedicine. Personalized medicine. Digital home health solutions. #AI #healthcare #trends #1pager #integrationprofessionals https://IntegrationProfessionals.com https://www.linkedin.com/pulse/ai-trends-healthcare-executive-1-pager-stephen-wise-f8nfc Related Articles AI Trends in Entertainment - Executive 1-pager AI Entertainment Trends – Executive 1-pager Artificial Intelligence (AI) will redefine the entertainment industry, challenging business models and introducing new content creation techniques. Entertainment leaders will be compelled to adopt these AI technologies to remain competitive and relevant. To capitalize on AI’s potential, leaders will need to navigate the challenges thoughtfully. Innovations and Trends AI-Driven Creativity: Tools like generative AI are automating aspects of content creation, from visual effects in films to composition in music, significantly lowering production barriers and costs. Customization and Personalization: AI's data-processing capabilities enable platforms to offer personalized viewing experiences, enhancing user engagement and satisfaction by aligning content with individual preferences. Opportunities Efficiency in Production: AI enhances efficiency, reducing time and cost across various production stages, from first concept to final edits. Example: Automated editing software can rapidly assemble cuts, allowing for real-time editing decisions that accelerate the production cycle. Insight-Driven Decision Making: AI's advanced analytics can offer deep insights into audience preferences, enabling more targeted content development. Example: Predictive analytics can help studios predict market trends and viewer preferences, allowing for strategic content alignment. Enhanced Engagement: AI helps the creation of immersive and interactive experiences, setting new standards in user engagement. Example: Virtual reality experiences powered by AI can dynamically adjust to user reactions, creating deeply personalized interactive narratives. Issues Copyright and Ownership: AI's role in content creation creates ambiguity around intellectual property rights, requiring new legal frameworks to address these issues. Example: AI-generated characters and plots could potentially violate or have undefined copyrights, leading to complex legal challenges. Impact on Creative Integrity: As AI takes on more creative responsibilities, there is an increasing concern about the preservation of artistic integrity and the unique touch that human artists bring to their work. Example: If AI begins to independently write novels or compose music, it could challenge our traditional understanding of art as an expression of human experience, potentially leading to a devaluation of works perceived as less "authentically" human. Digital Divide: The unequal access to advanced AI technologies could widen the gap between large studios and independent creators. Example: Smaller production companies might struggle to compete if they cannot access or afford advanced AI compute power that become essential in large-scale productions. #AI #entertainment #trends #1pager #integrationprofessionals https://IntegrationProfessionals.com Disruption: Connected Healthcare | Stephen Wise | Integration Professionals Rapidly converging technology advancements are disrupting all industries. Admittedly, my eyes glaze over from time to time when learning about BlockChain or Cyber-Security. I didn’t need these technologies before – why do I need them now? However, disruptive interventions in Health very real. When I was in middle school, I had a friend living with Diabetes. This was a smart, careful, and aware kid. He was watchful with his diet and measured his glucose and administered his insulin faithfully. Yet, it was frequent that his blood sugar levels would get out of whack; it was very dangerous life-threatening condition. It has been about 100 years since Banting and Best discovered Insulin at University of Toronto, but we are still living in the dark ages managing the condition. Consider the future: Aiden is a grade ten student diagnosed with Juvenile Diabetes about two years ago. He wears a patch that has a sensor and transmitter that continuously monitors his glucose levels. His phone receives the data, sends immediate alerts when the rate of change exceeds a trigger level, all data is sent to the cloud for storage and analysis. Also, his parents and care-givers have access to the data and alerts. Aiden is part of a virtual support tele-medicine group. The facilitator is a trained professional and regular video calls on Aiden’s phone include education, coaching, treatment adjustment, and monitoring. The group is designed to help Aiden successfully manage his condition and avoid complications. The facilitator maintains helpful information online so that Aiden can access it in between calls. As part of the long-term play, Medical researchers collect and combine the data from all Diabetes patients. They use Artificial Intelligence predictions to continually look for opportunities to improve treatment and consequently make unexpected gains helping patients to reduce their symptoms. Consider a second example. Patients with Atrial Fibrillation wear a device on their chest and go about their daily activities. Leveraging machine leaning and artificial intelligence and huge amounts of data collected from all patients, the system has predictive capabilities and accurately detects the beginning and end of arrhythmias. The benefit is improved clinical data for researchers and doctors to determine an appropriate treatment approach. High-quality and affordable healthcare has been in crisis for several decades. I believe this is a problem that can be solved over the next twenty years. The two examples above are in the field now. Applying Real-time IoT monitoring and cloud storage, Machine Language, Artificial Intelligence to treatment of Cancer, Mental Health, elderly care will force out inefficiencies in the system driving the overall cost of healthcare to manageable levels. Stephen Wise Integration Professionals Dramatically Improve Traction Transformative Trends in Supply Chain and Logistics: A Glimpse into the Future AI and Automation The infusion of AI and automation into supply chain operations is a game-changer. From AI-driven routing optimizations that ensure efficient delivery paths to automated processes that minimize manual labor, these technologies are setting new standards for operational efficiency. Companies are now leveraging AI to harness data, optimize logistics processes, and reduce costs, all while significantly diminishing human error. Sustainability and ESG Initiatives With the growing emphasis on environmental, social, and governance (ESG) factors, the industry is witnessing a surge in sustainable practices. ESG tracking and reporting tools are helping companies align their operations with broader sustainability goals, enabling them to monitor and reduce their carbon footprint effectively. Omnichannel Management As consumer expectations evolve, omnichannel strategies have become critical. By integrating various sales and distribution channels, companies are delivering seamless and expedited experiences to consumers, enhancing customer satisfaction and loyalty. Innovation in Last-Mile Delivery The last mile, often the most challenging aspect of logistics, is seeing revolutionary solutions. From drones to autonomous delivery robots, new technologies are streamlining the delivery process, reducing costs, and improving service quality. Future The future of supply chain and logistics, marked by a convergence of innovation, efficiency, and sustainability. As we navigate these changes, it's clear that the sector is not just evolving; it's leading the way towards a more agile, responsible, and customer-centric future. As a CEO at the helm, are you navigating your company towards groundbreaking supply chain innovations, or will you let drift? Stephen Wise https://IntegrationProfessionals.com/ Dramatically Improve Traction Delivering Business Transformation Strategy | Stephen Wise | Integration Professionals Michael Porter’s books on Competitive Strategy and Competitive Advantage led me to embrace Project Management. That is, I have frequently said, a company that invests in Project Management is making an investment in their competitive advantage. Less frustration delivering value, less disruption to teams, improved engagement, etc. Porter’s Five Forces and the SWOT analysis are now inadequate as concrete underpinnings for strategy design. Strategy is still important, but the amount of change driven by disruption, innovation, and transformation means that the interpretation and implementation of Strategy – which occurs during the delivery – requires a high-touch feedback loop. An increased importance in the strategy delivery does not mean that strategy design is less important – it means that executives must give equal personal priority and attention to designing the right strategy as to delivering. Here are three key tips for executives to stay engaged in the delivery phase of business transformation strategy. Governance – Decision Making – Planning & Re-planning. Governance – Build a governance structure that reinforces the accountability and responsibilities for the vision. Ensure the team is adequality resourced in terms of experience and availability. Review and address risks and interdependencies at the beginning and periodically and through the realization of accumulated benefits. Insist on a complete set of regularly reported metrics and milestones. Decision Making - Move quickly to re-prioritize and remove roadblocks that are uncovered despite a lack of complete information or analysis. Accept changes to time and budget milestones based on new information from the working team. Planning & Re-planning – The less time you have available – the more important it is to have a robust plan. Don’t forgo detailed planning, but in today’s business environment planning and re-planning must be rapid and agile. Documenting tasks, task owner, and interdependencies are as important as schedule and budget. Issues impeding success should be discussed regularly and recommendations to tweak the plan fed up to the executive team in order to ensure alignment and ongoing support. Delivering strategy is like going on an expedition through a deep jungle. Every so often you will get to a hilltop and be able to asses how things went so far and what new landscape is coming in to view. An executive that spends time and money crafting the strategy needs to protect her investment by staying available and engaged for those hilltop moments. Stephen Wise Integration Professionals Dramatically Improve Traction Turnaround: Leading a Project Recovery It’s true! Most every failed project had an earlier phase as a troubled project. I will look at techniques a Project Manager can use to gain control of a troubled project and lead a turnaround. Does this sound familiar? The volume of identified defects has swamped testing or development or change control. No-one on the project team has a firm view of when the project will be finished. The budget is red and no-one knows how much additional work is still required. The customer is losing confidence and showing signs of buyer’s remorse. Team members are working excessive hours of overtime, email wars are breaking out, and personal relationships are unraveling. The Executive is no longer on the same page as to the status and outlook for the project. Vendor contractual misunderstandings are emerging and creating additional challenges. If you have a troubled project, crisis is imminent and your world needs to change. Sooner rather than later management will request increased and more detailed updates. Customers, team members, and other internal stakeholders, such as audit, will soon be checking old project emails and asking additional questions. Now is not the time to become defensive. You are the Project Manager, and now more than ever, the stakeholders need you to lead them through the turnaround steps to project recovery. Step 1 – Initiate Recovery Seek guidance from the project team, business owner, and corporate methodology on an appropriate approach to initiate recovery planning. This step shouldn’t bog you down. Equally important as the guidance gained, is the communication you share with the stakeholders. That is, “You are leading the team into project turnaround and recovery mode.” In order to understand the status of the project and the nature of the recovery required, interview key stakeholders and analyze key project documentation such as project org chart, Charter, Work breakdown Structure, Issue log, Schedule (planned and actual Activities, resources, assignments, timing, and costs), and Change Log. Ensure the Project Team and executive reflect on the status of the project as measured against the business case benefit. Many events have occurred since original assumptions and it is possible that changes in market needs, technology, and enterprise risk, et cetera, render the existing project as unviable. A very common mistake is to rationalize the continuation of a project due to the vast money and effort expended to date. Never use the amount of time and effort spent to date as a reason to continue a project with a broken business case – the money that has been spent can’t be recovered, however, it is possible that additional money about to be spent could be re-allocated to bring relatively more benefit to the organization. If the business case is broken, recovery is not possible, and your job as Project Manager is to ensure an updated business case is approved or the project is stopped. Step 2 – Planning Recovery Assuming that the Executive, Sponsor, and Project Team are in agreement with implementing a project recovery, it is time to gather the stakeholders in a series of planning sessions. It is crucial that all stakeholders are represented in the re-planning exercise and that they are representing their relevant departments in committing to the new estimates in the plan. The Project Manager has several levers available to make change over the original project plan. I recommend working each of the three levers below. Reduce Scope Facilitate review of the incomplete scope elements by the team. Identify and validate dependencies, resource requirements, and alignment to the business case. Request or impose a haircut to the scope of the project. Increase Schedule Seek deep clarity on the reasons and alternatives to any “drop-dead” dates articulated by stakeholders. Review duration estimates and resource leveling for the remaining work. It is common for team members to underestimate overall time required and to spread individuals too thin across numerous tasks. Unless the customer is willing to accept reduced deliverables, avoid planning backwards from a “drop-dead’ date as this is likely one of the factors that sent the project schedule into trouble in the first place. Increase Productivity Tailor the approach to meetings, documentation, bug tracking, task assignments, and overall communication for ways to make it easier to get the work done. A caveat – if the team is working on the wrong things or running into problems that impact others, now more than ever, it is up to the PM to surface these things and help to resolve. Now is not the time to tailor your approach by skipping status meetings or decreasing PM follow-up activities. As an output of the re-planning exercise a new plan must be built. To ensure the new plan will not fail, it must have buy in/commitment from all appropriate stakeholders; and it must be maintained and updated rigorously by the Project Manager. Step 3 – Execute the Plan Over and above the tremendous efforts from those doing the work, the success of the recovery depends on the persistent monitoring and tracking of the agreed recovery schedule and issue log. Avoid the noise - a good PM must repeatedly step-up and exert pressure to steer the team away from the many potholes that seem significant but in actuality, are not really blocking the path of the project. Conversely, the PM must be prepared to step outside their own comfort zone to influence stakeholders for the sake of the project when tasks are slipping or issues aren’t being resolved in a timely fashion. The essence of project recovery turnaround is to demonstrate leadership and renew the team with a refreshed analysis of the situation, a re-invigorated sense of purpose and shared commitment, and a clear and detailed plan to reach the end of the project. Finally, I note that I have not addressed reporting and metrics unique to project recovery. This will be covered at a later date. Stephen Wise Integration Professionals http://www.IntegrationProfessionals.com/ http://www.IntegrationProfessionals.com/Twitter/ Six things I must do to bring value. Part 2 of 2. 4. Use Earned value to track schedule and budget progress against plan. Consider that the “Must finish on time” 6 month project you are leading has burned up 80% (5 months) of the calendar. You request an update to senior executives where you report that the team has determined that they need an extra month added to the schedule to finish the project. Some time later, the project finishes after a total of 10 months. Did something unexpected cause extra delay? Could you have provided a more accurate forecast during your executive update? Consider that: Team members, usually under subtle and not-so subtle pressure, consistently underestimate how long it takes to get things done. As an aside, in my experience, the most common source of the underestimate is changing requirements, unexpected complications, and lack of available folks to do the additional work. Given the chance to re-plan the project, the team looks only at the amount of work remaining, ignores the leanings from the start of the project, and bakes in the exact same underestimates in the re-plan. Earned Value is the single most powerful Project Management principle in the entire PMBOK; it provides unbiased status of current state and forecast of future impact to schedule and cost. It is also the most underused key concept by Project Managers. In a nutshell, Earned Value provides an independent Project Management perspective to the following questions: Are we ahead or behind schedule? When is the Project likely to be completed? What is the remaining work likely to cost? It isn’t unusual, that it is not appropriate to report and discuss Earned Value metrics to management. That’s not a showstopper, because the information is still highly valuable and actionable by the person most accountable to take the required day-day actions to ensure project success – the Project Manager. 5. Hold regular status meetings. Hold Weekly Status Meetings: Less frequent, for example, every two weeks, is too long because if key people miss one it is a month until you are together again. More frequent and not enough will have changed resulting in meeting churn. Standard Agenda and Meeting materials: That is, status late and upcoming activities, review new Issues, Risk Log updates, and potential Change Requests. Ensure that all “Work breakdown Structure” stakeholders are represented at the meetings. Issue Agenda/Pre-Mail / Minutes: – That is, issue the agenda and meeting materials at least 24hr prior to the meeting. 6. Escalate unresolved Issues and significant Change Requests to the management team. “Unresolved” – Don’t escalate until the Project Team has reviewed the issue without success. “Issue” - Ensure the item being discussed is within scope of the project and is impacting success, if not, note it for later discussion. “Significant Change” – a) Establish risk and impact thresholds, below which, the project team will “adjudicate” change requests internally without escalating, and above which, will always use the agreed change management process. “Escalate” – Advise the appropriate stakeholders quickly as a courtesy and to ask for help. There you have it. I support and subscribe to PMBOK, ITIL, Agile et cetera, and the more I learn about each one, the more similar and complementary they seem to me. However, as a Project Manager working with diverse clients and changing needs, the above six are my must-haves in order to provide value-add as a Project Manager. Thanks for reading. Feel free to leave comments if you feel strongly about anything. Stephen D Wise http://www.IntegrationProfessionals.com/ Look for a future drill-down on Earned Value. Comments are closed.