by Barry O'Gorman | Sep 29, 2021 | Healthcare
Recently listened to a ‘Faces of Digital Health‘ podcast from 11th August with Lea Davis (former Medication Safety Pharmacist at Perth Children’s Hospital – addressing medication safety. Interesting perspective on role of electronic health record and technology in medication safety. It is not difficult to see how electronic records and systems can assist healthcare staff in improving patient safety.
How do overdose errors happen?
Interesting observations by Lea Davis: All nurses, doctors, pharmacists busy – checking lots of charts, sometimes lack of knowledge, sometimes checking books, sometimes decimal point goes in the wrong place, sometime doses are transcribed from one sheet to another, if not checking back to references may not pick up the errors.
What is the role of technology in improving medication safety
Keys to success included a clear vision and strategy of the systems hospitals wanted to bring in, the problems they were tackling and the type of data they wanted to capture. Best practices related to vision, funding, implementation and not just technology, automation, robotics. Solutions include scheduling, management of systems, closed loop medication management (scan barcode on a package to verify that the does matched what was prescribed).
Integrity of information on medication management is related to the biggest clinical system (EHR/ EMR – including community medicine records) – with this you will have less errors. When you look at hospitals who do not have the budget for this – then major efforts required to integrate the patchwork of systems (a lot of work and time, interoperability challenges). More recently developments in HL7, FHIR, open systems are simplifying some of this integration/ interoperability. Benefit should be less burden on doctors and executives in safe patient care.
Future of patient safety and technology
Patients to have tools to better manage their own care. Reduce fear for patients. Able to be treated more often in their home environments. Patients to have more of a say in how the information looks as they transition through their care journey.
by Barry O'Gorman | Jul 27, 2020 | Disruption, Leadership, Management
The game has moved on and we need to accept this. Covid19 has driven WFH (Work from Home) – or as I prefer to think of it: WFW – Work from Wherever.
The challenges of WFW
I am reading about the challenges posted by WFH or WFW. City centres are empty – empty office blocks, empty shops and restaurants, empty car parks, empty bars. Retail in city centres dying on its feet – shop owners unable to pay rent and rates.
The benefits of WFW
Those of us who need to get to work (e.g. hospital workers) can get there -no traffic challenges. Kids will be able to get to schools. Roads will be safer. And more room for cycle paths. And less pollution. And lots of us are enjoying working from home – no commute, cheaper to dress and eat, more relevant to our families (kids in the morning,drop/ collect, etc.).
Have we thought about how to make WFW work for us?
Yes – we have done the basics. Internet access, remote access to work systems, cloud based applications. conference and video calls. Some even have docking stations, multiple screens and fold away desks at home. And some are using collaborative software.
But most of this is basic. We have not yet really thought about how to make WFW work for everyone. How can all of the advances in technology be used to enable people to work MORE EFFECTIVELY by Working from Wherever? How do we do this without losing the positives of WFW? As businesses we want to be more productive and more profitable – or more sustainable. We have been looking for ways to motivate our teams, to encourage innovative thinking and to retain key talent. How do we leverage WFW without screwing it up?
Rethinking work – with teams Working from Wherever
We still want to grab market share, be profitable, be attractive to new talent, improve quality and efficiency, reward our stakeholders, grow. Can we do this more easily with a team who spend, say, 70% of their time WFW? How do we redesign processes around planning, marketing, product development, manufacturing, support and maintenance – to work better, when the team spend 70% of their time WFW?
by Barry O'Gorman | Feb 22, 2020 | Disruption, Management
What are you trying to achieve through digital transformation?
The challenge is to look at the current business and think through how a new entrant, starting today, would construct a competing business – without a digital transformation, per se? The new entrant will not have the market presence, the customer base, the team, the systems and processes developed, modified, integrated over a number of years. The the new entrant may not choose to compete on the same basis.
Opportunities for new entrant
Where will new entrant prosper? Focusing on particular sectors, different supply chain, different business model, less capital investment, scalability, flexibility, different workforce structure, leveraging new and/or emerging technologies, pricing?
Why transform digitally?
If we can see real advantage for a new entrant – through leveraging digital solutions – then we probably cannot afford to ignore this. If the digital solutions will enable delivery of better services or products, more aligned with customer needs, at a discount to out cost base, then we have little choice but to transform. Otherwise we are relying on costs of entry etc. to preclude the new entrant taking our business.
What have I in mind when thinking digital transformation?
I need to imagine building my current business in today’s market place – leveraging changes in the market, in customer needs and the opportunities presented by current technology. The actual transformation bit is the important bit (if it is required) – the digital piece drives the change (ie the requirement to change) or enables the change.
Should we still be talking about digital transformation?
Probably not. I tend to think moving from paper to digital is less digital transformation than simply catching up. Writing things down on paper ad trying to share information thereafter belongs to another era. Digital capture and digital processing should be a given by now. The opportunities for transformation leverage the data being in a digital format. Many of these opportunities do not arise if paper based e.g predictive analytics, artificial intelligence, Extended Reality.
Conclusion – why digital transformation?
Being digital is a requirement – should be a given. Capture once, store, analyse, safeguard, whatever, stop wasting people’s time – empower customers and employees. If digital is a given then we need to talk about the opportunities presented through the new technologies and leveraging them differently. It’s the age old challenge of continuing to reinvent onself, seeking sustainable competitive advantage. Digital is just part of the environment and ‘digital transformation’ probably does not need to be called out as a separate or identifiable activity. Unfortunately, for now, we have many businesses who have not yet digitised – for them the challenge os one of staying relevant in a digital, data agile, world.
by Barry O'Gorman | Feb 21, 2020 | Disruption
A needed data Strategy
The paper (https://ec.europa.eu/info/strategy/priorities-2019-2024/europe-fit-digital-age/european-data-strategy_en) outlines a series of steps designed to position the EU to prosper in the data agile world. Some of these will undoubtedly challenge the status quo and may provide contentious with some of the currently dominant providers. However looking at it from an EU Inc. perspective difficult to argue with the requirement for change, for investment and coordination – nor to deny the opportunity. Makes for an interesting read.
EU published European Strategy for Data on 19 Feb 2020. Makes for an interesting read – as EU looks to position/ protect itself to prosper in the ‘data agile’ era. The document is an interesting reminder of many of the developments, challenges and opportunities. And, inf this format, very much at the strategic, if not aspirational, level – but none the less important for this.
Have we missed the boat?
There is a sense reading this that the EU produces lots of data but has ceded much of the advantage to overseas players e.g. those running the data centers and providing the cloud based applications. Running through the document is a sense of a missed opportunity – which this strategy will now aim to redress. Some of it relates to investment, some to a need for improved coordination across the EU, some to training/ awareness/ education. and underlying it all is an uneasiness as to whether non EU owned cloud providers are committed to complying with EU legislation and expectations.
What is the opportunity?
The volume of data is only headed one way – continuing to grow exponentially. And the strategy paper anticipates most of this data will not reside in data centers. The data does offer huge opportunities for business and government to collaborate and great improvements in quality of life for EU citizens. But a number of frameworks are required if the EU is to exploit and leverage the opportunities.
Next steps
by Barry O'Gorman | Sep 1, 2019 | Sport
Love links golf
Having been a member of St. Anne’s for almost 20 years am biased – love Irish golf links. And last week was a rare treat – got to play both Royal Dublin and The Island.
Royal Dublin
Royal Dublin is located within 15 minutes of the city centre – on Dublin Bay. This is a wonderful links – and a great challenge for any golfer. Great clubhouse, practice facilities, catering and pro shop – for starters. And the home of the great Christy O’Connor Snr, R.I.P. for so many years. When you walk out from the clubhouse to the first tee you have an immediate sense of what is ahead. A gentle introductory par 4 – but you straight away have a sense of tight lies, undulating greens, fescue grass, deep bunkers.
People will tell you Royal Dublin suffers from being straight out for 9 and straight back for 9. This is not true. In fact the first par 3 brings you back in the direction of the club house. The second par 3 is at an angle and the ninth plays across the course. And again on the back nine you play both directions. The beauty of the course is that each hole is self contained – almost feels private.
When you see the size of the teeing area at the 11th – you get a sense of how well designed, built and maintained this links is. And you will need to keep some energy for 17 and 18 – what a great finish (18 offering full risk/reward across the garden).
If you have not played Royal Dublin do yourself a favour – and bring your top game.
The Island
This is a stunning links – set in amongst high dunes. Located across on the northside of the Malahide estuary and accessed via road to Donabate. About 15 mins from Dublin Airport. Should be on all golf tourists’ agenda.
From hole one you arethreading the ball through dunes, playing of real links lies and learning about the issues of fast run off areas at most greens.
I have heard some criticism in respect of a limited number of blind shots. I would have none of this – not when balanced with the quality of the links and the test of golf. Take a caddy or do some research beforehand.
And enjoy the 205m, all carry par 3 on the back nine – water and O/B on the right. For our three ball it was a three wood or driver on the day.
This links compares very favourably with all the greats – reminded me of Murvagh (Donegal), Ross’s (Sligo) and Enniscrone in particular.
Make the trip and enjoy. This will test you. And you will be very unlucky if you do not experience o fresh sea breeze, testing your play throughout your round.
