Multidisciplinary modelling of complex service networks, CASE: service networks in healthcare
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This document summarizes information about VTT Technical Research Centre of Finland, including its areas of research focus, funding sources, and approach to multidisciplinary modeling of complex service networks. VTT conducts applied research and development in areas like smart industry and energy systems, biomass and environment, and digital systems and services. Its revenue comes from basic government funding as well as domestic and international private sector and public sector customers. VTT takes a multidisciplinary approach to modeling service networks, bringing together techniques from fields like engineering, computer science, operations research, and social sciences. It provides examples of applying these methods to modeling healthcare service networks.
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Variable [unit]
Time [unit]
Time TimeTime
Variable’s Different Behavior Modes Over Time
Upper Limit
Lower Limit
Behavior Mode
Desirability of
Behavior (-/0/+)*
Causes of Behavior Cures for Causes
If you had to make a decision right now,
what would be your action plan:
* - = undesirable 0 = makes no difference + = desirable
What will be done:
When will it/they be done:
Marks the current time Marks any set goals in behavior
Variable
1st Level Cause
2nd Level Cause
1st Level Cause
2nd Level Cause
3rd Level Cause
Behavior Mode Analysis](https://image.slidesharecdn.com/pres35peterylenforissipnov272013-160112195156/85/Multidisciplinary-modelling-of-complex-service-networks-CASE-service-networks-in-healthcare-21-320.jpg)
Multidisciplinary modelling of complex service networks, CASE: service networks in healthcare
- 1. Multidisciplinary modelling of complex service networks, CASE: service networks in healthcare Peter Ylén VTT Technical Research Centre of Finland
- 3. 326/11/2013 Basic research Applied research Development UNIVERSITIES INDUSTRY VTT VTT Group Turnover 316 M€ (2012) Personnel 3,206 (31.12.2012) • VTT • VTT Expert Services Ltd • VTT Ventures Ltd • VTT International Ltd VTT Memsfab Ltd http://www.vtt.fi/?lang=en
- 4. 426/11/2013 VTT’s turnover by type of revenue Basic government funding 33% Revenue, domestic public sector 29% Revenue, domestic private sector 20% Revenue from abroad 18% Turnover in 2012
- 5. 526/11/2013 Back to contents Knowledge intensive products and services Smart industry and energy systems Solutions for biomass and environment VTT’s competence and technology focus areas • Microelectronic systems • Intelligent sensor systems • Printed and hybrid functionalities • Communication systems • Digital systems and services • Biosystems and diagnostics Total ~ 800 person years • Life time management • Nuclear safety • Smart energy and system integration • Systems engineering • Structures and functionality • Materials and manufacturing Total ~ 800 person years • Industrial biotechnology • Biofuels and bioenergy • Process chemistry and environmental engineering • Biomass and food processing • Fibres and biomaterials Total ~ 750 person years Business ecosystems, value chains, foresight Total ~ 150 person years
- 7. 726/11/2013 Road to real multidisciplinary methods Transition from umbrella type integration of different modular approaches towards collaborative fusion of different methods Carriers and Barriers: Change resistance from researchers (outside of comfort zone) Customer needs Academic excellence and interesting research Tools Internal (VTT) and external (TEKES, EU) funding Knowledge sharing between different disciplines: Internal: Service Research Network SSB at VTT External: Finnish Service Alliance Publications: VTT, TEKES, etc.
- 8. 826/11/2013 SSB Network meeting in October, 2013 08:30 – 09:00 Breakfast 09:00 – 09:15 Welcome, Matti Kokkala 09:15 – 09:45 “Service and social innovations – policy needs and potential impacts”, Prof. Marja Toivonen 09:45 – 10:45 “On the relationship between service innovation and social innovation”, Prof. Luis Rubalcaba 10:45 – 11:00 Short break 11:00 – 11:45 Discussion on the basis of the presentation 11:45 – 13:00 Lunch 13:00 – 14:15 Workshop on social, systems and service innovation 14:15 – 14:30 Coffee 14:30 – 15:30 Workshop continues 15:30 – 16:00 Concluding discussion and closing of the day The workshop focuses on three topics in three groups: Societal embedding as a means to scale-up social innovations – introduction and coaching: Sirkku Kivisaari Services and the challenges of socio-technical transition – introduction and coaching: Johanna Kohl Modelling the relationship between service innovation and social innovation: Luis Rubalcaba
- 10. 1026/11/2013 Finnish Service Alliance - Activities Knowledge sharing Thematic or regional seminars and events aim at sharing information on current research projects and findings, and future challenges in the service landscape. These events bring academics and practitioners together to tackle the scientific, economic, and societal challenges in services through collaboration. Main event and media The annual Service Day event brings service researchers and practitioners together to discuss current topics in services. The program features inspirational keynote presentations from leading service scholars and multi-disciplinary insights to service phenomena in practice. International visibility Solid connections to foreign universities and service-related institutions enable increasing international visibility of Finnish service research and foster collegial learning on an international scale. Sparring and mentoring — linking people from industry and science. In this program, we bring strangers together, in order to learn from each other and inspire each other. Whether you are looking for answers, or you think you have found an answer to something and would like it to be applied to a business or public sector organization, we can help you get in touch with the right people. Special Interest Groups (SIGs) Long-term work groups on a specific topic may, for example, pursue collaborative academic writing and develop new multi-disciplinary research and/or development initiatives.
- 11. 1126/11/2013 Publications http://www.vtt.fi/inf/pdf/researchhighlights/2013/R6.pdf
- 12. 1226/11/2013 Case Example: Public health care system: Case cardio-vascular disease
- 13. 1326/11/2013 Public health care system: Case cardio-vascular disease The total service concept is produced by numerous stakeholders (e.g., patients & their relatives, doctors, society, surgeons, rehabilitation units, IT tool vendors, health office, social security, etc.) with conflicting interests. Fragmented groups (e.g., patients consist of elderly pensioners, busy IT savvy professionals, challenging multi-problem patients with destructive life choices, etc.). Different pressures for change from niche, landscape and regime levels, e.g. new legislation in 2014. Many of the service processes are constructed to benefit only one or two stakeholders. Tailored services for different fragmented groups are scarce. How to create the new customer centric service which also creates value for many stakeholders?
- 14. 1426/11/2013 Qualitative to quantitative methods Interviews, workshops, SWOT-analysis, road mapping (vision), stakeholder analysis, … Market research methods, starting from qualitative (moderated innovation groups and discussion groups) to quantitative (questionnaires, factor analysis, clustering, conjoint, …) GMB, Group Model Building (Structured qualitative stage) Systems thinking, structural analysis Quantitative simulation model (system dynamics)
- 15. 1526/11/2013 Multidisciplinary approach Engineering Computer science, Simulation, Control engineering, Data mining Operations research Systems research Market research Social Sciences, Organizational psychology Innovation research, Foresight Business research Value networks, Business ecosystems Service science Healthcare systems
- 16. 1626/11/2013 Mid-term future Landscape Regime Niche Stakeholders and the Geels structure integrated with time scales Short-term future ?Stakeholders Barriers and carriers Transition dynamics in time scale Long-term future Modified from Geels & Schot 2007, 401
- 17. 1726/11/2013 1. Sleeping has power, but does not use it, no legitimacy, no common vision 2. Discretionary has legitimacy, but no power, no common vision 3. Demanding common vision, but no power, nor legitimacy 4. Dominating has power and legitimacy, and uses it, but does not have common vision 5. Contender has power and common vision, but no legitimacy. Power Legitimacy Vision 6. Dependent has legitimacy and common vision, but no power 7. Definitive has power , legitimacy and common vision and uses it 8. Outsiders no power, no legitimacy, no common vision – disappeared, edged out, new actor? Different stakeholders
- 18. 1826/11/2013 Examples of stakeholder transitions Power Legitimacy Vision Power Legitimacy Vision Outsider gaining legitimacy and agreeing to common vision Dependent disagreeing with common vision A A B B C C Definitive maintaining power, legitimacy and vision time
- 19. 1926/11/2013
- 20. 2026/11/2013 What is System Dynamics Identifying complex cause and effect relationships Understanding the long- and short- term consequences of actions Finding leverage – seeing where actions and change can lead to significant and enduring improvements Foreseeing unintended consequences Tool to help construct and communicate mental models Simulating policies under different assumptions and uncertainties
- 21. 2126/11/2013 Variable [unit] Time [unit] Time TimeTime Variable’s Different Behavior Modes Over Time Upper Limit Lower Limit Behavior Mode Desirability of Behavior (-/0/+)* Causes of Behavior Cures for Causes If you had to make a decision right now, what would be your action plan: * - = undesirable 0 = makes no difference + = desirable What will be done: When will it/they be done: Marks the current time Marks any set goals in behavior Variable 1st Level Cause 2nd Level Cause 1st Level Cause 2nd Level Cause 3rd Level Cause Behavior Mode Analysis
- 23. 2326/11/2013 Health care services - the model dependencies
- 24. 2426/11/2013 Model was further augmented with different stakeholders
- 25. 2526/11/2013 Causality Mapping unit of measurement Millä tavoilla muuttuja näkyy arjessa: Ympyröi näistä tekijä, joka kuvaa mielestäsi parhaiten muuttujaa. Miten mittaisit muuttujaa (millä mitta-asteikolla): variable consists of Haluttu muutos Toteutunut muutos Mitattu muutos Muutos -paine Muutostyö Halu pitäytyä vanhassaKoettu muutok- sen suuruus Mittarien puolueellisuus Johtaminen - + - + + - + + + Kohti haluttua muutosta - Muutos- johtaminen Muutos- vastarinta + Määrärahat Muutoksen tuomat säästöt + + - Rahavaje pakottaa muutokseen Kurkuttaminen + How an entity in the model is measured?
- 26. 2626/11/2013 Causality Mapping Haluttu muutos Toteutunut muutos Mitattu muutos Muutos -paine Muutostyö Halu pitäytyä vanhassaKoettu muutok- sen suuruus Mittarien puolueellisuus Johtaminen - + - + + - + + + Kohti haluttua muutosta - Muutos- johtaminen additional — even more significant — factor stakeholder that has power to influence and how Muutos- vastarinta Yliviivaa mielestäsi epäoleelliset tai olemattomat vaikutus nuolet. Kirjoita mahdolliset kommentit tehtyjen muutosten viereen. Onko tekijää, joka vaikuttaa vielä enemmän muuttujaan, jos on niin mikä: Millä sidosryhmällä on suurin vaikutusvalta – niin hyvässä kuin huonossakin mielessä – muuttujaan ja miten: + Määrärahat Muutoksen tuomat säästöt + + - Rahavaje pakottaa muutokseen Kurkuttaminen + Which stakeholder can hinder or boost (and why & how) a particular dynamic structure?
- 27. 2726/11/2013 Dynamic value accumulation model The model is based on the concept of service dominant logic (Vargo & Lusch) and value dimension model (Smith & Colgate).
- 28. 2826/11/2013 Value proposition & experience Both the value proposition and the value experience can be augmented with different dimensions.
- 29. 2926/11/2013 Second stage: Quantitative simulation model The Value Accumulation model was applied to the health care system The parameters for the model were collected: from actual health care actions (such as, costs) from expert interviews (the effects of different actions) from stakeholders (consumer and market research) The model results were validated using actual data on partial models using expert opinions on workshops
- 30. 3026/11/2013 Simulation model Accomplished change when only patients and rehab providers participate and the external pressure is lifted.
- 31. 3126/11/2013 Conclusions The stakeholders were very happy even with the bare qualitative systems thinking model and group model building process. Comments ”I never realized that there were so many stakeholders and cross connections”, ” Now I understand why we have failed so many times before…” The Value Accumulation Model was used for understanding different dimensions of value on different stakeholders and customer segments Comment ”We could get these guys committed, if we’ll design a tool which will create this kind of value for them which will be grater than the negative cost value (work, money and time spent) …”
- 32. 3226/11/2013 Conclusions The quantitative simulation model was additional tool for showing numeric benefits (such as money, time, resources, quality-of-life) of different service concepts over a long time horizon. Comment ”When the minister will visit us I will show the benefits of this service as well as the mechanisms how we can successfully implement it…” Next steps: Numerical tuning of the model parameters continues Different service concepts are created and tested with conjoint analysis, which in turn gives parametric values for value dimension model (trade offs and preferences of different service attributes)
- 33. 3326/11/2013 Thank You! Peter Ylen peter.ylen@vtt.fi