Richard Samuel: 'Big Data - Setting the Scene'
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The document discusses the challenges faced by a company in the big data sector, including high vacancy rates, unsustainable factories, unviable stores, and deteriorating customer satisfaction. It emphasizes the need for a transformation in service delivery through big data methodologies while highlighting the importance of maintaining human connectivity within the clinical workforce. Essential strategies include adapting care models to workforce shortages, enhancing customer insights, and fostering collaboration among production units.
Richard Samuel: 'Big Data - Setting the Scene'
- 3. If Big Data is the solution, what’s the problem?
- 4. Good established brand, a mature and growing market and an order book filled through to 2020…but “you’re running at between 10% - 30% vacancy rates in key production roles, and it’ll be worse by 2020” “3 out of your 5 factories will be unsustainable by 2020” “you’ve got significant variation in the quality of production and in some areas you are no longer providing safe product” “a third of your local customer facing stores are unviable” “you’ve agreed a £4.4bn contract, but your operating model costs far exceed the contract, so you will make a £520m loss” “you don’t know your customers and so you don’t adapt your product to delight the customer – as a consequence your product failure and returns rate is cripplingly high” “your customer satisfaction is deteriorating because you cant effectively predict and respond to what your customers want when they want it.” “the leaders of your various production units don’t work efficiently and effectively together”
- 5. significant orientation of care towards empowered self-care for individuals and proactive prevention and care navigation channel shift of access towards self-service for individuals allowing for improved experience and a radical rationalisation of estate and non- value adding cost design primary and community care models that adapt to the workforce shortages, ensure all staff operate at the limit of their license and use more sophisticated approaches to predict and supply bespoke solutions for individuals whilst allowing for local innovation, ensure more consistent adherence to agreed optimal clinical practice and the development of high cost infrastructure at scale change the delivery model for acute services, moving from a competitive Trust model to a clinically collaborative model with aligned outcome-orientated system incentives So we’ve been reflecting on the solutions: The application of big data methodologies underpins almost all of this transformation
- 6. But finally: We must be very wary of losing the human connectivity, the intuitive skills, experience and extraordinary commitment of our current clinical workforce. Big data complements not replaces this.