Since the breakup of AT&T in 1982, the U.S. telecom carrier landscape has evolved rapidly, sometimes in dramatic fashion. Familiar names have come and gone – MCI, WorldCom, Qwest, Cingular and Nextel, to name a few. Today, with CenturyLink acquiring Level 3, AT&T completing its acquisition of Time Warner and Sprint looking to combine with T-Mobile, we see no signs of these changes slowing down.
For healthcare providers operating in an increasingly competitive and demanding environment, leveraging technology to analyze data and gain contextualized insight represents the key to success, if not survival. To deliver services effectively, providers must have real-time access to detailed information at the point of care. An emergency room physician treating a stroke victim, for example, needs instant access to lab results and the patient’s health history to deliver the best treatment.
I remember attending the first technology business management (TBM) conference in 2012. Back then, the concept of this new data-driven framework, which would help measure and manage IT budgets, consumption and value, was new and exciting. Speakers and delegates talked at length about how TBM would respond to the need for financial transparency, deliver data that could drive decision-making at the highest levels, and unpack the consequences of decisions made in the past.
Nearly two weeks after the UK’s vote to leave the European Union (the ‘Brexit’), very little has become clear in terms of what this means for the country and the EU itself – and the sourcing and outsourcing space in the region - and even how and when the exit process will take place. Obviously, such a momentous transition should not be rushed through over-hastily; however, uncertainty can have a paralysing economic and commercial impact and pressure is already mounting on the British government to begin the formal exit process.
Almost twenty years ago, my son responded to the ubiquitous inquiry “What do you want to be when you grow up?” His interlocutor was his Italian godfather (the Milanese not the Sopranos variety). There were certain implicit cultural expectations about the response, the godfather being both a lawyer, an aristocrat and an exceptionally cultured Renaissance-man: doctor, lawyer at one end of the spectrum, bookended by painter, composer at the other with the (yes, stereotypical) accommodation to age and gender of train driver somewhere in-between.