Vi skal fejre de bedste eksempler på sammenhængende borgerservice

Igennem de seneste 10 år er der foregået en gennemgribende digitalisering af en række services vendt mod danske borgere. Selvbetjeningsløsninger er vundet frem og bl.a. er mange blanketter blevet digitaliserede. Det har med rette givet Danmark en stærk placering i Europa og verden, at vi tidligt tog livtag med denne opgave i det offentlige. Men hvis vi for alvor skal høste gevinsterne, skal der skabes endnu bedre sammenhæng mellem de borgervendte services og de bagvedliggende systemer – og nu skal en ny pris, Den Offentlige Servicepris, sætte spotlight på de bedste løsninger og eksempler på, at borgernes behov sættes i højsædet.

Samarbejdspartnerne bag Den Offentlige Servicepris ønsker at sætte fokus på behovet for en fælles forståelse af og grundlag for niveauet af offentlig service. Partnerne er min egen virksomhed, SAS Institute, analysevirksomheden Wilke og konsulenthuset PA Consulting Group. Sammen skaber vi en stor benchmark-undersøgelse af serviceniveauet i en række offentlige virksomheder og organisationer og finde dem, som bedst formår at skabe et sammenhængende og letanvendeligt tilbud, der skaber tilfredshed blandt brugerne.

Fokus på værdi frem for bureaukrati

Det er her vigtigt at understrege, at de offentlige ledere bestemt ikke har en let opgave med at opdatere servicetilbuddet til den moderne borgers/virksomheds forventninger, når man tænker på de budgetmæssige og tekniske begrænsninger, mange offentlige virksomheder lider under. Desto mere grund til at fejre, når visionære offentlige organisationer lykkes med denne svære øvelse - for vi skylder vores fælles velfærdssystem, at vi bliver ved med at stræbe efter at gøre det bedre. Vi kan vist også alle blive enige om, at offentlige ansatte skal bruge mest tid på det, der giver mest værdi for borgerne og mindst på bureaukrati og teknikaliteter – og derfor skal vi finde de løsninger, som bedst tilgodeser både borgeren og de offentlige medarbejdere.

Offentlige ledere kan tilmelde deres virksomheder til et serviceeftersyn på www.offentligservicepris.dk og får en konkret benchmark-undersøgelse af virksomhedens placering i forhold til andre serviceorganer i den offentlige sektor.

Offentlig-servicepris_logo

Den 22. oktober vil vi første gang kåre en række vindere af Den Offentlige Servicepris. Men selv om vi absolut mener, at vinderne bør hædres, er det mere overordnede håb at vi via prisen får skabt opmærksomhed om og skærpet ambitionerne for, hvordan vi ønsker at betjene vores borgere samt virksomheder og hvilken oplevelse, de skal sidde tilbage med efter mødet med de offentlige services.

Jeg håber, at vi vil se rigtig mange tilmeldte og en god og relevant debat om fremtidens offentlige servicetilbud. Vi har allerede sat snakken i gang – kom og vær med på Den Offentlige Servicepris’ LinkedIn-gruppe, som du finder her.

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Building customer profiles in the era of big data

Following my latest blogpost on the subject of executing omni-channel strategies, the first step is to obtain a greater overview and understanding of your customers.

In recent years, the massive increase in data volumes and the variety of sources have completely changed the concept of customer profiles for most companies. From a marketer's view, this has created what we could refer to as a ‘big data challenge’ in which it becomes very complex to gain an overview of individual customers across multiple platforms and contact points and embed the digital data residing here.

Extensive benefits can be gained from working with these types of master customer profiles, including greater effect of customer interactions and efficiency relating to the underlying processes.

In my experience, master customer profiles can be established through four sets of activities:

  1. Identify customer data
  2. Connect customer identifiers
  3. Establish data hierarchies
  4. Build customer profiles with automated data flows

Activity 1: Identify customer data
The initial activity is to identify and gather customer data located internally and externally. Internal sources are often scattered across the organization, and valuable insights into customer demands and market trends can be derived from these data. Hand in hand there are a great variety of external data sources available such as social media, competitor activities, demographic profiles etc.

Figure 1 illustrates different data sources – and depending on whether they are internal or external, the volumes and variety of sources create big data challenges to which we need a method of structuring data in an intelligent way. This is why it becomes necessary to focus in on the customer identifiers.

Activity1
Figure 1: Examples of internal and external data sources. With the increasing number of digital platforms and customer engagement, a much wider range of rich data sources is available.

Activity 2: Connect customer identifiers
With the explosion of digital platforms, customers have a wide range of identifiers beyond the traditional ones, i.e. accounts or loyalty memberships. In order to gain a complete picture of the customer, we have to commence the work on gaining a picture of our customers across these platforms. This will provide access to new data, more arenas for interactions as well as understanding of the synergies and mechanism behind these.

Figure 2 shows a number of different digital platforms and identifiers which we need to understand and link together. Once these have been linked, we need to build customer profiles.

Activity2
Figure 2: Examples of various identification profiles linked to an individual customer. The picture expands continuously as new digital platforms emerge.

Activity 3: Establish data hierarchies
Once we have a clear view of the data available at present and the connection between the different identifiers related to each customer, the next step is to create the master level – or data hierarchies.

Several types of hierarchies exist such as household level, product level and customer level. Household level is key in most industries, as we need to understand e.g. which customers who have already purchased a product from us and who have not. Figure 3 illustrates this.

An example could be an insurer who wishes to understand which customers do not yet have a household insurance. Looking only at customers without an insurance is not sufficient in this aspect, as it does not take into account which customers live together. You might end up wasting marketing investments and compromising contact policies by promoting this to customers already covered through their spouse.

The identification of stakeholders in a household can provide additional insight, e.g. for segmentation purposes.

Another relevant hierarchy to work with is companies that have either several brands or sub-organizations. As brands can have different underlying categories and even more products, the complexity can often be substantial. As we want to obtain an overview of our relations to customers and potentials for cross- and up-selling, the establishment or inclusion of product hierarchies are important.

Once the mapping is done, we cannot rest on our laurels. As part of the process of generating insights, we need to be able to work actively with the mapping on a continuous basis. More on this subject in my next blogpost.

Activity3
Figure 3: Examples of different types of hierarchical levels that are relevant when establishing and working with customer profiles. The most common ones are on household and product level.

Activity 4: Build customer profiles with automated data flows
Once we have an overview of our data, we can start to develop the bridges between the different systems. I prefer to work with virtual layers, rather than commencing a data warehouse project. As data tends to change over time, we need a flexible foundation to work with – a good example is actuality (look at e.g. fax numbers). As some data sources such as individual customer behavior on websites can provide extensive data volumes, we need to consider storage. Storage options have changed significantly brought forth by a little yellow elephant.

These types of customer profiles have also been named DNA strands by some people, as you might picture all these data as genes on a strand; all connected to each customer enabling us to distinguish them from one another.

What I have found significant in this aspect is that the data bridges need to be automated, and as a key element in terms of working omni-channel – this needs to happen in real time. This demands a change in the old siloed infrastructure in which data flows back and forth in a continuous flow – running data quality processes, running propensity scores, checking contact policies etc. As customers interact with us at all times, we need to move beyond nightly batches and into a world where data is kept fresh at all times.

Figure 4 illustrates this virtual data layer with various data from different sources summing up the customer profile – and with seamless integration in real time illustrated by the arrows.

Activity4
Figure 4: Example of a flexible data foundation drawing upon data from various sources – maintained in real time for optimal customer interaction in any channel at any time of the day.

Start out building the foundation
Building customer profiles is a key step in terms of executing an omni-channel strategy – and the one, which often demands the greatest effort. It lays the foundation for everything we do as it provides insight into both our customers and markets, internal processes and organization – in general, the current possibilities and limitations.

As I explained in my previous blogpost, the process of executing an omni-channel strategy is an iterative process – and this goes for the individual steps as well. Building customer profiles is no exception as my experience shows that new data continues to appear either from within the organization or externally through e.g. enriched data as well as new identifiers.

For this reason, this step is what I recommend as the first when commencing this type of journey. Data will always be key in any type of project, as it defines the possibilities as well as limitations. To that, any marketing or sales concept should always be validated and supported by facts, which is why I always suggest including data exploration as part of the creative processes.

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Are Nordic companies maturing their big data journey?

For years, large geographical regions such as the US and the UK have experimented with big data analytics to gain true business advantages – creating an opportunity to adapt better to customer demands, to optimize business models and to mitigate risk. Meanwhile, most companies in the Nordic countries have been in a watch-and-wait mode and not set out on a big data journey to adopt technologies such as Hadoop.

During the past year, SAS Institute has experienced an increasing interest from organizations anxious to do more with the vast variety of data available to them. For this reason, SAS decided to take the temperature of the adoption of Hadoop technologies and big data analytics in the Nordic region as well as the maturity by country and industry, and what the primary causes, use cases and obstacles are at present.

In December 2014, we conducted telephone interviews and an online survey with more than 300 IT managers from companies across industries in Denmark, Sweden, Norway and Finland.

We found that 85% of companies in the Nordic region have a growing need for performing analytics on more data, and 6 out of 10 see a need to collect new types of data (such as clickstream, machine log, text, sensor, social media, videos and images).

The Nordics companies know that it is time to consider a new approach. As much as 92% believe they will gain competitive business advantages if they have a broader information picture for analytics and business decisions. Especially customer and market Intelligence, operational efficiency and innovation/R&D are key areas for setting out on a big data journey and consider adopting a technology such as Hadoop as a platform for exploitative analytics. Moving volume marketing to a more personal approach will open up for new markets, products and ways to grow a company.

This is all good. However, only half of the companies believe they have an infrastructure capable of meeting these needs and demands today. But Nordic companies are ramping up. According to the survey, 9% of the companies either have or are about to install Hadoop, and this adoption seems to double in 2015 – taking shadow IT into consideration, these numbers might be higher.

The need for information, faster, to make timely decisions on new and changing market opportunities, customer expectations and risks is a factor of which most of the organizations are aware. Yet only 13% believe they meet these demands satisfactorily today – and what happens when you include more data and new types of data?

A couple of reasons for the slower adoption of big data platforms such as Hadoop, in the Nordic region, seems to be concerns about the need to acquire new resources and skills not currently in the organization as well as uncertainty about the technology maturity.

What we experience is that the technology has matured and has a proven record – and in many cases, organizations already have people with insight in data and analytics. So is this just a matter of others to show how it should be done, and does the real issue more likely concern who actually owns a big data analytics initiative within the organization?

Maybe not surprisingly, companies within telecommunications and financial services are the most mature, leading the way in the Nordic region. The midsize and large companies in several other industries follow suit – and as more and more companies mature, organize themselves and show their competitive edge by adopting big data analytics – the buzz will disappear.

Learn more about the finding from the Nordic survey

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Optimeret borgerinteraktion med digitalisering og analytics

Af Jonas Munk, Business Advisor, Integrated Marketing Management, SAS Institute

Styrket anvendelse af data i forhold til at optimere borgerinteraktionen er et område, som flere af vores offentlige kunder i dag ser effekten af. Konkret har Ministry of Social Development i New Zealand sparet mere end 5 mia. kroner over en 4-årig periode som følge af en styrket anvendelse af data. I Danmark ser vi en lignende tendens hos de offentlige institutioner, som vi i dag arbejder tæt sammen med. Og ikke bare er det en god forretning; det er også med til at skabe langt mere dynamiske og lærende organisationer, som forholder sig proaktivt til artikulerede og uartikulerede ønsker og behov fra befolkningen – fra såvel interne som eksterne interessenter.

“By taking the same approach to data analytics that the corporate sector has been doing for decades, MSD saw a huge opportunity to learn more about who receives benefit and to make better decisions about the support and investment they need.” Paula Bennett, Minister of Social Development, Ministry of Social Development, New Zealand.

Hvad er det, der gør disse organisationer i stand til at høste disse økonomiske og organisatoriske fordele, som f.eks. Ministry of Social Development fremhæver i deres udtalelse?

Min erfaring siger, at det typisk omhandler et ønske om at blive en mere lærende og omstillingsparat organisation, hvor der eksisterer en erkendelse af, at det kræver en mere faktabaseret tilgang, og hvor den rette behandling af data er en hjørnesten – dvs. ikke bare at skabe et overblik over data, men at kunne behandle data i realtid.

Et godt eksempel er en stor offentlig institution, som ønsker at identificere borgernes rejsen på tværs af områder og kontaktpunkter, hvor en realtidsmonitorering vil kunne identificere potentielle flaskehalse, f.eks. på forskellige områder af hjemmesiden, som derpå genererer stor trafik til callcenteret. Her vil man kunne gribe ind med præventive handlinger, mens tid er. Og hvad hvis man, mens tid er, kunne begynde at forudsige disse flaskehalse og generelt opsamle og strukturere den rette form for handling? Alt sammen noget, som er muligt i dag.

Det er en rejse, som man indleder, og første skridt er at sikre et meget stærkt fokus fra ledelsens side på konkrete problemstillinger, som man ønsker at gøre op med. Man vil kunne se disse problemstillinger fra et informationsmæssigt perspektiv og herefter kunne arbejde mere agilt i mindre og mere målrettede grupper af tværfaglige kompetencer.

Med konceptet SAS Citizen Intelligence forsøger vi at omfavne både de organisatoriske og infrastrukturmæssige perspektiver og dermed understøtte de forskellige behov og krav, som man møder i arbejdet på dette område. Som Ministry of Social development såvel som vores nordiske kunder viser, er potentialet stort – og muligt at realisere.

Vil du vide mere om mulighederne for at optimere borgerinteraktionen, kan du læse mere her.

Vil du vide mere om Ministry of Social Developments arbejde på området, kan du læse mere her.

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A process for executing an omni-channel strategy

One of the central marketing concepts for most companies across industries in recent time is omni-channel marketing. The main idea is to ensure a consistent and comprehensive customer experience across all points of interactions, regardless of time, place and context. Appealing as the thought might be, most companies struggle with the actual execution. Experience shows that omni-channel engagement across digital and analogue touchpoints where interactions are based on historic and immediate data captured and utilized in real-time requires radical changes in both organizational mind-set and technological infrastructure.

 “Digital is transforming our job as an insurer and we are convinced that this is a tremendous opportunity to do our job better: protecting people, their goods and their projects on the long term.
It is the customer who will decide the speed of adoption. The important thing is to be ready.”
Véronique Weill, Chief Operating Officer of the AXA Group.

As one of our customers states in this quote, the continuous focus on aligning omni-channel strategy and execution is a necessity to meet the demands of customers, hand-in-hand with our overall objectives as an organization.

In my daily work and in my teaching at Copenhagen Business School, I have been researching, sparring and implementing this type of logic in leading national and international companies for years. I have not seen any company undertaking these changes overnight – albeit identified a somewhat comparable methodology. A process typically has an end; however, in this case I actually consider this a continuous exercise – including new people, processes and technologies as they appear.

OMNI Channel

Figure 1: The figure shows the identified standard process when executing an omni-channel strategy and is based on best practice and experience.

As shown in the figure, the main elements of the process for executing an omni-channel strategy are:

  • Building customer profiles: As a basis for working omni-channel, a company needs to identify and gather all data elements related to prospects and customers to form unified “master customer profiles“. Data resides in a wide range of systems across the organizations such as sales and call center systems, e-mail marketing engines, web and e-commerce sites as well as on various social platforms. Data is automatically merged and managed on a real-time basis.
  • Establish insight: Once data has been gathered on individual customers, it is possible to establish insights to support customer interactions. These insights can be based on both business logic and analytics. Business logic is a series of hypothesis based on experience from historic performance and knowledge of employees, which can be structured against a general contact policy – and gradually adjusted as insights are improved with response and behavior from interactions. Analytics is hypothesis based on statistics, which follows the same iterative adjustments as business logic.
  • Connect channels: When the foundation is in place, the various channels and platforms currently used for interaction are now integrated, initially selecting the channels with most customer interaction to work seamlessly together – creating a consistent and coherent experience at any time relevant. This includes both below the line media and above the line media. Flexibility is needed as new digital platforms and channels continue to emerge.
  • Content and execution: A part of establishing an omni-channel customer engagement is to ensure that there is an overview and availability of all the possible messages to facilitate the interaction. These messages can be service- and sales-related and somewhat different, depending on channels and platforms. The seamless integration ensures that the right message is always chosen at the right time in the right channel.
  • Reporting and learning: Working omni-channel requires a new way of working with performance. Real-time omni-channel interactions imply constant monitoring and analyzing performance together with the identification of new and more adequate indicators. With constant interactions, a key performance indicator (KPI) could be “engagement“ hand-in-hand with “profitability“. The dynamics of competitors and customer interests demands a similar approach to reporting where metrics are constantly challenged, changed and replaced to ensure continued learning and proactive engagement.

The methodology is industry agnostic as one needs to specify the individual steps to the company situation. To that, I have developed a white paper that deals with this in relation to the financial industry here (see top to the right: “The Digital Bank 2.0“). For the retail industry, we have developed a visionary video which shows the possibilities with a structured omni-channel process – see the video here (YouTube).

Customer demands are growing in terms of relevance of our interactions – and although most companies still hold on to existing go-to-market models and organizations structures, it will not last long before others will revolutionize these industries as I have commented on before – and completely change the name of the game. It is therefore fundamental that organizations begin their transformation into a more dynamic and proactive character that enables the execution of these necessary and highly valuable omni-channel strategies.

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Offentlig digitalisering trænger til et visionsløft

SAS Institutes eksperter svarer jævnligt på spørgsmål om aktuelle emner i Morgenavisen Jyllandsposten. Her er det Lars E. Berthelsen, som er direktør for Public divisionen

Lars Berthelsen

Hvad er essensen af den nuværende offentlige digitaliseringsstrategi?
Den fællesoffentlige digitaliseringsstrategi for 2011-2015 har tre overordnede hovedtemaer, der har til formål at forny og effektivisere den offentlige sektor. De er: 1) slut med papirblanketter og brevpost; 2) ny digital adfærd; og 3) et tættere digitalt samarbejde i det offentlige. Strategien udrulles i fire bølger. Første bølge omfattede en række strategiske og centrale styrelser og ministerier, og med fjerde bølge skal alle statslige institutioner og virksomheder være med. Inden udgangen af 2015 skal 80 procent af al kommunikation med både kommuner, regioner og staten foregå digitalt, samtidig med at der udrulles selvbetjeningsløsninger over alt i det offentlige.

Hvorfor mener du, at strategien er for uambitiøs?

Jeg vil gerne understrege, at det er meget vigtigt, at der er fokus på offentlig digitalisering, som strategien også er udtryk for. Derfor ærgrer det mig desto mere, at ambitionerne med løsningerne i mange tilfælde ikke er større. Hvis man vil opnå signifikante gevinster i eksempelvis sagsbehandling, er det langt fra nok bare at transformere et brev til digital kommunikation eller give mulighed for at udfylde en ansøgning online. Når vi borgere interagerer med private virksomheder, er vi vant til, at de kommunikerer direkte til os. Virksomheder kan føre en dialog med os, og interaktionen er – i hvert fald oftest - sammenhængende og effektiv på tværs af virksomhedens kanaler. Hvorfor skulle det offentlige ikke også skræddersy sin dialog med den enkelte borger på en måde, som skaber sammenhæng og synergi med de interne sagsforløb og processer? Dette kan realiseres samtidigt med, at borgeren oplever et meget mere vedkommende og logisk forløb, når vi interagerer med det offentlige.


Hvad er det for et potentiale, den offentlige digitalisering går glip af?

Vi kunne opbygge meget bedre services, eksempelvis via mere automatiserede arbejdsgange og automatiske udsendelser af svar og information om eksempelvis status på en sag, som ville give borgeren en fornemmelse af at blive hørt og forstået. Det ville lade sagsbehandleren fokusere langt mere af sin tid på at løse de komplekse problemstillinger i sagsbehandlingen, som de er eksperter inden for. Som sidegevinst kunne offentlige ledere få et værdifuldt overblik over egne processer, synliggøre performance og flaskehalse, hvilket igen skaber fundament for optimering og effektivisering. Som strategien er lige nu, er der i mange tilfælde bare tale om at ”sætte strøm til papir”, hvilket er uambitiøst, når man ser på potentialet, hvis man gik mere holistisk til opgaven.

 

Hvad skal der til, for at det offentlige kan indfri det potentiale?

Dagens borgere burde kunne forvente samme serviceniveau, effektivitet og kundeoplevelse i sin dialog med det offentlige, som forventes af det private, og det burde digitaliseringen kunne løfte. Desværre går helhedsoplevelsen ofte tabt. Årsagen er, at de borgervendte digitale løsninger i den offentlige kommunikation, f.eks. på en webside, i mange tilfælde ikke er integreret helt ind i de offentlige sagsbehandlingssystemer. Mange løsninger er enkeltstående, de understøtter ikke hinanden på tværs. Disse problemer skal der ryddes op i, før man for alvor kan tale om integreret kommunikation med borgerne.

 

Hvad bør der efter din mening være fokus på i en digitaliseringsstrategi for 2016 og frem?

Jeg synes, man skal være meget mere ambitiøs omkring den service, det offentlige skal tilbyde. Der bør tænkes mere på, hvilket niveau af service vi ønsker at tilbyde fra den offentlige sektor. Derefter kan der stilles krav til, hvordan teknologien skal støtte op om den vision, så vi sikrer, at digitaliseringen effektiviserer mest muligt. Jeg er af den overbevisning, at de fleste borgere vil være mere tilfredse og langt mere forstående over for f.eks. ventetid i et sagsbehandlingsforløb, hvis de undervejs bliver inddraget og informeret. Med ét slag får man både effektiviseringer og en langt bedre borgeroplevelse – det vil være ægte digital borgerservice, som letter både oplevelsen og de offentlige finanser. Det bør være det offentliges ambition for digitaliseringen fremover!

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5 fokusområder for forbedret borgerinteraktion  

I min dialog med offentlige styrelser oplever jeg et stigende behov for at arbejde med processer omkring borgerinteraktion. Formålet er både at skabe øget tilfredshed og samtidig også at blive mere effektive.

En af hovedudfordringerne er, at man som institution skal sikre, at de interne menneskelige og digitale ressourcer prioriteres rigtigt. Målet er naturligvis, at de forskelligartede borgerbehov imødekommes, uanset hvilket interaktionspunkt borgeren benytter, og hvornår det sker. Da mængden af mulige kontaktpunkter er steget, er kompleksiteten også øget, og der er derfor behov for mere analytisk og automatiseret beslutningsstøtte.

Dårligt planlagt interaktion skaber ressourcespild
Og hvad er faren så, hvis man ikke optimerer og automatiserer? Et eksempel på dårligt anvendte ressourcer kunne eksempelvis være den ekstra (og overflødige) interaktion, der opstår mellem en borger og en sagsbehandler, fordi borgeren ikke føler sig i stand til at udfylde en digital blanket korrekt. Det kan være små ting, der tæller: Borgeren kan for eksempel blive usikker, hvis han/hun ikke får en bekræftelse, efter at blanketten er udfyldt – og henvender sig derfor til sagsbehandleren igen. Et andet klassisk eksempel er, at borgeren ikke kan finde rundt på hjemmesiden og derfor ringer til den travle sagsbehandler i stedet.

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De bedste inden for intelligent kontrol tænker i helheder

Offentlige styrelser arbejder med tilsyn af alt fra sikkerhedsvejledninger til arealstøtte. De bedste formår at tænke i helheder frem for blot ”at sætte strøm til” den eksisterende proces, når de investerer i ny teknologi. 

Mit arbejde som forretningsekspert inden for det område, vi i SAS Institute kalder Fraud Framework, bringer mig vidt omkring i de nordiske landes offentlige administrationer. I den offentlige sektor hedder området kontrol og tilsyn. Det kan være alle former for tilsyn ─ lige fra den velkendte opkrævning af skattegæld til de mere sofistikerede former for tilsyn, som når Sikkerhedsstyrelsen fører tilsyn med, at grillfabrikanter vedlægger tilstrækkelige sikkerhedsvejledninger til deres produkter. Eller når NaturErhvervstyrelsen skal sikre, at betingelserne for udbetaling af arealstøtten til landmænd er overholdt.

Den slags tilsyn kræver en del organisering. Da det nu om stunder er umuligt at nå at føre tilsyn med alle, er der et behov for at udvælge dem, hvor der er størst risiko for, at de begår fejl. Samtidig er der et behov for at organisere tilsynene sådan, at man som styrelse bruger mindst mulig tid på tilsynene. Det har SAS Institute i sit Fraud Framework en løsning på.

Standardsoftware er ikke nok
Det er dog sjældent tilstrækkeligt for en styrelse ”blot” at indkøbe en softwarepakke til administration af tilsynsopgaven. Det er der flere grunde til. Først og fremmest:

  • Der er ikke særlig mange organisationer på verdensplan, der sidder med netop samme problemstilling
  • Lovgivningen på området ændrer sig ofte og vil aldrig være helt ens på tværs af landegrænser

Det er derfor nødvendigt at anskaffe sig en softwareløsning, der let kan tilpasse sig ændringer. Og ikke mindst at opbygge et team af medarbejdere med analytiske kompetencer, der ved, hvordan de kan arbejde med løsningen. Da SAS Institute i sommers holdt en Round Table-diskussion om emnet, kunne vi erfare, at mange af vores samarbejdspartnere i Norden har fokus på denne problemstilling. Read More »

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På vej mod værdibaseret styring i sundhedsvæsnet

healthcare-nurseProfessor Michael Porter, som er manden bag value-based health care, besøger i næste uge Danmark, hvor han holder indlæg på Danske Regioners konference om værdibaseret styring i sundhedsvæsnet. Hvis du ikke allerede er tillmeldt konferencen, vil jeg opfordre dig til at gøre det.

Jeg deltog nemlig på ICHOMS’ årlige konference i Boston i sidste uge, hvor samme tema blev diskuteret, og hvor også Porter holdt indlæg. Personligt er jeg slet ikke i tvivl om, at et værdibaseret fokus i sundhedsvæsnet er vejen frem, hvis sundhedsvæsnet skal kunne håndtere konsekvenserne af den demografiske udvikling i befolkningen og de stigende krav om høj produktivitet, effektivitet og kvalitet.

Men hvad er et sundhedsvæsen med et værdibaseret fokus, og hvordan når vi dertil?

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Agile Marketing for increasing market dynamics

What would you do if you discovered that a completely new type of player entered your market with a ground-breaking approach? This is a situation that almost every industry faces at some point. To mention a couple of examples:

  • The Nordic IT start-up Skype challenged telco’s bread-and-butter telephony together with mobile applications such as WhatsApp eliminating SMS and MMS
  • Streaming services such as Spotify changed the music industry
  • Online companies such as the Danish nemlig.com are trying to change the retail sector
  • In financial services, the insurance value chain is being challenged by companies such NEXT Forsikring
  • In banking, the companies, which are regarded as the biggest threats, are Google and Amazon

The next question to the marketing executive: Are the commercial processes and the marketing plan, which are guiding this, flexible enough? They should be suited for a quick response to a potential threat like some of the above-mentioned – knowing that it might be part of a necessary change of the existing value chain over time. This is where the concept of Agile Marketing becomes of vital importance.

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