digital report industry_forum_healthcare_2016_ch

Target group survey:

Future investments and development projects of the top decision makers of the largest healthcare sector organizations in Switzerland

8. - 9.3.2016 Seedamm Plaza, Pfäffikon

IndustryForumHealthcare Management Events Managem

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top 3 report

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Table of contents

Infographic summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

About the survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Healthcare sector specific investment plans . . . . . . . . . . . . 7

Strategy and development . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Human resource management . . . . . . . . . . . . . . . . . . . . . . 11

Financial management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Innovations and product development . . . . . . . . . . . . . . . 13

IT management and process development . . . . . . . . . . . . 14

Analytics, business intelligence and big data . . . . . . . . . . . 18

Infographic summary

InvestmentScopeBased upon Management Events Executive Trend Survey

in-depth interviews

online responses

47

54

Healthcare sector survival through restructuring

Analytics is the #1 IT investment

Critical development priorities for future healthcare leaders

Focus on qualified personnel

Top healthcare sector decision makers of the largest organizations in Switzerland

• Director General • Development Director • Department Director • CIO• IT Director for unit/department • HR Director

77% organizational restructuring

50%adoption of new technologies

In an era of heightened competition and digitalization, healthcare sector organizations are focusing on:

3.

Hospital and patient information systems

Improving process efficiency through digitization and automation

Improving employee productivity

82%of the surveyed decision makers will invest in hospital and patient information systems within the next 18 months.

2.1.

4. Lean healthcare

82%recognized a need for renewing the operating model of HR

76%are focusing on employee retentionmanagement

59%are investing in leadershipdevelopment

45%

57%are currently planning to utilize big data.

of the surveyed decision makers recognize analytics and big data as a source of innovation and competitive advantage.

8. - 9.3.2016 Seedamm Plaza, Pfäffikon

IndustryForumHealthcare


This report identifies future investments and development projects of the largest healthcare sector organizations in Switzerland .

The report is based on responses from 54 decision makers from 38 organizations we surveyed as part of Management Events’ Executive Trend Survey .

The decision makers were researched in terms of their decision-making responsibilities, upcoming development initiatives and their outlook for the next 18 months .

About the survey

Our recent Executive Trend Survey is the 9th in the ongoing series of Management Events Surveys’ studies covering strategic development initiatives and investment actions of the largest organizations . The online survey was conducted between March and May, 2015 .

Annually we survey over 20,000 decision makers and produce more than 200 reports . Our aim is to provide actionable insights to the solution providers and decision makers participating in our events. The report is confidential and cannot be used for marketing purposes .

Marcel Leuenberger

Project Manager

Management Events

+358 (0)9 6815 9129

marcel .leuenberger@managementevents .com

www .managementevents .com

For further information

The full report will be available soon!

For information about events on this topic, see our Event Calendar »

http://www.managementevents.com/events/


Results

The following chapters present the development projects in the next 18 months .

The results are categorized by the following topics:

» Summary: Key development initiatives and ICT investment plans

» Healthcare sector specific investment plans

» Strategy and development

» Human resource management

» Financial management

» Innovations and product development

» IT management and process development

» Analytics, business intelligence and big data


Summary

Key development initiatives

Decision makers from 38 organizations defined their key development initiatives and ICT investment plans within the next 18 months .

ICT investment plans

Development projects related to business intelligence and big data investments are presented in detail later on in the report.

14

9

4

3

2

Analytics, business intelligence and bigdata

ERP solutions

Enterprise mobility

Information and cyber security

Cloud services

31

28

23

19

17

16

14

14

13

13

Hospital and patient information systems

Improving process efficiency throughdigitization and automation


Lean healthcare

Improving customer and end userexperience across channels

Improving decision making through theefficient use of data

Renewing the operating model of HR

Modernization of legacy systems

Creating new digital products andservices

Employee retention management

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Healthcare sector specific investment plans

Key development initiatives of the healthcare sector

Decision makers from 35 organizations defined their healthcare sector specific investment plans .

31

19

12

12

11

8

7

5

Hospital and patient informationsystems

Lean healthcare

Patient self-service solutions

Operation room technologies

Hospital logistics solutions

Facility and property management

Laboratory technologies

Imaging solutions


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Strategy and development

Strategic development initiatives

Decision makers from 32 organizations defined their plans and projects in strategy and development .

Change in number of employees

The respondents were asked how they expect their organization’s number of employees to change within the next 18 months.

25

17

16

15

15

14

9

Organizational restructuring

Talent acquisition and development

Adoption of new technologies

Product and service renewal

Business process renewal

Customer experience development

Development of enterprise riskmanagement

Increase48 %

Stay the same39 %

Decrease13 %


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Impact of digital technologies

The respondents were asked to rate the impact of digital technologies in their organization within the next 18 months.

Now In 3 years' time

Significantimpact

Moderateimpact

No impactSignificant

impactModerate

impactNo impact

Mobility 40 % 47 % 9 % 53 % 42 % 5 %

Cyber security 40 % 37 % 21 % 47 % 37 % 12 %

Analytics and big data 23 % 47 % 21 % 43 % 38 % 14 %

Cloud services 14 % 41 % 34 % 24 % 55 % 19 %

Social media 11 % 59 % 23 % 33 % 56 % 5 %

Artificial intelligence and robotics 9 % 40 % 42 % 21 % 44 % 28 %

3D printing 7 % 5 % 69 % 7 % 29 % 43 %

Internet of things 2 % 19 % 55 % 7 % 21 % 43 %

Augmented reality 2 % 21 % 55 % 5 % 34 % 37 %



Digital development priorities

28

23

17

16

13

9

6

5

Improving process efficiency throughdigitization and automation


Improving customer and end userexperience across channels

Improving decision making through theefficient use of data

Creating new digital products and services

Creating digital marketing and saleschannels for current products and services

Creating digital ecosystem with otherorganizations or industries

Optimization of manufacturing and supplychain


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Human resource management

Human resource management

Decision makers from 17 organizations defined their plans and development projects in human resource management .

HRM systems

14

13

13

10

10

9

8

8

Renewing the operating model of HR

Employee retention management

Optimization of occupational healthcare

Strategic workforce planning

Leadership development

Integrating HR and business strategy

Recruitment and staffing services

Succession planning

10

9

8

7

5

4

4

4

E-learning solutions

HR reporting and analytics solutions

Employment lifecycle managementsolutions

E-recruitment solutions

Employee performance managementsolutions

Talent management solutions

Time and attendance managementsolutions

Employee/supervisor self-services


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Financial management

Financial management

Decision makers from 14 organizations defined their plans and development projects in financial management.

Current state of finance function

The respondents were asked to evaluate the state of the finance function in their organization.

Ability to develop overall corporatestrategy

Ability to deliver cost efficiencies acrossorganization

Capabilities to support business byseeking new business opportunities

Capabilities to respond to regulatorychanges

Skills and competence of the financeworkforce to match future needs

Real-time visibility to organization'sprofitability

Capabilities to convert data intobusiness insight

Excellent Good Average Poor

10

7

7

7

6

5

5

5

Improving speed and accuracy offinancial reporting

Managing acquisitions and divestitures

Increasing flexibility in planning andforecasting

Improving competitive intelligencecapabilities

Improving enterprise risk managementcapabilities

Optimization of working capital

Integrating data across organization

Improving product and customerprofitability analysis


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Innovations and product development

Innovations and product development

Decision makers from 12 organizations defined their plans and development projects in innovations and product development .

10

8

7

6

5

5

Project management solutions

Project and portfolio management

Developing organization's innovationcapability

Lean methods in product development

Management models for innovation anddevelopment

Process and operation modelinnovations


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IT management and process development

Top priorities in IT

Decision makers from 33 organizations defined their plans and development projects in IT management and process development .

19

16

16

11

8

Improving process efficiency and agility

Improving customer and end userexperience

Improving employee productivitythrough technology

Delivering cost efficiencies

Mitigating technology risks and ensuringbusiness continuity


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Key advantages of digital technologies

Analytics and big data

Cloud services

Internet of Things

Mobility

Social media 10 %

6 %

44 %

No significant advantage expected

Source of innovation and competitive advantage

Improved customer and user experience

Increased efficiency

35 % 30 % 45 % 10 %

21 %

22 %

1 %

39 % 11 %

4 % 1 %

15 % 12 %

6 %

4 %

0 % 15 %


IT outsourcing

The respondents were asked to define how their organization’s IT purchases will develop within the next 18 months.

IT spending


Involvement of corporate procurementdepartment in IT purchases

IT spending by non-IT departments

Use of cloud services

Overall IT spending

Increase Stay the same Decrease

Sourcing of IT projectmanagement services

Sourcing of IT consultingservices

Sourcing of managed services

Software testing outsourcing

Help desk and user supportoutsourcing

Infrastructure outsourcing

Application outsourcing

Increase Stay the same Decrease


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Management of IT operation


14

10

9

9

8

6

6

6

5

Modernization of legacy systems

Increasing scalability and flexibility in IToperations

Improving agile and lean developmentcapabilities

Improving IT project delivery performance

Improving quality assurance and testingcapabilities

Developing new skills to supportemerging technologies

Service integration and management(SIAM)

Application portfolio rationalization

Enterprise architecture programs


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The respondents were asked at which stage their organization is in utilizing big data. The respondents were able to choose more than one option.

Stage of utilizing big data

Decision makers from 14 organizations defined their plans and development projects in analytics, business intelligence and big data .

Analytics and business intelligence

Analytics, business intelligence and big data

10

9

8

6

6

6

5

5

Reporting automation

Defining performance indicators

Data integration and harmonization

Integration of internal and externalinformation

Reporting solutions and platforms

Management dashboard solutions

Information quality management

Management reporting development

0

1

8

5

We utilize big data

We are currently piloting or implementingbig data projects

We are currently planning to utilize bigdata

We do not have current plans for utilizingbig data


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At Management Events, we have developed a unique concept to gather top-level decision makers and solution providers together - delivering value for both parties . We organize over 180 events annually in 11 countries .

Management Events Surveys, part of Management Events Group, provides actionable insights for solution providers and business decision makers, helping them to gain better understanding of the near future challenges and opportunities .

Annually, we survey over 20,000 decision makers online and interview an equivalent number of senior executives in person . We produce more than 200 reports a year including insights into strategic development initiatives, investment actions and C-level priorities .

www.managementevents.com

The full report will be available soon!

For information about events on this topic, see our Event Calendar »

http://www.managementevents.com

http://www.managementevents.com/events/

https://www.facebook.com/meresearchnews

http://www.linkedin.com/company/management-events

https://twitter.com/ME_intl

http://www.youtube.com/user/ManagementEvents

digital report industry_forum_healthcare_2016_ch

Health & Medicine

development projects

process development

healthcare sector survival

surveyed decision makers

lean healthcare

product development

leadership development

financial management