S P E C I A L I S T I N S I G H T
Despite progress , the report indicates a lack of robust data management capabilities in many organisations . What steps should life sciences companies take to establish a common framework and standards for data handling in connected health ?
In the absence of good-quality data , connected health technology will be ineffectual . Patient data is also highly sensitive and must be properly protected . So , there is still work to be done . Less than 50 % of organisations surveyed have mature capabilities in data aggregation , design for data interoperability and data analysis . Less than half of those surveyed consider themselves ready for data privacy laws .
In short , organisations know that they must invest in the right foundations to derive the greatest benefits from connected health . In practice , this means outlining the roles and responsibilities of different parties in a data management process and standardising data across the enterprise to enable interoperability . Organisations should also make sure they choose the right operating model for their data management , be it a centralised or a hub-andspoke model or a mixture of the two , depending on their data maturity .
Finally , collaborating with the right partners in a datadriven ecosystem will be important to promote the sharing of insights to improve patient experience and boost operational efficiency .
The report points out a shortage of technical skills in areas like AR / VR and Generative AI . How can organisations effectively upskill their existing workforce , and what strategies should they employ to attract new talent with these specialised skills ?
There ’ s no one-size-fits-all solution . Every organisation will be different , so they need to take a tailored approach to upskilling employees in new technologies . First , they should define the skills they need to deliver the suite of connected health products that will provide the most value to their customers . Their existing employees will likely already have the potential to meet many of those skill sets , so it is the responsibility of the organisation to provide tools to help those employees assess their strengths and develop those talents that they may not be using in their day-to-day roles . It is important to communicate the benefits of upskilling to employees , showing how they can become more employable and at the same time help the business achieve its objectives to provide better care to patients .
When designing internal training programmes , or choosing a training partner , organisations should consider how to make the learning process as engaging as possible . At Capgemini , one of our business units uses ‘ gamified ’ learning platforms where employees can win points and certificates upon completing a new training course . Once employees have had a chance to train in new skills , they also need a chance to exercise those skills in a real-world context . Strong training capability also has a role to play when attracting new talent with specialised skills . Alongside the normal considerations like remuneration and opportunities for progression , research has shown that 63 % of employees would prefer to join an organisation that is known for its upskilling programmes so they can develop their skills further .
What do you believe are the most critical next steps for life sciences organisations to ensure the successful and sustainable growth of their connected health initiatives over the next five years ?
In the report , we set out seven practical recommendations to harness the full potential of connected health and drive the best possible business and patient outcomes .
First , organisations must define and articulate the vision and value proposition for connected health . They should consider the therapeutics area or connected solutions that will provide them and their patients with the most value . They should then concentrate on designing digital product offerings that deliver the proposed value . This means measuring the usability and effectiveness of the solution to ensure that it is meeting healthcare and wellness needs at every step .
To achieve this , it will be necessary to develop scalable , secure and compliant data infrastructure and operations . Organisations should establish robust data and analytics frameworks to facilitate the aggregation , management and processing of health data , ensuring it is accessible and reliable for advanced analytics . They should then turn their attention to enhancing capabilities in digital , engineering and humancentric design , developing a laser focus on innovation and human-centric design , while never losing sight of complex regulations and stringent data security requirements .
Along this journey , they should engage with partners , alliances and early-stage innovators to share expertise and capabilities . This involves seeking out external expertise , technologies and resources when they are not available inhouse to accelerate innovation .
Alongside this , they should also take measures to bridge the talent gap , upskill existing staff , hire talent , partner with startups , or hire contract workers to address talent shortages .
Finally , they should develop robust quality assurance processes to ensure regulatory compliance . These frameworks should set out standard operating procedures at every step , from design to development , to testing , to operations , to launch and post-launch . �
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