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Managing IT as a Collaborative Business

Managing IT as a Collaborative Business. Winning Through People, Processes and Technology. Agenda. Alere Health Overview Background The Challenge The Solution Approach The Results. Alere Health Overview. $435 million subsidiary of Alere, Inc ($3 billion global organization)

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Managing IT as a Collaborative Business

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  1. Managing IT as a Collaborative Business Winning Through People, Processes and Technology

  2. Agenda • Alere Health Overview • Background • The Challenge • The Solution Approach • The Results

  3. Alere Health Overview • $435 million subsidiary of Alere, Inc ($3 billion global organization) • Health management services company – provide personal health support solutions • Clinical outreach and health coaching • Diagnostic tools and home monitoring services • Wellness solutions • Health information technology • Primary customers • Health insurers • Self-insured employers • ~3600 employees in total, 400 in IT

  4. Background • Formed in 2008 through acquisition • Matria Healthcare • ParadigmHealth • Alere Medical • Entrepreneurial organizations – each with their own technology platforms/applications, development methodologies, and cultures • Merged the three separate IT organizations under one management team, but they continued to operate as independent silos • Relatively unsophisticated IT processes across the combined organization • Began building replacement enterprise platform in 2009 • Built on Pega BPM platform

  5. System Convergence into Single Platform ICM PHR Trax DM Healthy Living Program Cor Connect eCor & Care Connect ICM Gemini Allegro Trax CM Trax CS Legacy Portal Health Coaching Private Label Website Allegro PCMS NICU PCMS Triage (CareAlerts) 16 legacy applications acquired through merger and acquisition consolidated into Apollo platform starting in 2009 Apollo provides single longitudinal patient record accessible by all Alere Health users Apollo Platform Mobile (MyaTM) Clinical Platform Health Portal

  6. Background • Experienced start-up issues with new Apollo platform • New technology to the organization • System complexity • Need for new and enhanceddevelopment and QA processes • Migrated clients from stable legacy platforms to new Apollo platform with its challenges

  7. Background • Perfect storm for IT organization • System quality and performancechallenges • Defect volumes and defect aging were growing • Much dissatisfaction from internal and external constituents • Clients • Executive management • Clinical operations • Sales and client services • Internal dissent and finger-pointing within IT organization

  8. The Challenge • Improve quality and performance of the Apollo platform • Complete remaining client migrations • Deliver functional enhancements requested by customers and the market place • Improve satisfaction of our constituents • Clients • Executive management • Clinical operations • Sales and client services • Increase maturity of IT organization and processes

  9. The Solution Approach • Commitment to transparency with each constituency and each other • Acknowledge and address issues head-on in an objective, non-defensive manner • No hidden agendas • Focus on facts, minimize emotions • Work collaboratively with each constituency • Actively seek to understand their issues • Agree on course of action • Metrics to measure and report progress • Regular, on-going communications – both formal and informal • IT liaison for each constituency • Front door to IT organization • Champion for the constituency within IT

  10. The Solution Approach • Drive increased maturity into IT processes – evolutionary, continuous improvement • Development and QA processes • Change control processes • Root cause analysis • IT management processes • Enhanced documentation • Consistency across teams • Focus on driving improvement into the processes rather than punishing the guilty • Enhanced communications to break down silos

  11. The Results • Dramatic improvements in platform quality and performance • Significant improvements in client satisfaction – measured via formal client satisfaction surveys • Dramatic improvements in working relationships with constituents and with each other • We found we actually like each other • We assume the best of each other rather than the worst • IT is no longer a 4-letter word

  12. The Results

  13. The Results – Across All Platforms

  14. Questions

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