Foundations for Complete Healthcare Information Technology (HIT)

GAVS will showcase its healthcare and technology capabilities at Healthcare Information and Management Systems Society (HIMSS) 2018. This is a great opportunity for Companies to leverage GAVS’ expertise in advanced Infrastructure Management Services to continually work on improving their assets for a more sustainable Healthcare System.

Collaborating with GAVS Technologies enables healthcare providers to focus on Smart data (on the type of data that they have, the volume of data, and the validity of that data) instead of just Big Data. It would help ensure that your infrastructure is geared up to meet the challenges of healthcare domain through its expert support from their various infrastructure management services – Automation, Zero Incident Framework, DevOps, Smart Machines and GAVel (their proprietary analytics solution).

Get in touch with GAVS support team for your Healthcare IT Management @

Promote Patient Engagement Initiatives:

Healthcare organizations are making patient engagement and experience a top priority. Engaging patients and providing care that is respectful and responsive to individual needs is key to moving toward a patient-centric care. It also drives improved care and quality, linked to controlling costs and is an important differentiator in an increasingly competitive healthcare market.

GAVS’ Advanced analytics expertise helps to close the gap between the clinicians’ desire to do right by the patient and the ability to do it seamlessly and cost-effectively that collectively redefines the healthcare experience.
As the industry sets its sights on strategic patient experience improvement, research from PwC suggest that the solution is systemic: 73% of provider executives say, balancing patient satisfaction and employee job satisfaction is a barrier to efforts to improve the patient experience.

Cloud Computing

Cloud-based computing in healthcare is trending. The cloud is cost effective and it enables data available when and where it is needed, regardless of location. However, making the adjustment isn’t easy. There are security concerns, interoperability difficulties, technology and compliance challenges. The current estimate is 11% – 17% growth in demand for healthcare resources between 2014 and 2025.

As a Tier-1 Microsoft cloud provider, GAVS can provide cloud support for connected healthcare to support a range of complex, disparate and mission critical applications. It helps hospitals and healthcare providers to use the applications, hardware and services in the ‘pay per use’ model which allows them to avoid heavy capital expenditure on buying and deploying expensive technology.

GAVS helps mitigate these challenges and vulnerabilities to take a significant step in maximizing value for patients and providers alike.

Revenue Cycle Management

Revenue cycle improvement is vital and challenging right now. Whether it’s the pricing transparencies, high deductibles, delivering great patient experiences, managing denials, automating processes, improving workflows or myriad other initiatives, revenue cycle professionals have their work cut out.

Similarly, the revenue cycle management is navigating in a world where patients are at the heart of organizational strategies and their consumer behavior dictates a new level of thinking about financial services.

Factors driving the growth of RCM market include decreasing reimbursements in the healthcare industry, regulatory mandates for the adoption of electronic health and medical records, government initiatives to boost the adoption of RCM solutions, loss of revenue due to billing errors, and process improvements in healthcare organizations.

New research from Future Marketing Insights suggests that investments in healthcare rev cycle software will soar to $43.3 billion by 2022.

Innovation for Connected Health

Connected health technologies are integral to improving cost and care efficiencies while also improving patient outcomes. As more provider organizations embrace these technologies, they’re facing interoperability, regulatory, and cultural challenges that can deter the full benefit of the technology.

GAVS allows connected health organizations to implement lean processes, smart workflows and collaborative care under One Digital platform. Connected health technologies have the promise of bringing patients closer to their care and their caregivers, improving both the practice and the culture of healthcare. The result is a more intuitive means of managing our health.

Machine Learning and AI

Machine learning and Artificial Intelligence in healthcare are real. But this next generation technology is still very nascent, and it comes with big challenges with respect to technology, terminology, and how to introduce this potentially transformative solution to existing healthcare workflows.

While AI and ML promise quality care and management, the technology and industry to support them are still a long way ahead.

AI is exploding in popularity due to the immense power to unleash improvements in cost, quality and access. Growth in the AI health market is expected to reach $6.6 billion by 2021 at a compound annual growth rate of 40 percent. In the next five years, the health AI market will grow more than 10×2 times.

Core Tenets of High Performance


Over the years, we all experience many different positions in our careers. Some of us start right out of our University and others from a former employer but in all cases, with the right attitude and an evolving skill set, our performance can be recognized and consequently, our value increases as well as our responsibilities and compensation.

First, you may ask “What is the right attitude?” I define it by challenging oneself each and every day to learn more, work diligently as a team member to help the company to achieve its goals, and to identify new ideas to make a difference within the company. Do not leave this up to the bosses! They can articulate the strategy but the tactics to achieve the goals must come from the worker bees. Throughout our careers, all of us must consistently approach our jobs with great energy and a burning ambition to seek out new ways to either grow revenues, increase customer satisfaction, become more cost-effective, and to strengthen our risk profile. When addressing each of these tenets, approach them as if you were operating your own company. A corporate culture that allows its employees to challenge directions and ideas, values the opinions of others and recognizes that every idea warrants consideration. Of course, when challenging, it must be done in a respectful and gentle manner so as not to alienate others within the company. This is a fine line and one must learn to navigate through these waters. Let’s now look at the tenets individually.

A. Revenue Growth

What can I do to help in this regard? Foremost, it is important to understand the pain points of your existing and potential customers as well as their corporate objectives. Identify the problems that they are faced with as opposed to first developing solutions in search of a problem. You must walk in the shoes of the customer to better understand their business and their challenges and then suggest to them possible solutions. This is different than selling them your existing products and has the potential of introducing new products that can differentiate you from others that compete in your space. This approach, through innovation, can endear your firm to the client and produce new sources of revenue.

B. Customer Satisfaction

First and foremost, you must recognize that as employees we earn our compensation because we have satisfied clients and without them, there is no paycheck. Initiatives such as Six Sigma, CMMI, ITIL, Balanced Business Scorecards, and Service Level Agreements are all important frameworks that aid us to perform at a higher level and should be followed diligently to perform our duties right the first time and to avoid rework. It is also most important to listen to the voice of the customer instead of pontificating that our way is the best way. The client always knows their client’s needs and frustrations much better than us.

C. Cost Effectiveness

Quite simply, spend the company money as if it is your money. As individual consumers within our households, we normally evaluate the products before buying, we talk to others regarding their experience, we look for alternatives, we get multiple bids, and we negotiate all prices when applicable. These fundamentals should and must carry over to our corporate spending as well. Likewise, before we make an investment, we conduct our research and likewise, before making an investment for your company the proper due diligence must be conducted and internal policies followed to the letter.

D. Risk Management

Risk is prevalent in all that we do and it is our responsibility to understand the risks and to have processes and technology solutions in place to identify and mitigate them before they occur. Types of Risk include financial risk, operational risk, reputational risk, security risk and privacy. Each one of these can wipe out a company no matter their past performance. Having the proper testing algorithms in place is paramount but unfortunately, people are not robots and at times they take shortcuts and policies are not always followed. That is why procedures that have automated or manual checks and balances are most important. Having top-notch Risk Management, Audit, and Compliance Departments staffed by subject matter experts is without question most important but having intelligent and properly trained and diligent workers throughout an organization are paramount. Risk Management is unquestionably on the top of mind for all CEO’s. By better knowing our customers, we can help them mitigate their risk and create opportunities for our firm.

In conclusion, we cannot rely on LUCK to reach our personal and corporate goals. As we know, “Luck is the intersection of Preparation and Opportunity” so we must continuously learn and grow so, that we, our customers, and our corporation prosper and in that way, everybody wins. It is also very important to remember each and every day that “Yesterday is a canceled check, tomorrow is a promissory note, and today is the only day we may have, so spend it wisely”.

William Aimetti, Senior Advisor at GAVS

This article is reproduced from GAVS’ enGAge magazine, May 2018 edition.

Cybersecurity Trends 2018

As much of our physical world becomes digital, cybercrime is becoming more common than ever. The cybersecurity industry is a rapid landscape where as soon as an exploit is discovered, security teams scramble to find a fix while the hackers try to take advantage of it for profit or sometimes just for fun.

Here are the top 10 cybersecurity trends that are going to be prominent in 2018.

Trend 1: Zero trust is back in focus

Cybersecurity industry will see significant disruption in 2018 with sophisticated cyber attacks forcing organizations to turn to the zero-trust security model.

In this approach, the IT team will adopt the “trust nobody” mindset thereby allowing only explicit user access to company systems. With improved technology like the cloud-based systems, authentication and verification will be near-instantaneous. This approach will enable organizations to reexamine their cybersecurity policies and processes.

Trend 2: Deception technologies become the security enablers of IoT and OT

Operational technology (OT) is increasingly enabling the Internet of Things (IoT) in industries such as automotive and manufacturing. The sensors attached to OT devices are typically light-weight devices with minimal storage capacity, which makes embedding encryption chip into them unfeasible.

Organizations are turning to deception technologies to raise their defenses. Here thousands of fake credentials are introduced into the company’s network, which makes it mathematically impossible for cybercriminals to gain access to a legitimate set of user identities.

Once a fake credential is used, the security team is alerted, and an immediate incident response is initiated. Deception technologies also allow organizations to determine exactly how the cybercriminals gained access to the network and analyze their subsequent pattern of attack.

As a result, deception technologies play a significant role in maintaining security across the supervisory control and data acquisition (SCADA) control system architecture, OT, and wider IoT infrastructure.

Trend 3: Demand for behavioral analytics and AI-based identity will increase

Deep learning technique will enable organizations to take behavioral analytics and AI to a new security level. Through deep learning, the machines will educate themselves and will start undertaking highly granular analyses of users’ activities. This provides organizations with an additional layer of defense over and above standard authentication methods.

In 2018, we will see more security vendors starting to integrate AI into their products to improve their ability to detect cyber threats.

Trend 4: Automated threat-seekers are the new norm

Access to threat intelligence about the latest types of attacks and tactics is critical but is of no use if it’s not utilized to proactively prevent the attack.

Automated threat-seekers are essentially machines that can make decisions on behalf of humans. Enabled by artificial intelligence, they continuously scan an organization’s environment for any changes that might indicate a potential threat. They learn from what they discover and then take proper actions.

Trend 5: Blockchain is the disruptor force

Blockchain in the security realm is an emerging technology that allows organizations to boost cyber security and IAM (Identity and Access Management) features. Blockchain allows a digital ledger of transactions to be created and shared among participants via a distributed network of computers.

The Blockchain system can detect suspicious online behavior and isolate the connection, giving the user restricted access until the transactions have been sanctioned by system administrators or the IT security team.

The typical use case for blockchain includes assisting in forensic investigations. For example, an organization that had confidential intellectual property stolen can take their immutable ledger to court and prove that an unauthorized person extracted or copied a set of data.

Trend 6: New GDPR regulations

On May 25, 2018, the new General Data Protection Regulation (GDPR) will come into effect and according to a Forrester report, as many as 80% of the companies that will be affected by it will not be compliant. The report also claims that 50% of these companies will choose not to comply, as they claim that the cost of compliance outweighs the risks. But companies that are non-compliant could face the hefty fines and the announcement of non-compliant companies on the public website.

Trend 7: Biometrics as part of two-factor authentication

Biometric authentication is becoming more commonplace in everyday technology devices, including mobile phones and tablets. Fingerprints are used to unlock phones for a few years now and the latest is the face recognition technique. This is already facing trouble with reports of phones being unlocked by using masks thus bypassing the recognition software.

This highlight the importance of always relying on two-factor authentications. The best practice is to use biometric authentication as a first layer which may provide instant access to some data, but a passcode should also be needed to unlock deep data. This will keep individuals protected in the event of hackers gaining access to biometric data through photos or forced entry.

Trend 8: Quantum Technology

The onset of quantum computing will strain the existing security measures. Quantum technologies such as high-quality entropy coupled with highly capable key and policy managers can provide a strong security foundation.

Maturing quantum key distribution systems incorporating free-space key exchange protected by the laws of physics and hence protected from quantum computing attacks will provide a strong line of defense against these new quantum computing attacks.

Trend 9: AI powered attacks

AI/Machine Learning (ML) software can learn from the consequences of past events to help predict and identify cybersecurity threats. However, security professionals are concerned that hackers will use AI to launch even more sophisticated cyber-attacks.

For example, AI can be used to assist hackers to crack passwords by narrowing down the number of possible correct passwords based on geography, demographics and other such factors.

Trend 10: More sandbox-evading malware

In recent years, sandboxing technology has become an increasingly popular method for detecting and preventing malware infections. However, cybercriminals are finding more ways to evade this technology. For example, new strains of malware are able to recognize when they are inside a sandbox and wait until they are outside of the sandbox before executing the malicious code.

With the complexities of today’s landscape and the growing cybersecurity skills gap, machine learning is critical to resource allocation. When organizations integrate data sciences into their security program and have machines do what people used to do, they can redeploy human intelligence to focus on bigger, more complex problems.

Orchestration and automation are giving enterprises the ability to contextualize the data so that they can adopt technological advances that help automate processes and be better equipped to defend evolving environments.
Finally, it is important that organizations to work together and share any information they have about potential threats, security innovations, and other data. With increased sharing of information, organizations can maximize their capabilities to withstand material threats to the business, mitigate risk and achieve security growth in 2018.

Seven Tips for Leading IT Modernization and Digital Transformation


When considering the impact of digital technologies, Jeffrey Immelt, General Electric’s former CEO and chairman of the board, said businesses either embrace the future or they will find themselves not able to satisfy their customers. Today, US companies are changing their business strategies to focus on productivity improvements that enable organizations to run faster and create better products and services while continually scaling to handle growth. But the approach companies need to take to achieve these objectives is quite different and much more complicated than in the past.

To meet this productivity mandate, companies look primarily to hybrid cloud, agile / DevOps, more deeply embedded security and rethinking the end-user compute workspace. These are basically four big journeys. Over the next few years, companies will dedicate substantial focus and resources to ensure successful journeys in IT modernization and digital transformation.

IT modernization and digital transformation are occurring in companies at the same time but are driven by different stakeholders towards each other. The goal of IT modernization is to enable support systems to support the digital transformation. Digital transformation’s objective is to accomplish business goals at speed, and that speed requires IT modernization. Companies undertaking these journeys can build a foundation flexible enough to support new business models that deliver greater value to customers, employees and stakeholders.

Each of the four journeys require change that cuts across technology, people, process, talent and philosophy. Understandably, the enormity of change requires highly effective leaders to drive the business to achieve the objectives. Here are seven tips that are essential for these leaders.

1. Understand where to focus in IT modernization

As companies move to modernize IT, leaders must understand that this effort is quite different and much more complicated than transformation in the past. Historically, it was largely about implementing software and technology and scaling it up. As companies move into modernizing IT, they enter a fundamentally different world. Instead of focusing on unit costs as in the past, leaders today must ensure their companies focus on design and business model change or service model change.

Companies now must spend much more time and value on design. And it’s not just upfront design; it’s an ongoing journey of design. This is a key aspect of the leadership approach for driving change through IT modernization.

2. Collaborate with third parties

A significant change from the past is that the focus on design stresses the way companies interact with third parties in IT modernization. The normal large total contract value (TCV) where a company commits to a scope of work of three to five years must change to a much more flexible set of third-party relationships that align well with the DevOps / agile methodology.

No organization is an island. These transformations are very big, very difficult and require third-party assistance. But third parties must be more collaborative in the way they assist clients today, and the way clients procure services with third parties differs from traditional strategies.

Before, requests for proposal (RFPs) focused first on costs and service levels, which were based on a defined service at a low cost. This strategy breaks down in today’s digital world with agile journeys using DevOps teams. The traditional arms-length procurement process doesn’t work well in a digital context because a DevOps environment requires joint solutioning and deep, joint engagement on design.

3. Know that PMO management is a high risk

IT modernization is not an event-driven outcome; it’s a big journey. Thus, it changes the traditional use of a Project Management Office (PMO). Although PMOs are effective in tracking outcomes and directing resources and investments for projects, they are not known for orchestrating change. In fact, the track record of PMOs for successfully driving and achieving change in complex transformation initiatives is very low. Furthermore, a PMO lacks the ability to change a design.

In transformation initiatives where change impacts multiple parts of the company, having a PMO manage the initiative and vesting too much accountability and trust in a PMO carries a high risk of failure.

4. Ensure rethinking and integration

As companies automate and software-define their business, service starts to take priority over function. Leaders must reorganize their resources into cross-functional teams of IT engineers and business folks rather than functional teams focused on typical IT concerns such as servers, networks, security, apps, etc. The cross-functional teams in a DevOps environment ensures a high degree of integration across business services and goals.

I can’t overstate how important this orientation shift is. Focusing on functions doesn’t drive value impact. When a company instead takes ownership responsibility for a service, it can focus on what really matters in driving value.

Part of the challenge of a business model change is the dramatic change required to rethink the existing organization and align it with the new digital realities to meet the business goals. Leaders driving change must guide their companies through systematically reviewing old precepts and assumptions, many of which companies no longer realize they have in place.

5. Manage urgency and end-to-end disruption

At the same time as companies undertake a substantial modernization effort, many are also increasing commitment to drive digital transformation. Again, these are very big journeys. Digital transformation journeys focus on specific competitive advantage goals. They typically are anchored in some form of a customer experience (delivering more value and satisfaction), employee experience (the ability to attract and retain talent) or orchestrating more value in the ecosystem in which a company operates. The goals of these journeys are to improve the overall experience to create greater value.

Digital transformation journeys differ from IT modernization journeys only to the extent that they are driven by the business, typically by the CEO or the most senior members of the leadership team. These journeys include a business imperative and urgency.

Effectively, digital journeys reverse the importance of the criteria in IT modernization. Digital journeys begin with the business impact – the value to the company – and then quickly move to the speed (how to create that value quickly and effectively) – and finally deal with creating a cost-effective way to achieve the business impact.

Digital journeys use largely the same set of technologies and techniques as IT modernization uses, but they focus technologies and techniques relentlessly on the goals for customer, employee or ecosystem experience at speed. Once companies embark on such a journey, leaders need to drive change end to end. Developing a polished front end quickly calls for a retooling of the supporting systems, policies and processes throughout the company. Leaders must drive significant change, and this usually means managing company-wide disruption.

6. Manage through an iterative approach

One of the major differences in IT modernization and digital transformation journeys compared to transformation initiatives in the past is the amount of change the IT organization undergoes today. As I stated already, these are big journeys that drive extensive change. Consequently, the waterfall approach or the event-driven approach to initiatives breaks down. With so many massive moving parts and tight deadlines, leaders must take an agile approach and manage through an iterative journey.

An iterative approach, with phases focused on specific goals, empowers people to understand their roles in the big picture and helps them focus on the accomplishments rather than a mountain ahead of them. This agile approach (which is similar to the software start-up funding approach) has built-in mechanisms at each phase to allow for changes in the plan design.

An iterative approach also enables effective funding. Instead of budgeting up front for a long-term journey that inevitably will encounter necessary alterations, leaders gain upfront commitment for investing in the journey but use the funds only at the time they are needed in each phase.

7. Don’t use traditional change management techniques

Finally, leaders must ensure the company doesn’t overlook the necessity of aligning all operating aspects and services end to end with the new model. IT isn’t the only area of the business that needs to change its status quo to succeed on these journeys. Alignment may involve changes to policies, processes, talent models, budgeting, hierarchy, governing and more.

To succeed on these journeys, leaders must recognize that traditional change management techniques (such as assigning internal process owners with responsibilities for driving change) will cause the company to fall dramatically short of its goals in IT modernization and digital transformation. At the heart of making progress on these journeys is the leader’s responsibility to make sure the organization behaviors and decisions are aligned with the overall thinking around where the company is headed.

Certainly, there are leadership challenges in managing IT modernization and digital transformation journeys. But I see stunning successes in companies that use these seven tips as the foundation for mind-sets and decisions on these crucial journeys for creating and delivering new value.

Peter Bendor-Samuel, CEO and Founder – Everest Group

This article is reproduced from GAVS’ enGAge magazine, May 2018 edition.