On February 18, 2021, I was attending a video conference, with my laptop perched on my standing desk while I was furtively stealing a glance at the TV in my study. I was excitedly keeping up with the Perseverance Rover that was about to land at the Mars. I was mesmerized by space odyssey and was nervous about the ‘seven minutes of terror’ – when the engineers overseeingthe landing would not be able to guide or direct the Perseverance landing as it would take a while to establish or send any communication from Earth to Mars. Hence, the rover would have to perform a landing by itself, with no human guidance involved.
During this time, I thought I saw a masked lady with a ‘bindi’ on her forehead at the NASA control room who was, in her well-modulated American accented voice, giving us a live update of the Rover.
And since that day, Swati Mohan has been all over the news. We have got to know that Mohan was born in Bengaluru, Karnataka, India, and emigrated to the United States when she was one year old. She became interested in space upon seeing Star Trek at age 9. She studied Mechanical and Aerospace Engineering at Cornell University, and did her master’s degree and Ph.D. in Aeronautics and Astronautics at Massachusetts Institute of Technology.
Swati Mohan is the lead for the Navigation and Controls (GN&C) Operations for the Mars project. She led the attitude control system of Mars 2020 during operations and was the lead systems engineer throughout development. She played a pivotal part in the landing which was rather tricky.
This led me to ruminate about women and how they have challenged stereotypes and status quo to blaze the trail, especially in STEM.
I have been fascinated from the time I got to know that the first programmer in the world was a woman, and daughter of the famed poet, Lord Byron, no less. The first Programmer in the World, Augusta Ada King-Noel, Countess of Lovelace nee Byron; was born in 1815 and was the only legitimate child of the poet laureate, Lord Byron, and his wife Annabella.
As a teenager, Ada’s prodigious mathematical talents, led her to have British mathematician Charles Babbage, as her mentor. Babbage is known as ‘the father of computers’. Ada translated an article on the Analytical Engine, which she supplemented with an elaborate set of notes, simply called Notes. These notes contain what many consider to be the first computer program—that is, an algorithm designed to be carried out by a machine. As a result, she is often regarded as the first computer programmer.
Six women—Francis “Betty” Snyder Holberton, Betty “Jean” Jennings Bartik, Kathleen McNulty Mauchly Antonelli, Marlyn Wescoff Meltzer, Ruth Lichterman Teitelbaum, and Frances Bilas Spence were associated with the programming of the first computer ENIAC. They had no documentation and no schematics to work with. There was no language, no operating system, the women had to figure out what the computer was, and then break down a complicated mathematical problem into very small steps that the ENIAC could then perform. They physically hand-wired the machine, using switches, cables, and digit trays to route data and program pulses. This might have been a very complicated and arduous task. So, these six women were the programmers for the world’s mainframe computers.
The story goes that on February 14, 1946 The ENIAC was announced as a modern marvel in the US. There was praise and publicity for the Moore School of Electrical Engineering at the University of Pennsylvania, the inventors of ENIAC the first computer, Eckert and Mauchly were heralded as geniuses. However, none of the key programmers, all the women were not introduced in the event. Some of the women appeared in photographs later, but everyone assumed they were just models, perfunctorily placed to embellish the photograph.
One of the six programmers, Betty Holberton went on to invent the first sort routine and help design the first commercial computers, the UNIVAC and the BINAC, alongside Jean Jennings. These were the first commercial mainframe computers in the world.
It behooves us to walk down the pages of history and read about women who had during their time decided to #choosetochallenge and celebrate the likes of Swati Mohan who have grown tall on the shoulders of the first women programmers.
About the Author –
Sumit brings over 20 years of rich experience in the international IT and BPO sectors. Prior to GAVS, he served as a member of the Governing Council at a publicly-traded (NASDAQ) IT and BPO company for over six years, where he led strategic consulting, IP and M&A operations.
He has managed global sales and handled several strategic accounts for the company. He has an Advanced Professional Certificate (APC) in Finance from Stern School of Management, NYU, and is a Post Graduate in Management from IIM. He has attended the Owners President Management Program (OPM 52) at HBS and is pursuing a Doctorate in Business Administration at the LeBow School of Business, Drexel University.
He has served as an Adjunct Professor at Rutgers State University, New Jersey teaching International Business. He speaks at various industry forums and is involved in philanthropic initiatives like Artha Forum.
A pertinent question for the post COVID workforce is, can empathy be learnt? Should it be practiced only by the leaders, or by everyone – can it be seamlessly woven into the fabric of the organization? We are seeing that dynamics at play for remote teams is little unpredictable, making each day uniquely challenging. Empathy is manifested through mindful behaviours, where one’s action is recognized as genuine, personal, and specific to the situation. A few people can be empathetic all the time, a few, practice it consciously, and a few are unaware of it.
Empathy is a natural human response that can be practiced by everyone at work for nurturing an environment of trust. We often confuse empathy for sympathy – while sympathy is feeling sorry for one’s situation, empathy is understanding one’s feelings and needs, and putting the effort to offer authentic support. It requires a shift in perspective, and building trust, respect, and compassion at a deeper level. As Satya Nadella, CEO, Microsoft says, “Empathy is a muscle that needs to be exercised.”
Here are three ways to consciously practice empathy at work –
Going beyond yourself
It takes a lot to forget how we feel that day, or what is priority for us. However, to be empathetic, one needs to be less judgemental. When one is consciously practicing empathy, one needs to be patient with yourself, your thoughts, and not compare yourself with the person you are empathizing with. If we get absorbed by our own needs, it gets difficult to be generous and compassionate. We need to remember empathy leads to influence and respect, and for that we should not get blind sighted by our perceptions.
Being a mindful and intentional listener
While practicing empathy, one has refrain from criticism, and be mindful of not talking about one’s problems. We may get sympathetic and give unsolicited advice. Sometimes it only takes to be an intentional listener, by avoiding distractions, and having a very positive body language, and demeanour. This will enable us to ask right questions and collaborate towards a solution.
Investing in the person
Very often, we support our colleagues and co-workers by responding to their email requests. However, by building positive workplace relationships, and knowing the person beyond his/her email id, makes it much easier to foster empathy. Compassion needs to be not just in words, but in action too, and that can happen only by knowing the person. Taking interest in a co-worker or a team member, beyond a professional capability, does not come out of thin air. It takes conscious continuous efforts to get to know the person, showing care and concern, which will help us to relate to the myriad challenges they go through – be it chronic illness, child care that correlates to his/her ability to engaged at work. It will enable us to personalize the experience, and see the person’s point of view, holistically.
When we take that genuine interest in how we make others feel and experience, we start mindfully practicing empathy. Empathy fosters respect. Empathy helps resolves conflicts better, empathy builds stronger teams, empathy inspires one another to work towards collective goals, and empathy breaks authority. Does it take that extra bit of time to consciously practice it? Yes, but it is all worth it.
Padma is intrigued by Organization Culture and Behavior at workplace that impact employee experience. She is also passionate about driving meaningful initiatives for enabling women to Lean In, along with her fellow Sheroes. She enjoys reading books, journaling, yoga and learning more about life through the eyes of her 8-year-old son.
“Privacy means people know what they’re signing up for, in plain language, and repeatedly. I believe people are smart. Some people want to share more than other people do. Ask them.” – Steve Jobs
However futile a piece of data is today; it might be of high importance tomorrow. Misuse of personal data might lead to devastating consequences for the data owner and possibly the data controller.
Why is Data Privacy important?
For us to understand the importance of data privacy, the consequences of not implementing privacy protection must be understood. A very relevant example to understand this better is the Facebook-Cambridge Analytica scandal which potentially led to canvassing millions of Facebook users for an election without users’ explicit consent.
To answer one long standing argument against privacy is that “I do not have anything to hide and so I do not care about privacy”. It is true that privacy can provide secrecy, but beyond that, privacy also provides autonomy and therefore freedom, which is more important than secrecy.
How can businesses benefit by being data privacy compliant?
Businesses can have multifold benefits for complying, implementing, and enforcing privacy practice within the organization. Once an organization is compliant with general data privacy principles, they also become mostly compliant with healthcare data protection laws, security regulations and standards. This reduces the effort an organization has to go through to be compliant on several other security and privacy regulations or standards.
How can businesses use privacy to leverage competition?
With privacy being one of the highly sought out domain after the enactment of GDPR regulation for the EU followed by CCPA for USA and several other data protection laws around the world, businesses can leverage these for competitive advantage rather than looking at privacy regulations as a hurdle for their business and just as a mandatory compliance requirement. This can be achieved by being proactive and actively working to implement and enforce privacy practices within the organization. Establish regulatory compliance with the customers by means of asking for consent, being transparent with the data in use and by providing awareness. Educating people by providing data user centric awareness as compared to providing awareness for the sake of compliance is a good practice and thus will result in increasing the reputation of the business.
Why is privacy by design crucial?
Business should also focus on operations where implementing ‘privacy by design’ principle might build a product which would be compliant to privacy regulations as well as security regulations and standards through which a solidly built future proof product could be delivered.
The work doesn’t stop with enforcement and implementation, continual practice is necessary to maintain consistency and establish ongoing trust with customers.
With increasing statutory privacy regulations and laws in developed countries, several other countries have been either planning to enact privacy laws or have already started implementing them. This would be the right time for businesses located in developing countries to start looking into privacy practice so that it would be effortless when a privacy law is enacted and put into enforcement.
What’s wrong with Privacy Laws?
Privacy laws that are in practice come with their fair share of problems since they are relatively new.
Consent fatigue is a major issue with GDPR since it requires data owners to consent to processing or use of their data constantly, which tires the data owner and results in them ignoring privacy and consent notices when sent by the data processor or data collector.
Another common issue is sending multiple data requests by ill-motivated malicious users or automated computer bots to the data collector in order to bombard them with requests for data owner’s data which is available with the controller, this is a loophole under the ‘right to access’ of GDPR which is being exploited in some cases. This will burden the data protection officer to cause delay in sending requested data to the customer thus inviting legal consequences.
Misuse of privacy limitation guidelines are also a major problem in the GDPR space, time and again data collectors provide data processing purpose notice to data owners and subsequently use the same data for a different purpose without receiving proper consent from data owner thus often violating the law.
What the future holds for privacy?
As new privacy laws are in works, better and comprehensive laws will be brought in, learning from inconveniences of existing laws. Amendments for existing laws will also follow to enhance the privacy culture.
Privacy landscape is moving towards better and responsible use of user data, as the concept of privacy and its implementation matures with time, it is high time businesses start implementing privacy strategies primarily for business growth rather than merely for regulatory compliance. That is the goal every mature organization should aim towards and work on.
Privacy is firstly a human right; therefore, privacy laws are enacted on the basis of rights, because laws can be challenged and modified under court of justice, but rights cannot be.
Barath Avinash is part of GAVS’ security practice risk management team. He has a master’s degree in cyber forensics and information security. He is an information security and privacy enthusiast and his skillet include governance, compliance and cyber risk management.
The pandemic has indeed impelled organizations to rethink the way they approach traditional business operations. The market realigned businesses to adapt to the changing environment and optimize their costs. For the past couple of months, nearly every organization implemented work for home as a mandate. This shift in operations had both highs and lows in terms of productivity. Almost a year into the pandemic, the impacts are yet to be fully understood. The productivity realized from the remote workers, month on month, shaped the policies and led to investments in different tools that aided collaboration between teams.
Impact on Delivery Centers
Technology companies have been leading the charge towards remote working as many have adopted permanent work from home options for their employees. While identifying cost avenues for optimization, office space allocation and commuting costs are places where redundant operational cash flow can be invested to other areas for scaling.
The availability and speed of internet connections across geographies have aided the transformation of office spaces for better utilization of the budget. Considering the current economy, office spaces are becoming expensive and inefficient. TheAnnual Survey byJLL Enterprises in 2020 reveals that organizations spend close to $10,000 on global office real estate cost per employee per year on an average. As offices have adopted social distancing policies, the need for more space per employee would result in even higher costs during these pandemic operations. To optimize their budgets, companies have reduced their allocation spaces and introduced regional contractual sub-offices to reduce the commute expenses of their employees in the big cities.
With this, the notion of a 9-5 job is slowly being depleted and people have been paid based on their function rather than the time they spend at work. The flexibility of working hours while linking their performance to their delivery has seen momentum in terms of productivity per resource. An interesting fact that arose out of this pandemic economy is that the number of remote workers in a country is proportional to the country’s GDP. A work from home survey undertaken by The Economist in 2020 finds that only 11% of work from home jobs can be done in Cambodia, 37% in America, and 45% in Switzerland.
The fact of the matter is that a privileged minority has been enjoying work from home for the past couple of months. While a vast majority of the semi-urban and rural population don’t have the infrastructure to support their functional roles. For better optimization and resource utilization, India would need to invest heavily in these resources to catch up on the deficit GDP from the past couple of quarters.
Long-term work from home options challenges the foundational fabric of our industrial operations. It can alter the shape and purpose of cities, change workplace gender distribution and equality. Above all, it can change how we perceive time, especially while estimating delivery.
Overall Pulse Analysis
Many employees prefer to work from home as they can devote extra time to their family. While this option has been found to have a detrimental impact on organizational culture, creativity, and networking. Making decisions based on skewed information would have an adverse effect on the culture, productivity, and attrition.
To gather sufficient input for decisions, PWC conducted a remote work survey in 2020 called “When everyone can work from home, what’s the office for“. Here are some insights from the report
Many businesses have aligned themselves to accommodate both on-premise and remote working model. Organizations need to figure out how to better collaborate and network with employees in ways to elevate the organization culture.
As offices are slowly transitioning to a hybrid model, organizations have decentralized how they operate. They have shifted from working in a common centralized office to contractual office spaces as per employee role and function, to better allocate their operational budget. The survey found that 72% of the workers would like to work remotely at least 2 days a week. This showcases the need for a hybrid workspace in the long run.
Maintaining & Sustaining Productivity
During the transition, keeping a check on the efficiency of remote workers was prime. The absence of these checks would jeopardize the delivery, resulting in a severe impact on customer satisfaction and retention.
This number however, could be far less if the scale of the survey was higher. This in turn signifies that productivity is not uniform and requires course corrective action to maintain the delivery. An initial approach from an employee’s standpoint would result in higher results. The measures to help remote workers be more productive were found to be as follows.
Many employees point out that greater flexibility of working hours and better equipment would help increase work productivity.
Most of the productivity hindrances can be solved by effective employee management. How a particular manager supervises their team members has a direct correlation towards their productivity and satisfaction to the project delivery.
Theory X & Theory Y
Theory X and Theory Y were introduced by Douglas McGregor in his book, “The Human Side of Enterprise”. He talks about two styles of management in his research – Authoritarian (Theory X) and Participative (Theory Y). The theory heavily believes that Employee Beliefs directly influence their behavior in the organization. The approach that is taken by the organization will have a significant impact on the ability to manage team members.
For theory X, McGregor speculates that “Without active intervention by management, people would be passive, even resistant to organizational needs. They must therefore be persuaded, rewarded, punished, controlled and their activities must be directed”
Work under this style of management tends to be repetitive and motivation is done based on a carrot and stick approach. Performance Appraisals and remuneration are directly correlated to tangible results and are often used to control staff and keep tabs on them. Organizations with several tiers of managers and supervisors tend to use this style. Here authority is rarely delegated, and control remains firmly centralized.
Even though this style of management may seem outdated, big organizations find it unavoidable to adopt due to the sheer number of employees on the payroll and tight delivery deadlines.
When it comes to Theory Y, McGregor firmly believes that objectives should be arranged so that individuals can achieve their own goals and happily accomplish the organization’s goal at the same time.
Organizations that follow this style of management would have an optimistic and positive approach to people and problems. Here the team management is decentralized and participative.
Working under such organizational styles bestow greater responsibilities on employees and managers encourage them to develop skills and suggest areas of improvement. Appraisals in Theory Y organizations encourage open communication rather than to exercise control. This style of management has been popular these days as it results in employees wanting to have a meaningful career and looking forward to things beyond money.
Balancing X over Y
Even though McGregor suggests that Theory Y is better than Theory X. There are instances where managers would need to balance the styles depending upon how the team function even post the implementation of certain management strategies. This is very important from a remote working context as the time for intervention would be too late before it impacts the delivery. Even though Theory Y comprises creativity and discussion in its DNA, it has its limitations in terms of consistency and uniformity. An environment with varying rules and practices could be detrimental to the quality and operational standards of an organization. Hence maintaining a balance is important.
When we look at a typical cycle of Theory X, we can find that the foundational beliefs result in controlling practices, appearing in employee resistance which in turn delivers poor results. The results again cause the entire cycle to repeat, making the work monotonous and pointless.
Upon the identification of resources that require course correction and supervision, understanding the root cause and subsequently adjusting your management style to solve the problem would be more beneficial in the long run. Theory X must only be used in dire circumstances requiring a course correction. The balance where we need to maintain is on how far we can establish control to not result in resistance which in turn wouldn’t impact the end goal.
Theory X and Theory Y can be directly correlated to Maslow’s hierarchy of Needs. The reason why Theory Y is superior to Theory X is that it focuses on the higher needs of the employee than their foundational needs. The theory Y managers gravitate towards making a connection with their team members on a personal level by creating a healthier atmosphere in the workplace. Theory Y brings in a pseudo-democratic environment, where employees can design, construct and publish their work in accordance with their personal and organizational goals.
When it comes to Theory X and Theory Y, striking a balance will not be perfect. The American Psychologist Bruce J Avolio, in his paper titled “Promoting more integrative strategies for leadership theory-building” speculates, “Managers who choose the Theory Y approach have a hands-off style of management. An organization with this style of management encourages participation and values an individual’s thoughts and goals. However, because there is no optimal way for a manager to choose between adopting either Theory X or Theory Y, it is likely that a manager will need to adopt both approaches depending on the evolving circumstances and levels of internal and external locus of control throughout the workplace”.
The New Normal 3.0
As circumstances keep changing by the day, organizations need to adapt to the rate at which the market is changing to envision new working models that take human interactions into account as well. The crises of 2020 made organizations build up their workforce capabilities that are critical for growth. Organizations must relook at their workforce by reskilling them in different areas of digital expertise as well as emotional, cognitive, and adaptive skills to push forward in our changing world.
About the Author –
Ashish Joseph is a Lead Consultant at GAVS working for a healthcare client in the Product Management space. His areas of expertise lie in branding and outbound product management.
He runs two independent series called BizPective & The Inside World, focusing on breaking down contemporary business trends and Growth strategies for independent artists on his website www.ashishjoseph.biz
Outside work, he is very passionate about basketball, music, and food.
Life is not without its ironies. While the pandemic turbo-charged our dependence on technology for day-to-day activities like never before, it also clarified the importance as a leader to be thoughtful and strategic – to take a step back before leaping into the fray. Here are 5 lessons that helped me navigate the COVID crises that I believe we can all benefit from carrying forward into 2021 and beyond.
Slow Down to Speed Up
The necessity of responding effectively to COVID-19 as a Tech Chief compelled me to use my expertise to quickly identify technology solutions that would have an impact for my clients. While responsiveness in an uncertain climate is essential, it’s actually a strong technology foundation that allows agility and creates ballast for organizations looking to gain competitive advantage in uncertain times.
Lesson #1 is therefore that while it may not be as inspiring as the latest app, focusing on the “blocking and tackling” and building a strong technology foundation enables agility and re-invention. As a CIO, I constantly balance possible change opportunities with the readiness of my clients to accept that change. Knowing how far to push my clients is a key part of my role. Just because a technology is available, doesn’t always mean it’s right for them. Always consider how a new technology fits within the foundation.
Don’t Reinvent the Wheel
My role as the CTO of the New York Public Library proved to be a great training ground in how to manage the complexity of upgrading infrastructure, moving applications to the cloud, and building a digital repository. I devised a three-part strategy for the transformation. First, I had to upgrade the aging infrastructure. Second, I had to move the infrastructure and the applications into the cloud, to improve our resiliency, security, and functionality. The third was to figure out how to preserve the library’s physical assets which were expiring from age. We decided to digitize the assets to permanently preserve them. Within 5 years, the repository had over a Petabyte of assets in it and was continuing to grow. These resulted in a world-class computing environment, moving a beloved, trusted, public city library into the digital 21st century that can be accessed by future generations. Lesson # 2 – the secret to our success at NYPL was that the technology platforms and applications we used were all developed by best-of-breed providers. We recognized that we were in the data business rather than the R&D business, and as such, didn’t build anything ourselves. Instead, we took pride in working with and learning from industry leaders.
Future-Proof Your Thinking
The pace of change is so much more rapid than it was even five years ago. Being able to recognize that the landscape is evolving, pivot at speed, and adopt new technology within the organization is now an essential skillset for technology leaders. I am personally excited about the ‘internet of things’ (IoT) and the data that is being collected at the edge which will be enhanced by 5G capabilities. Also, AI and ML are on the cusp of making a ‘next level’ leap. I think there are lots of good applications of it, we just need to figure out how to use them responsibly. Lesson # 3 is that as a technology leader, we need to be constantly looking around corners and to remain open-minded and curious about what’s next. It is important for all leaders and aspiring leaders to ask questions; to challenge the status quo.
The Human Factor Remains a Top Priority
New technology comes with its own set of challenges. I believe the issue of privacy and security to be the most pressing. Data is being collected everywhere and often has proved to be more valuable that the platform it sits on. Hence, it is paramount to understand evolving data and privacy standards, as well as how to secure it and identify breaches. Then there are also moral and ethical issues around AI. While the opportunities are limitless, it is of utmost importance that we maintain our moral and democratic compass and that we apply technology in a way that benefits society. Lesson # 4 is that while it’s challenging to get the balance between innovation, opportunity, and ethics right, it’s a battle worth fighting.
Facts Matter – Strive for Balance
Another issue for me is information overload. Knowing what is real and what isn’t, has never been more important. This is where go-to trusted news and academic sources come into play. Two influencers I follow are Dan Fagella from EMERJ and Bernard Marr. Both Dan and Bernard focus on AI and it’s motivating to hear and read what they have to say. I also read the technology review from MIT and listen to several technology podcasts. Lesson # 5 is that it’s critical to continue to seek knowledge and to make a point of agnostically learning a lot from other technologists, business-people, and vendors. Doing your own research and triangulation in the age of ‘alternative facts’ ensures that you stay informed, relevant and are able to separate fact from fiction.
In summary, as we enter the ‘Next Normal’, I anticipate that the pace of change will be faster than ever. However, it’s important to remember that it’s not technology that leads the way, it’s people. Staying in touch with technology trends and solutions is obviously important, but so is staying in touch with your values and humanity. At the end of the day, technology is just an enabler and it’s the human values we apply to it that make the difference in how impactful it will be.
About the Author –
Jane Aboyoun is the Chief Information Officer at SCO Family of Services, a non-profit agency that helps New Yorkers build a strong foundation for the future. In this role, Jane is responsible for leading SCO’s technology strategy, and managing the agency’s technology services to support business applications, architecture, data, engineering, and computing infrastructure.
As an accomplished CIO / CTO, Jane has spent 20 years in the C-suite in a variety of senior technology leadership roles for global, world-class brands such as Nestlé Foods, KPMG, Estēe Lauder Companies, Walt Disney Company, and the New York Public Library.
GAVS is not new to Healthcare services, and yet a Healthcare vertical is new at GAVS. GAVS acquired its first Healthcare client BronxCare Health System over 10 years ago in 2010. For 10 years, GAVS has been the go-to technology partner at BronxCare. From managed infrastructure services, data migration, application support, security and storage, and most recently virtual desktop solution during the COVID-19 pandemic, GAVS has not only earned deals at BronxCare as a solution partner but earned a relationship that led to several other healthcare clients such as the Jewish Board Behaviour Health centre. In a span of 10 years, the number of healthcare clients at GAVS has grown significantly to today contributing over 55% to our overall revenue.
The unintended focus on healthcare was further strengthened when we launched Long80, a joint venture with Premier Inc. that has a network of 4000+ hospitals in the US. While BronxCare lead us to the backwaters of the healthcare industry, Premier has led us to the ocean. At GAVS we are determined to maximize this opportunity, but that means we must trade our boat for a ship!
This process has been ongoing at GAVS for the last 4-6 months. These efforts have included bringing on healthcare domain experts, having multiple conversations with our existing healthcare clients to understand the key pain points they face, gaining an industry perspective through conversations with multiple healthcare analysts to name a few. Perhaps our commitment to building a healthcare vertical is most evident through the setting up of the GAVS Healthcare Technology Institute, with the prestigious IIT Madras as our teaching partner. Through the institute, GAVS will empower its workforce with deep knowledge in the Healthcare domain in areas like Population Health Management, Revenue Cycle Management, Health informatics to name a few. In addition, courses will cover AI/ML methodologies with a focus on application to healthcare use cases.
To start this journey, we began by refreshing our existing healthcare offerings. Previously we offered mostly horizontal solutions to our healthcare customers. These included infrastructure services, app development and management, cloud migration, offshore product development and most recently cybersecurity. While integral to the provider and payer operations, most of these services were not consumed by front-line workers and did not directly influence delivery of care. Now, with a revamp of our healthcare services, GAVS offers three news offerings directly influencing quality of care delivery and clinical outcomes.
The first is Business Process Automation. Healthcare, a highly regulated industry is plagued with multiple administrative processes. These processes are low-hanging fruits for automation and cost reduction. By partnering with automation partners GAVS has successfully automated processes for existing clients and is in the process of identifying additional use cases for process automation with our existing clients.
The second is Data Modernization. Any given healthcare provider has between 20-50 applications running in their hospital. This includes Electronic Health Records, Radiology Imaging Systems, Billing Systems, Payroll, Scheduling, etc. In addition to the data residing on these systems, patients now generate healthcare data on their mobile devices through fitness apps or wearable devices. This growth in IoT has led to data in healthcare doubling every 24 months. This presents an unprecedented opportunity for GAVS to help healthcare providers and payers to integrate and manage data effectively to create a single source to truth, and allow for interoperability, giving patients and providers a holistic view of their care.
The third, is Advanced Analytics. The increased access to healthcare data combined with rising cost pressures has been the driver for healthcare organizations to focus on ‘wellness care’ instead of ‘sick care’. Through predictive analytics, AI/ML-driven solutions, providers and payers use historic data to predict future outcomes such as the risk of certain diseases. GAVS currently leverages its data scientists and developers to offer these services to a handful of clients. The immediate focus moving forward is to find additional use cases in both the operational and the clinical space to further expand this capability.
Now, to deliver the new services at GAVS, we must build a pipeline of skilled technologists with knowledge of the healthcare domain. Enter GAVS Healthcare Technology Institute. The Technology Institute is designed to offer three levels healthcare courses introducing participants to the healthcare industry, AI/ML methodology, and application of these methodologies to their projects. The goal is for every employee at GAVS to have an introductory knowledge of healthcare and AI/ML concepts to align with GAVS’s healthcare focus. Our partnership with IIT Madras bring to the institute the best in class faculty and curriculum. The first level of certifications went live on March 22. We aim to create a proficient, domain-ready workforce and hope they enjoy the healthcare journey!
2020 was undoubtedly a challenging year for the healthcare industry, and we proudly supported our clients through these challenges. As we look forward, our goal is to further enable healthcare organizations in managing their strategic priorities and save lives!
About the Author –
Kushboo brings with her 9+ years of experience in Management Consulting and IT Consulting in Healthcare and Financial Services. Within healthcare, she has worked at University of Chicago Hospitals, Johns Hopkins, Advisory Board Company and Apollo Hospitals. She is especially experienced in managing and supporting large transformation programs. She has worked on several process optimization and cost optimization projects contributing to FTE and dollar savings for her clients.