Research

A New Approach to Technology Tool Selection at Steelcase

By Robert Morison, Oct 16, 2017

Available to Research & Advisory Network Clients and Professional Members

As part of an effort to increase analytics aptitude and usage across the enterprise, Steelcase is implementing an enterprise data visualization tool. Inspired by over 100 years of insight, Steelcase leverages the power of place to offer a comprehensive portfolio of workplace, healthcare, and education products, furnishings and services to serve the world’s leading organizations. Founded in 1912, Steelcase is the global leader in enhancing how people work, heal, and learn.

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Predictive Modeling at Cleveland Clinic

By Robert Morison, Sep 28, 2017

Available to Research & Advisory Network Clients Only

Headquartered in Cleveland, Ohio, Cleveland Clinic is a nonprofit, multi-specialty academic medical center that integrates clinical and hospital care with research and education. With more than 4,400 beds across the main campus and 10 regional hospitals, plus 18 full-service family health centers, Cleveland Clinic is one of the largest and most respected hospitals in the country.For the last five years, Cleveland Clinic has been deploying progressively more sophisticated and predictive analytics to address one of the organization’s core challenges – optimizing the utilization of operating rooms (OR). The ORs represent significant physical assets and a major source of operational cost. Their scheduling also includes surgeons and other physicians, nurses, anesthesia, and other support teams. That makes scheduling ORs very complex, especially at the main campus where 81 ORs form one of the largest surgery sites in the world. Appropriate utilization of ORs maximizes patient access to surgery and minimizes the direct and opportunity costs of downtime. When the organization is not able to forecast volume accurately and schedule appropriately, ORs get backed up or out of sync, and problems cascade down the line into the ICUs and hospital floors, with repercussions for hospital occupancy and patient throughput.

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Driving Clinical and Operational Performance Through Analytics

By Jack Phillips, David Alles, Aug 02, 2017

Available to Research & Advisory Network Clients Only

As much as any industry today, healthcare sits at the intersection of both technological and societal change. Web, mobile, cloud, and data technologies are being applied to myriad patient-level applications to disrupt traditional patient care methods, and the very way that hospitals operate and compete. Emerging technologies leveraging the Internet of Things (IoT), particularly in the wearables category, will most certainly shift the role of care and wellness from provider to patient. Recent research from the International Institute for Analytics (IIA) has now quantified the significant gap in maturity between all healthcare segments and most other industries. But the research also reveals a discreet set of steps healthcare providers can follow to improve capabilities and move up the analytics maturity curve.

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Top-Down Implementation Process for Rapid Data Governance Adoption

By Benson Hsu, MD, MBA, Doug Nowak, MBA, Mark Wheeler, Jul 12, 2017

Putting a solid data governance structure in place is challenging, but Sanford Health, a large integrated health care delivery system spanning six states, describes how to accomplish the task quickly using a top-down process.

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Bringing Clarity to Data Science Projects With Decision Modeling: A Case Study

By James Taylor, Dec 05, 2016

Available to Research & Advisory Network Clients and Professional Members

This leading practice brief examines an organization that is a global leader in information technology. Like many large companies, it has teams focusing on data science in organizations like marketing, engineering, supply chain, and IT. They also have a centralized business intelligence and analytics capability, shared across internal operations.

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Disney’s Data-Driven Decision-Making Culture: The Disney Data and Analytics Conference

By Keri Pearlson, Jul 25, 2016

Available to Research & Advisory Network Clients and Professional Members

Building a data-driven decision making culture is not easy. When managers are used to making decisions based on intuition and experience, finding ways to motivate data-driven decision making processes requires ingenuity and creative thinking.

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Analytics at Intermountain Healthcare

By Robert Morison, Sep 19, 2014

Available to Research & Advisory Network Clients Only

Intermountain Healthcare has a history of success leveraging analytics in its central mission of clinical care. Its clinical management systems have been emulated around the world. Among the institution’s many recognitions is a 2013 Excellence in Analytics Award, a cross-industry honor, from the International Institute for Analytics.

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Analytics Leadership in the Office of the Inspector General at the United States Postal Service

By IIA Faculty, Sep 13, 2013

Available to Research & Advisory Network Clients Only

USPS shares how successful projects and their resulting business relationships increased demand for analytics capabilities. Learn how to get started on showcasing analytic ROI from these 10 lessons learned.

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Establishing Data Governance at UPMC

By Robert Morison, May 20, 2013

Available to Research & Advisory Network Clients Only

The many challenges facing healthcare providers today have one thing in common: a relentless demand for more and better and better integrated information. Under both governmental and competitive pressures, healthcare institutions need to accomplish in three or four years a data integration and management transformation that took other industries a decade. That transformation is as much an organizational challenge as a technical one, and success starts with strong data governance capability.

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Analytics at Dell Services

By IIA Faculty, Apr 26, 2013

Available to Research & Advisory Network Clients Only

This leading practice brief will illustrate how the analytical pockets at Dell Services transitioned from a Functional model to their optimal organizational structure as a Center of Excellence.

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