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Wrapping Experiences Into The Business Digital Transformation Journey

Daniel Newman

When you hear “digital transformation,” what do you think of first? Many people believe a digital transformation is all about the customer, making it easier to connect and communicate with your buyers. Of course, consumer experience is essential, but it’s not the only consideration. A digital transformation is about employee experience, too – and balancing the two is the key to success.

Transforming experience across all channels

Essentially, a digital shift is broken up into two basic categories: Systems that benefit customers and those that benefit your internal organizational operations. For example, a complete transformation can include:

  • Implementing analytical platforms
  • Integrating automation software for internal and external processes
  • Managing new social media campaigns
  • Improving mobility with apps and platforms
  • Implementing online collaborative platforms or other systems that allow for remote operations

These technologies hold benefits for employees and customers, and a successful digital transformation will create harmony between both. By balancing the two concepts, the end result is improved customer relationships and employee experience. And as everyone knows, a happy employee makes a happy customer.

Above all, digital transformation should be about improving the overall experience for customers and employees alike. For consumers, this can mean better service, more targeted marketing, and a more intuitive shopping experience. For workers, this may mean more efficient workplace tasks, a better understanding of company goals, and even increased opportunities for remote work.

Let’s take a look at how digital technology affects these concepts.

Improving customer experience

The digital cup runneth over with technology that improves customer experience. CRM software, social media management platforms, and e-commerce platforms are just a few of the technologies that have changed the way we interact with customers.

If customer journey mapping can be likened to a blueprint, digital technologies are the tools to implement that plan. These kinds of platforms allow you to analyze your customers’ behaviors, determine their needs and pain-points, and market to them at just the right time. They let you communicate with your customers in a way that makes sense to them.

Find out how your customers communicate

By harnessing technology, you can identify whether your customers are Facebook fans, avid e-mail readers, or Twitter enthusiasts – and then reach them through the appropriate channel. Furthermore, digital technology is always improving user experience, from how your customers learn about your product to how they navigate your website.

We live in a society that’s ruled by experience; the better experience you offer customers, the more loyal they’ll be. It’s no secret they’re willing to pay more for better customer service. Digital technology gives you the power to make that encounter memorable.

Improving employee experience

Like customer experience, I believe a remarkable employee experience is just as important to the success of a business. Workers don’t want to work for a company that’s unorganized and inconsistent. Again, digital technology holds awesome potential here. Mobile technology and online collaboration platforms make it possible for thousands of employees to telecommute while still feeling emotionally invested in, and connected to, the company and their colleagues.

With technology like this, employees today can work from anywhere whenever they want, as long as they have a healthy Internet connection. And freedom is always an effective morale booster. Besides positively affecting your employees, it has some direct effects on business operations.

Remote workers mean less office space and less overhead. In fact, a survey of tech employees found that 53% of personnel would take a pay cut if it meant they would be able to drop the commute and work from home. Is there a better way to make your employees happy than by offering a comfortable workplace, better work-life balance, and more freedom?

Optimizing employee roles with digital technology

But it’s not just mobility that digital technology brings us; it makes your employees’ lives easier in other ways. For example, prior to analytical software, your sales and marketing employees had to do a lot of brainstorming to determine how to best reach customers. Now they can use digital technology to find out exactly what your customers need and how to deliver it to them. They can determine what makes a campaign work and what doesn’t. And they learn all of this without having to conduct extensive market research and spend time slogging through spreadsheets. This benefit is passed onto your customers in the form of intuitive marketing and a better shopping experience.

As you can see, digital technology creates an ecosystem beneficial to all involved. By balancing customer and employee experience using technology, you can create brand consistency across all channels. From in-store shopping to social media, marketing campaigns, and internal operations, digital technology lets you create a company-wide standard of excellence.

For more expert insight on using digital technology to improve employee satisfaction, listen to our Coffee Break with Game Changers on Managing Your Talent Ecosystem: Best Practices.

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About Daniel Newman

Daniel Newman serves as the Co-Founder and CEO of EC3, a quickly growing hosted IT and Communication service provider. Prior to this role Daniel has held several prominent leadership roles including serving as CEO of United Visual. Parent company to United Visual Systems, United Visual Productions, and United GlobalComm; a family of companies focused on Visual Communications and Audio Visual Technologies. Daniel is also widely published and active in the Social Media Community. He is the Author of Amazon Best Selling Business Book "The Millennial CEO." Daniel also Co-Founded the Global online Community 12 Most and was recognized by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter. Newman is an Adjunct Professor of Management at North Central College. He attained his undergraduate degree in Marketing at Northern Illinois University and an Executive MBA from North Central College in Naperville, IL. Newman currently resides in Aurora, Illinois with his wife (Lisa) and his two daughters (Hailey 9, Avery 5). A Chicago native all of his life, Newman is an avid golfer, a fitness fan, and a classically trained pianist

Social Selling: Building A Network And Business Brand

Lorraine Maurice

Today’s buyers want and need a more rewarding experience, especially when seeking technology solutions to meet critical needs. Businesses must adapt to buyers’ changes or face losing a share of their target market to competitors.

For business partners, social selling is becoming a vitally important strategy for reaching prospects early enough in the decision-making process to influence eventual purchases.

What is social selling?

Relationships between the business and the consumer can mean the difference between increasing revenue or losing customers to competitors. Social selling involves using social networks to build relationships with prospects in your target market.

The popularity of Facebook, LinkedIn, Twitter, and other platforms has made social selling a viable marketing tool for large and small businesses. Business partners can also use these platforms to increase brand awareness and drive traffic to their websites and in-person events.

How does social selling improve brand awareness and increase customer loyalty?

Savvy marketers today know that 75% of B2B buyers are going online to be more informed about vendors. Using social selling to build a reputation, share relevant and interesting content and industry information, engage in conversation with consumers and clients, and seek out new prospects are all key to achieving sales success.

Vigilance and consistency are always important with this approach. A business that takes a lackadaisical approach to its marketing efforts will likely lose prospects to a competitor. However, a business that consistently updates and repurposes content, promotes itself as an expert in the industry, and actively engages others is more likely to stay top-of-mind with its target audience.

5 social selling techniques that work

  1. Businesses that are successful at social selling understand that delivering consistent, high-quality content is the key to building relationships with their target markets and current clients. A social network must be nurtured, just as real-world networks were in the past through meetings, business lunches, phone calls, and seminars.
  1. Sharing content related to the industry, informative videos, pictures of a product in use, and general content relevant to the target market is another important aspect of social selling.
  1. Positioning a business as an industry thought leader also serves to showcase products and services in a manner that improves brand recognition and marketplace credibility.
  1. Keeping online profiles up to date and detailed ensures that interested buyers can learn more about your business. A strong LinkedIn profile is especially important for those seeking B2B sales. Taking advantage of the Lead Builder function in the LinkedIn Sales Navigator is a great way for businesses to find and make new connections.
  1. Stepping back from selling and instead listening to buyer concerns can provide a wealth of information about what a buyer is looking for, enable you to provide useful information and solutions, and build trust with important decision makers.

Social selling is quickly becoming the primary method of revenue generation in today’s changing economic landscape.  Want to learn more?  Visit the SAP Marketing Academy, choose “SAP SME Academy Live Series,” and find the “Social Selling” series.

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Lorraine Maurice

About Lorraine Maurice

Lorraine Maurice is the Senior Director of Global Indirect Channel Marketing at SAP. She is responsible for the launch of SAP partner programs, solutions and communications into the Indirect Partner Ecosystem, which includes many partner types such as VARs, Distributors and DRCs.

Social Media Engagement: 2017’s Surprising Best And Worst Performers

Michael Brenner

Spoiler alert: Facebook is not the most engaging social media channel! Despite its sheer numbers of active users and maturity, this social media network may no longer be the top platform to focus on for your social media marketing strategies.

You can probably guess which platform ranks as the most potent channel for engagement. Since its inception as a photo-sharing app in 2010, Instagram has risen to become one of the largest social media networks with well over 500 million active monthly users.

According to a new report, Instagram isn’t just growing. It may be the most powerful social media channel available to businesses on the internet.

There are a few other surprises, such as Twitter’s waning significance and LinkedIn’s strength in certain industries.

Are you focusing your efforts on the right social media channels for your brand? Even more crucial, as we marketers strive to work smarter with the shift towards agile methods, are we wasting our time on others?

How social media sites add up – new digital marketing analysis report

This year’s official analysis of the digital marketing industry by TrackMaven – a comprehensive look at more than 700 leading businesses across 13 industries, found that Instagram isn’t simply the most engaging. This network crushes the other social media platforms when it comes to social media engagement in every industry except real estate.

Image source: trackmaven.com

And the least engaging? Of Facebook, Twitter, Instagram, LinkedIn, and Pinterest, our old friend Twitter inspires the least engagement across the board. As with the Instagram phenomena, where the site was wildly engaging when compared to other networks, the report found that Twitter looks pallid next to all of its brighter, more engaging social network colleagues.

Again, with one exception. Construction equipment – which received, on average, 21.26 interactions per post per 1,000 followers. When it comes to the world of dump trucks, cranes and plow trucks, marketers get about the same amount of engagement across channels.

What’s even more surprising is that Facebook isn’t getting that much engagement, at least not enough to warrant its popularity among marketers. Still, today:

  • 55% of marketers say Facebook is their most important platform for marketing – with the second in line being LinkedIn, favored by 18% of marketers
  • 67% of marketers plan on increasing their activity on Facebook in 2017

Are we way off when it comes to our social media strategies? Should we be working on filling our photography skills gap for our brand’s Instagram account?

Industry does matter

Before you sign up for an evening photography class, what industry you are marketing for does make a difference. For example, in the healthcare industry, as well as in food services and accommodations, Facebook is still incredibly useful for engagement.

This makes sense – Facebook is great for restaurants and hotels who need a channel to regularly post updates, specials, and news about their location that locals would be interested in. Facebook also comes with the ability to let customers check in, often in exchange for deals.

This is like getting people to wear your brand’s t-shirt. They become a walking ad for your business and feel pretty good about it because they get something out of the deal as well.

Appealing to all demographics, including older adults, Facebook is ideal for health awareness campaigns and posting announcements about health classes, services, and general health tips. Also, this is an industry that tends to be very community-driven, just like your local pizzeria and coffee shop, which meshes with Facebook’s local business appeal.

Anne Arundel’s Medical Center has been a fantastic example of an engaging Facebook presence since their Facebook contest to raise awareness for men’s health in 2015, encouraging users to share their best “stachie” (mustache) photos. The company also does a great job tackling local issues that people are interested in, like addiction recovery and infant health. This type of marketing really fits with Facebook and wouldn’t work as well with a platform like Instagram.

Image source: Facebook

Real estate, on the other hand, gets the most engagement with LinkedIn – the network known to appeal the most to professionals. This industry also does well with the visual sites, Pinterest and Instagram, which offer agents the chance to showcase their properties.

For higher education, which is marketing towards a younger audience, Instagram is a powerful engagement channel. Instagram is known to be extremely popular with millennials. In 2016, just under 60% of internet users between the ages of 18 and 29 were on Instagram – only 8% of users aged 65 and over had accounts.

Perhaps this has something to do with the popularity of Instagram with consumer goods companies. The power of Instagram for the finance and insurance industry may be a shock to marketers. This idea may sum up industry sentiment:

“Instagram probably isn’t going to move the needle for the majority of financial institutions. It could be a gigantic waste of time for many banks and credit unions.”

Well, it’s moving the needle. The visual, personal feel of Instagram appears to have an impact on customers. Financial services company, US Bank is a great Instagram example. It uses the platform to tell the story of their brand values, through regular posts about community involvement using #communitypossible.

 

 

Image source: Instagram

Engagement does matter

Social media engagement isn’t everything. You may have great activity on your brand’s social media channels, but this isn’t necessarily going to directly translate into sales. What it will do is bring more attention to your brand and help to build loyalty and trust. 53% of Americans who follow brands are likely to be loyal to them. It also helps to make your brand feel more human, which eases those conversion rates. People are more interested in doing business with other humans.

And it will drive traffic to your website.

Image source: socialbakers.com

Research done by Social Bakers found a direct correlation between activity in response to social media posts and website page views.

Getting the most out of your engagement

There’s a lot more to marketing than social media engagement, but marketers should really take a look at how they are using social media to engage in order to get the most out of their efforts. Is it worth spending as much time and resources on Facebook and Twitter?

Are you measuring how your engagement changes on each site over time? A good question to ask – and to test: Would you be better off automating more of your interactions with the channels that aren’t getting much engagement?

Or have you already put your eggs in the Instagram basket – if so, are you using this site well to tell your brand’s story? Are you getting the intense response from your audience that your competitors are getting?

The most important insight to take from this report is that social media marketing perhaps is changing faster than we assumed. Sure, digital marketing is a rapidly evolving field, but social…this is an arena where there is so much freedom and flexibility.

With so many new entrants changing the game every few months or so, perhaps there will never be hard-and-fast rules. There’s no best single social network, or most popular, or most effective. It’s just what works, for you, right now. Thank goodness for Fridays and agile marketing.

What do you think? Do you agree with the data?

For more social media marketing strategies, see How To Master Social Media Marketing In 2017.

Image Source: Unsplash.com

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About Michael Brenner

Michael Brenner is a globally-recognized keynote speaker, author of  The Content Formula and the CEO of Marketing Insider GroupHe has worked in leadership positions in sales and marketing for global brands like SAP and Nielsen, as well as for thriving startups. Today, Michael shares his passion on leadership and marketing strategies that deliver customer value and business impact. He is recognized by the Huffington Post as a Top Business Keynote Speaker and   a top  CMO influencer by Forbes.

Heroes in the Race to Save Antibiotics

Dr. David Delaney, Joseph Miles, Walt Ellenberger, Saravana Chandran, and Stephanie Overby

Last August, a woman arrived at a Reno, Nevada, hospital and told the attending doctors that she had recently returned from an extended trip to India, where she had broken her right thighbone two years ago. The woman, who was in her 70s, had subsequently developed an infection in her thigh and hip for which she was hospitalized in India several times. The Reno doctors recognized that the infection was serious—and the visit to India, where antibiotic-resistant bacteria runs rampant, raised red flags.

When none of the 14 antibiotics the physicians used to treat the woman worked, they sent a sample of the bacterium to the U.S. Centers for Disease Control (CDC) for testing. The CDC confirmed the doctors’ worst fears: the woman had a class of microbe called carbapenem-resistant Enterobacteriaceae (CRE). Carbapenems are a powerful class of antibiotics used as last-resort treatment for multidrug-resistant infections. The CDC further found that, in this patient’s case, the pathogen was impervious to all 26 antibiotics approved by the U.S. Food and Drug Administration (FDA).

In other words, there was no cure.

This is just the latest alarming development signaling the end of the road for antibiotics as we know them. In September, the woman died from septic shock, in which an infection takes over and shuts down the body’s systems, according to the CDC’s Morbidity and Mortality Weekly Report.

Other antibiotic options, had they been available, might have saved the Nevada woman. But the solution to the larger problem won’t be a new drug. It will have to be an entirely new approach to the diagnosis of infectious disease, to the use of antibiotics, and to the monitoring of antimicrobial resistance (AMR)—all enabled by new technology.

But that new technology is not being implemented fast enough to prevent what former CDC director Tom Frieden has nicknamed nightmare bacteria. And the nightmare is becoming scarier by the year. A 2014 British study calculated that 700,000 people die globally each year because of AMR. By 2050, the global cost of antibiotic resistance could grow to 10 million deaths and US$100 trillion a year, according to a 2014 estimate. And the rate of AMR is growing exponentially, thanks to the speed with which humans serving as hosts for these nasty bugs can move among healthcare facilities—or countries. In the United States, for example, CRE had been seen only in North Carolina in 2000; today it’s nationwide.

Abuse and overuse of antibiotics in healthcare and livestock production have enabled bacteria to both mutate and acquire resistant genes from other organisms, resulting in truly pan-drug resistant organisms. As ever-more powerful superbugs continue to proliferate, we are potentially facing the deadliest and most costly human-made catastrophe in modern times.

“Without urgent, coordinated action by many stakeholders, the world is headed for a post-antibiotic era, in which common infections and minor injuries which have been treatable for decades can once again kill,” said Dr. Keiji Fukuda, assistant director-general for health security for the World Health Organization (WHO).

Even if new antibiotics could solve the problem, there are obstacles to their development. For one thing, antibiotics have complex molecular structures, which slows the discovery process. Further, they aren’t terribly lucrative for pharmaceutical manufacturers: public health concerns call for new antimicrobials to be financially accessible to patients and used conservatively precisely because of the AMR issue, which reduces the financial incentives to create new compounds. The last entirely new class of antibiotic was introduced 30 year ago. Finally, bacteria will develop resistance to new antibiotics as well if we don’t adopt new approaches to using them.

Technology can play the lead role in heading off this disaster. Vast amounts of data from multiple sources are required for better decision making at all points in the process, from tracking or predicting antibiotic-resistant disease outbreaks to speeding the potential discovery of new antibiotic compounds. However, microbes will quickly adapt and resist new medications, too, if we don’t also employ systems that help doctors diagnose and treat infection in a more targeted and judicious way.

Indeed, digital tools can help in all four actions that the CDC recommends for combating AMR: preventing infections and their spread, tracking resistance patterns, improving antibiotic use, and developing new diagnostics and treatment.

Meanwhile, individuals who understand both the complexities of AMR and the value of technologies like machine learning, human-computer interaction (HCI), and mobile applications are working to develop and advocate for solutions that could save millions of lives.

Keeping an Eye Out for Outbreaks

Like others who are leading the fight against AMR, Dr. Steven Solomon has no illusions about the difficulty of the challenge. “It is the single most complex problem in all of medicine and public health—far outpacing the complexity and the difficulty of any other problem that we face,” says Solomon, who is a global health consultant and former director of the CDC’s Office of Antimicrobial Resistance.

Solomon wants to take the battle against AMR beyond the laboratory. In his view, surveillance—tracking and analyzing various data on AMR—is critical, particularly given how quickly and widely it spreads. But surveillance efforts are currently fraught with shortcomings. The available data is fragmented and often not comparable. Hospitals fail to collect the representative samples necessary for surveillance analytics, collecting data only on those patients who experience resistance and not on those who get better. Laboratories use a wide variety of testing methods, and reporting is not always consistent or complete.

Surveillance can serve as an early warning system. But weaknesses in these systems have caused public health officials to consistently underestimate the impact of AMR in loss of lives and financial costs. That’s why improving surveillance must be a top priority, says Solomon, who previously served as chair of the U.S. Federal Interagency Task Force on AMR and has been tracking the advance of AMR since he joined the U.S. Public Health Service in 1981.

A Collaborative Diagnosis

Ineffective surveillance has also contributed to huge growth in the use of antibiotics when they aren’t warranted. Strong patient demand and financial incentives for prescribing physicians are blamed for antibiotics abuse in China. India has become the largest consumer of antibiotics on the planet, in part because they are prescribed or sold for diarrheal diseases and upper respiratory infections for which they have limited value. And many countries allow individuals to purchase antibiotics over the counter, exacerbating misuse and overuse.

In the United States, antibiotics are improperly prescribed 50% of the time, according to CDC estimates. One study of adult patients visiting U.S. doctors to treat respiratory problems found that more than two-thirds of antibiotics were prescribed for conditions that were not infections at all or for infections caused by viruses—for which an antibiotic would do nothing. That’s 27 million courses of antibiotics wasted a year—just for respiratory problems—in the United States alone.

And even in countries where there are national guidelines for prescribing antibiotics, those guidelines aren’t always followed. A study published in medical journal Family Practice showed that Swedish doctors, both those trained in Sweden and those trained abroad, inconsistently followed rules for prescribing antibiotics.

Solomon strongly believes that, worldwide, doctors need to expand their use of technology in their offices or at the bedside to guide them through a more rational approach to antibiotic use. Doctors have traditionally been reluctant to adopt digital technologies, but Solomon thinks that the AMR crisis could change that. New digital tools could help doctors and hospitals integrate guidelines for optimal antibiotic prescribing into their everyday treatment routines.

“Human-computer interactions are critical, as the amount of information available on antibiotic resistance far exceeds the ability of humans to process it,” says Solomon. “It offers the possibility of greatly enhancing the utility of computer-assisted physician order entry (CPOE), combined with clinical decision support.” Healthcare facilities could embed relevant information and protocols at the point of care, guiding the physician through diagnosis and prescription and, as a byproduct, facilitating the collection and reporting of antibiotic use.

Cincinnati Children’s Hospital’s antibiotic stewardship division has deployed a software program that gathers information from electronic medical records, order entries, computerized laboratory and pathology reports, and more. The system measures baseline antimicrobial use, dosing, duration, costs, and use patterns. It also analyzes bacteria and trends in their susceptibilities and helps with clinical decision making and prescription choices. The goal, says Dr. David Haslam, who heads the program, is to decrease the use of “big gun” super antibiotics in favor of more targeted treatment.

While this approach is not yet widespread, there is consensus that incorporating such clinical-decision support into electronic health records will help improve quality of care, contain costs, and reduce overtreatment in healthcare overall—not just in AMR. A 2013 randomized clinical trial finds that doctors who used decision-support tools were significantly less likely to order antibiotics than those in the control group and prescribed 50% fewer broad-spectrum antibiotics.

Putting mobile devices into doctors’ hands could also help them accept decision support, believes Solomon. Last summer, Scotland’s National Health Service developed an antimicrobial companion app to give practitioners nationwide mobile access to clinical guidance, as well as an audit tool to support boards in gathering data for local and national use.

“The immediacy and the consistency of the input to physicians at the time of ordering antibiotics may significantly help address the problem of overprescribing in ways that less-immediate interventions have failed to do,” Solomon says. In addition, handheld devices with so-called lab-on-a-chip  technology could be used to test clinical specimens at the bedside and transmit the data across cellular or satellite networks in areas where infrastructure is more limited.

Artificial intelligence (AI) and machine learning can also become invaluable technology collaborators to help doctors more precisely diagnose and treat infection. In such a system, “the physician and the AI program are really ‘co-prescribing,’” says Solomon. “The AI can handle so much more information than the physician and make recommendations that can incorporate more input on the type of infection, the patient’s physiologic status and history, and resistance patterns of recent isolates in that ward, in that hospital, and in the community.”

Speed Is Everything

Growing bacteria in a dish has never appealed to Dr. James Davis, a computational biologist with joint appointments at Argonne National Laboratory and the University of Chicago Computation Institute. The first of a growing breed of computational biologists, Davis chose a PhD advisor in 2004 who was steeped in bioinformatics technology “because you could see that things were starting to change,” he says. He was one of the first in his microbiology department to submit a completely “dry” dissertation—that is, one that was all digital with nothing grown in a lab.

Upon graduation, Davis wanted to see if it was possible to predict whether an organism would be susceptible or resistant to a given antibiotic, leading him to explore the potential of machine learning to predict AMR.

As the availability of cheap computing power has gone up and the cost of genome sequencing has gone down, it has become possible to sequence a pathogen sample in order to detect its AMR resistance mechanisms. This could allow doctors to identify the nature of an infection in minutes instead of hours or days, says Davis.

Davis is part of a team creating a giant database of bacterial genomes with AMR metadata for the Pathosystems Resource Integration Center (PATRIC), funded by the U.S. National Institute of Allergy and Infectious Diseases to collect data on priority pathogens, such as tuberculosis and gonorrhea.

Because the current inability to identify microbes quickly is one of the biggest roadblocks to making an accurate diagnosis, the team’s work is critically important. The standard method for identifying drug resistance is to take a sample from a wound, blood, or urine and expose the resident bacteria to various antibiotics. If the bacterial colony continues to divide and thrive despite the presence of a normally effective drug, it indicates resistance. The process typically takes between 16 and 20 hours, itself an inordinate amount of time in matters of life and death. For certain strains of antibiotic-resistant tuberculosis, though, such testing can take a week. While physicians are waiting for test results, they often prescribe broad-spectrum antibiotics or make a best guess about what drug will work based on their knowledge of what’s happening in their hospital, “and in the meantime, you either get better,” says Davis, “or you don’t.”

At PATRIC, researchers are using machine-learning classifiers to identify regions of the genome involved in antibiotic resistance that could form the foundation for a “laboratory free” process for predicting resistance. Being able to identify the genetic mechanisms of AMR and predict the behavior of bacterial pathogens without petri dishes could inform clinical decision making and improve reaction time. Thus far, the researchers have developed machine-learning classifiers for identifying antibiotic resistance in Acinetobacter baumannii (a big player in hospital-acquired infection), methicillin-resistant Staphylococcus aureus (a.k.a. MRSA, a worldwide problem), and Streptococcus pneumoniae (a leading cause of bacterial meningitis), with accuracies ranging from 88% to 99%.

Houston Methodist Hospital, which uses the PATRIC database, is researching multidrug-resistant bacteria, specifically MRSA. Not only does resistance increase the cost of care, but people with MRSA are 64% more likely to die than people with a nonresistant form of the infection, according to WHO. Houston Methodist is investigating the molecular genetic causes of drug resistance in MRSA in order to identify new treatment approaches and help develop novel antimicrobial agents.

The Hunt for a New Class of Antibiotics

There are antibiotic-resistant bacteria, and then there’s Clostridium difficile—a.k.a. C. difficile—a bacterium that attacks the intestines even in young and healthy patients in hospitals after the use of antibiotics.

It is because of C. difficile that Dr. L. Clifford McDonald jumped into the AMR fight. The epidemiologist was finishing his work analyzing the spread of SARS in Toronto hospitals in 2004 when he turned his attention to C. difficile, convinced that the bacteria would become more common and more deadly. He was right, and today he’s at the forefront of treating the infection and preventing the spread of AMR as senior advisor for science and integrity in the CDC’s Division of Healthcare Quality Promotion. “[AMR] is an area that we’re funding heavily…insofar as the CDC budget can fund anything heavily,” says McDonald, whose group has awarded $14 million in contracts for innovative anti-AMR approaches.

Developing new antibiotics is a major part of the AMR battle. The majority of new antibiotics developed in recent years have been variations of existing drug classes. It’s been three decades since the last new class of antibiotics was introduced. Less than 5% of venture capital in pharmaceutical R&D is focused on antimicrobial development. A 2008 study found that less than 10% of the 167 antibiotics in development at the time had a new “mechanism of action” to deal with multidrug resistance. “The low-hanging fruit [of antibiotic development] has been picked,” noted a WHO report.

Researchers will have to dig much deeper to develop novel medicines. Machine learning could help drug developers sort through much larger data sets and go about the capital-intensive drug development process in a more prescriptive fashion, synthesizing those molecules most likely to have an impact.

McDonald believes that it will become easier to find new antibiotics if we gain a better understanding of the communities of bacteria living in each of us—as many as 1,000 different types of microbes live in our intestines, for example. Disruption to those microbial communities—our “microbiome”—can herald AMR. McDonald says that Big Data and machine learning will be needed to unlock our microbiomes, and that’s where much of the medical community’s investment is going.

He predicts that within five years, hospitals will take fecal samples or skin swabs and sequence the microorganisms in them as a kind of pulse check on antibiotic resistance. “Just doing the bioinformatics to sort out what’s there and the types of antibiotic resistance that might be in that microbiome is a Big Data challenge,” McDonald says. “The only way to make sense of it, going forward, will be advanced analytic techniques, which will no doubt include machine learning.”

Reducing Resistance on the Farm

Bringing information closer to where it’s needed could also help reduce agriculture’s contribution to the antibiotic resistance problem. Antibiotics are widely given to livestock to promote growth or prevent disease. In the United States, more kilograms of antibiotics are administered to animals than to people, according to data from the FDA.

One company has developed a rapid, on-farm diagnostics tool to provide livestock producers with more accurate disease detection to make more informed management and treatment decisions, which it says has demonstrated a 47% to 59% reduction in antibiotic usage. Such systems, combined with pressure or regulations to reduce antibiotic use in meat production, could also help turn the AMR tide.

Breaking Down Data Silos Is the First Step

Adding to the complexity of the fight against AMR is the structure and culture of the global healthcare system itself. Historically, healthcare has been a siloed industry, notorious for its scattered approach focused on transactions rather than healthy outcomes or the true value of treatment. There’s no definitive data on the impact of AMR worldwide; the best we can do is infer estimates from the information that does exist.

The biggest issue is the availability of good data to share through mobile solutions, to drive HCI clinical-decision support tools, and to feed supercomputers and machine-learning platforms. “We have a fragmented healthcare delivery system and therefore we have fragmented information. Getting these sources of data all into one place and then enabling them all to talk to each other has been problematic,” McDonald says.

Collecting, integrating, and sharing AMR-related data on a national and ultimately global scale will be necessary to better understand the issue. HCI and mobile tools can help doctors, hospitals, and public health authorities collect more information while advanced analytics, machine learning, and in-memory computing can enable them to analyze that data in close to real time. As a result, we’ll better understand patterns of resistance from the bedside to the community and up to national and international levels, says Solomon. The good news is that new technology capabilities like AI and new potential streams of data are coming online as an era of data sharing in healthcare is beginning to dawn, adds McDonald.

The ideal goal is a digitally enabled virtuous cycle of information and treatment that could save millions of dollars, lives, and perhaps even civilization if we can get there. D!

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.


About the Authors:

Dr. David Delaney is Chief Medical Officer for SAP.

Joseph Miles is Global Vice President, Life Sciences, for SAP.

Walt Ellenberger is Senior Director Business Development, Healthcare Transformation and Innovation, for SAP.

Saravana Chandran is Senior Director, Advanced Analytics, for SAP.

Stephanie Overby is an independent writer and editor focused on the intersection of business and technology.

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Small And Midsize Businesses Have The Capacity To Drive Europe’s Future As A Digital Superpower

Katja Mehl

Part 10 of the “Road to Digital Transformation” series

Representing 99.8% of all companies throughout Europe, small and midsize businesses have tremendous power when it comes to impacting the region’s economy. One innovation at a time, they’re transforming entire industries, propelling emerging industries forward with adjacent offerings, and even supersizing a favorite childhood toy to make living conditions better for the poor and homeless. But perhaps the greatest evolution is found in the growing adoption of technology among firms.

According to the IDC InfoBrief “The Next Steps in Digital Transformation: How Small and Midsize Companies Are Applying Technology to Meet Key Business Goals with Insights for Europe,” sponsored by SAP, 35.4% of all European firms feel that their adoption of digital technology is either advanced or well underway. Germany and France are great examples of countries that are embracing advanced business networks and automation technology – such as the Internet of Things – to boost productivity and computerize or consolidate roles left empty due to long-term labor shortages.

Despite the progress made in some countries, I am also aware of others that are still resistant to digitizing their economy and automating operations. What’s the difference between firms that are digital leaders and those that are slow to mature? From my perspective in working with a variety of businesses throughout Europe, it’s a combination of diversity and technology availability.

digital transformation self-assessment

Source: “The Next Steps in Digital Transformation: How Small and Midsize Companies Are Applying Technology to Meet Key Business Goals with Insights for Europe,” IDC InfoBrief, sponsored by SAP, 2017. 

Opportunities abound with digital transformation

European companies are hardly homogenous. Comprising 47 countries across the continent, they serve communities that speak any of 225 spoken languages. Each one is experiencing various stages of digital development, economic stability, and workforce needs.

Nevertheless, as a whole, European firms do prioritize customer acquisition as well as improving efficiency and reducing costs. Over one-third of small and midsize companies are investing in collaboration software, customer relationship management solutions, e-commerce platforms, analytics, and talent management applications. Steadily, business leaders are finding better ways to go beyond data collection by applying predictive analytics to gain real-time insight from predictive analytics and machine learning to automate processes where possible.

Small and midsize businesses have a distinct advantage in this area over their larger rivals because they can, by nature, adopt new technology and practices quickly and act on decisions with greater agility. Nearly two-thirds (64%) of European firms are embracing the early stages of digitalization and planning to mature over time. Yet, the level of adoption depends solely on the leadership team’s commitment.

For many small and midsize companies across this region, the path to digital maturity resides in the cloud, more so than on-premise software deployment. For example, the flexibility associated with cloud deployment is viewed as a top attribute, especially among U.K. firms. This brings us back to the diversity of our region. Some countries prioritize personal data security while others may be more concerned with the ability to access the information they need in even the most remote of areas.

Technology alone does not deliver digital transformation

Digital transformation is certainly worth the effort for European firms. Between 60%–90% of small and midsize European businesses say their technology investments have met or exceeded their expectations – indicative of the steady, powerhouse transitions enabled by cloud computing. Companies are now getting the same access to the latest technology, data storage, and IT resources.

However, it is also important to note that a cloud platform is only as effective as the long-term digital strategy that it enables. To invigorate transformative changes, leadership needs to go beyond technology and adopt a mindset that embraces new ideas, tests the fitness of business models and processes continuously, and allows the flexibility to evolve the company as quickly as market dynamics change. By taking a step back and integrating digital objectives throughout the business strategy, leadership can pull together the elements needed to turn technology investments into differentiating, sustainable change. For example, the best talent with the right skills is hired. Plus, partners and suppliers with a complementary or shared digital vision and capability are onboarded.

The IDC Infobrief confirms what I have known all along: Small and midsize businesses are beginning to digitally mature and maintain a strategy that is relevant to their end-to-end processes. And furthering their digital transformation go hand in hand with the firms’ ability to ignite a transformational force that will likely progress Europe’s culture, social structure, and economy. 

To learn how small and midsize businesses across Europe are digitally transforming themselves to advance their future success, check out the IDC InfoBrief “The Next Steps in Digital Transformation: How Small and Midsize Companies Are Applying Technology to Meet Key Business Goals with Insights for Europe,” sponsored by SAP. For more region-specific perspectives on digital transformation, be sure to check every Tuesday for new installments to our blog series “The Road to Digital Transformation.”

 

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Katja Mehl

About Katja Mehl

Katja Mehl is Head of Marketing for Europe, Middle East, and Africa at SAP.