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Posts Tagged ‘enterprise systems’

Medicaid Managed Care Congress Conversations Highlight the Value of Data Federation

Thursday, May 22nd, 2014

Photo of Scott, Chris and Dave at MMCC 2014

This week I had the opportunity to attend the Medicaid Managed Care Congress (MMCC) in Baltimore, MD and the privilege of speaking with a variety of leaders from provider, payer, and services organizations. With me from Blue Slate Solutions were Scott Van Buren and Chris Garber. A common theme we heard as we spoke with the attendees was the challenge of bringing data together from multiple sources and making sense of that information.

Medicaid is potentially the most complex government program that exists in the United States. There are federal and state aspects as well as portions that are handled at a local level. Some funding and services are defined as required while others are optional. The financial models’ formulas involve many variables. In short, there are numerous challenges in Medicaid, including the dual eligible changes that seek to address the services disconnects that often exist when a person is eligible for both Medicare and Medicaid.

Combining data from providers, payers, patients, government entities and the community are all necessary in order to optimize the quality of care that is provided to each patient. The definition of provider continues to expand, covering not just the medical needs of a person but incorporating the various social services, so important to the holistic care of an individual, under the umbrella of “provider.”

As we listened to people and talked about their data challenges we were also able to walk them through the Data Unleashed™ approach. The iterative learn-as-you-go process resonated across the board, whether people represented patient advocacy groups, provider organizations or healthcare plans. The capability to start small, obtain value quickly and adapt rapidly to changing environments fits the Medicaid complexities well.

Data Unleashed Front End Screenshot

If you would like to learn more about our agile and lightweight approach to accessing data from across your enterprise in order to quickly begin creating meaningful reporting and analytics, please check out dataunleashed.com for descriptions, videos and case studies. We’d also appreciate the opportunity to host a webinar with your team where we can explore Data Unleashed™ in more depth and discuss your specific data challenges.

Why Isn’t Everybody Doing It?

Monday, April 28th, 2014

SheepThat is a very dangerous question for a leader to ask when evaluating options. Yet it is one I hear far too often in the healthcare realm. It encapsulates a rejection of innovation, evolution and learning all in one terse, often rhetorical, question.

A common context for this question, often prefixed by, “If this is so great…,” is when discussing semantics and semantic technology. Although these concepts are not new to some industries, such as media, they are foreign in many healthcare organizations. Yet we know that healthcare payers and providers alike struggle with massive data integration and data analytics challenges just like media conglomerates.

The needs to: combine siloed information; drive an analytics mindset throughout an organization; and support the flexibility of a constantly changing IT environment are common in large healthcare organizations. Repeated attempts by organizations to meet these needs betray a lack of consensus around how to best achieve a valuable result.

Further, the implication that how most organizations solve a problem is optimal ignores the fact that best practices must change over time. The best way to solve a problem last year may not be the same this year. The healthcare industry is changing, the physical world of servers, networks, disk drives, memory is changing, and the expectations of members are changing. What was infeasible years ago becomes commonplace. Relational databases were all but unworkable in the 1970s due to a lack of experienced DBAs, slow disk drives, slow processors and limited memory.

In the same way, semantic formalization and graph databases were too new and limited to deal with large data sets until people gained expertise with ontologies while system hardware benefitted from another generation of Moore’s law. In the face of ongoing innovation, the question leaders should ask when approaching a challenge is, “What advancements have been made since the last time we looked at this problem?

Innovation Technology Strategy Leadership SignpostLeadership requires leading, not following. Leaders mentor their organizations through change in order to reach new levels of success. Leadership is based on learning, open-mindedness, creativity and risk-taking. The question, “Why isn’t everybody doing it?” is the antithesis of leadership and has no place there. In fact, if everybody is doing something, a leader would be better off asking, “How do we get ahead of what everybody is doing?”

Leaders must be on the forefront of pushing for better, faster, cheaper. Questioning the status quo, looking for new opportunities, seeking to leapfrog the competition, those are key foci for leadership.

As a leader, the next time you find yourself limiting your willingness to explore an option because everybody isn’t doing it, keep in mind that calculators, computers, automobiles, elevators, white boards, LED light bulbs, Google maps, telephones, the Internet, 3-D printing, open heart surgery, and many more concepts that are accepted or gaining traction, had a day when only one person or organization was “doing it.” Challenge yourself and your organization to find new options, new best practices and new paradigms for advancing your strategy and goals.

Data Unleashed™ – Addressing the Need for Data-centric Agility

Thursday, April 3rd, 2014

Data Unleashed™. The name expresses a vision of data freed from its shackles so that it can be quickly and iteratively accessed, related, studied and expanded. In order to achieve that vision, the process of combining, or federating, the data must be lightweight. That is, the approach must facilitate rapid data set expansion and on-the-fly relationship changes so that we may quickly derive insights. Conversely, the process must not include a significant investment in data structure design since agility requires that we avoid a rigid structure.

Over the past year Blue Slate Solutions has been advancing its processes and technology to support this vision, which comprises the integration between components in our Cognitive Corporation® framework. More recently we have invested in an innovation development project to take our data integration experiences and semantic technology expertise and create a service offering backed by a lightweight data federation platform. Our platform, Data Unleashed™, enables us to partner with customers who are seeking an agile, lightweight enhancement to traditional data warehousing.

I want to emphasize that we believe that the Data Unleashed™ approach to data federation works in tandem with traditional Data Warehouses (DW) and other well-defined data federation options. It offers agility around data federation, benefiting focused data needs for which warehouses are overkill while supporting a process for iteratively deriving value using a lightweight data warehouse™ approach that informs a broader warehousing solution.

At a couple of points below I emphasize differences between Data Unleashed™ and a traditional DW. This is not meant to disparage the value of a DW but to explain why we feel that Data Unleashed™ adds a set of data federation capabilities to those of the DW.

As an aside, Blue Slate is producing a set of videos specifically about semantic technology, which is a core component of Data Unleashed™. The video series, “Semantic Technology, An Enterprise Introduction,” will be organized in two tracks, business-centric and technology-centric. Our purpose in creating these is to promote a holistic understanding of the value that semantics brings to an organization. The initial video provides an overview of the series.

What is Data Unleashed™ All About?

Data Unleashed™ is based on four key premises:

  1. the variety of data and data sources that are valuable to a business continue to grow;
  2. only a subset of the available data is valuable for a specific reporting or analytic need;
  3. integration and federation of data must be based on meaning in order to support new insights and understanding; and
  4. lightweight data federation, which supports rapid feedback regarding data value, quality and relationships speeds the process of developing a valuable data set.

I’ll briefly describe our thinking around each of these points. Future posts will go into more depth about Data Unleashed™ as well. In addition, several Blue Slate leaders will be posting their thoughts about this offering and platform.

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Cognitive Corporation™ Innovation Lab Kickoff!

Friday, August 10th, 2012

I am excited to share the news that Blue Slate Solutions has kicked off a formal innovation program, creating a lab environment which will leverage the Cognitive Corporation™ framework and apply it to a suite of processes, tools and techniques.  The lab will use a broad set of enterprise technologies, applying the learning organization concepts implicit in the Cognitive Corporation’s™ feedback loop.

I’ve blogged a couple of times (see references at the end of this blog entry) about the Cognitive Corporation™.  The depiction has changed slightly but the fundamentals of the framework are unchanged.

Cognitive Corporation DepictionThe focus is to create a learning enterprise, where the learning is built into the system integrations and interactions. Enterprises have been investing in these individual components for several years; however they have not truly been integrating them in a way to promote learning.

By “integrating” I mean allowing the system to understand the meaning of the data being passed between them.  Creating a screen in a workflow (BPM) system that presents data from a database to a user is not “integration” in my opinion.  It is simply passing data around.  This prevents the enterprise ecosystem (all the components) from working together and collectively learning.

I liken such connections to my taking a hand-written note in a foreign language, which I don’t understand, and typing the text into an email for someone who does understand the original language.  Sure, the recipient can read it, but I, representing the workflow tool passing the information from database (note) to screen (email) in this case, have no idea what the data means and cannot possibly participate in learning from it.  Integration requires understanding.  Understanding requires defined and agreed-upon semantics.

This is just one of the Cognitive Corporation™ concepts that we will be exploring in the lab environment.  We will also be looking at the value of these technologies within different horizontal and vertical domains.  Given our expertise in healthcare, finance and insurance, our team is well positioned to use the lab to explore the use of learning BPM in many contexts.

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Semantic Technology and Business Conference, East 2011 – Reflections

Wednesday, December 7th, 2011

I had the pleasure of attending the Semantic Technology and Business Conference in Washington, DC last week.  I have a strong interest in semantic technology and its capabilities to enhance the way in which we leverage information systems.  There was a good selection of topics discussed by people with a variety of  backgrounds working in different verticals.

To begin the conference I attended the half day “Ontology 101” presented by Elisa Kendall and Deborah McGuinness.  They indicated that this presentation has been given at each semantic technology conference and the interest is still strong.  The implication being that new people continue to want to understand this art.

Their material was very useful and if you are someone looking to get a grounding in ontologies (what are they?  how do you go about creating them?) I recommend attending this session the next time it is offered.  Both leaders clearly have deep experience and expertise in this field.  Also, the discussion was not tied to a technology (e.g. RDF) so it was applicable regardless of underlying implementation details.

I wrapped up the first day with Richard Ordowich who discussed the process of reverse engineering semantics (meaning) from legacy data.  The goal of such projects being to achieve a data harmonization of information across the enterprise.

A point he stressed was that a business really needs to be ready to start such a journey.  This type of work is very hard and very time consuming.  It requires an enterprise wide discipline.  He suggests that before working with a company on such an initiative one should ask for examples of prior enterprise program success (e.g. something like BPM, SDLC).

Fundamentally, a project that seeks to harmonize the meaning of data across an enterprise requires organization readiness to go beyond project execution.  The enterprise must put effective governance in place to operate and maintain the resulting ontologies, taxonomies and metadata.

The full conference kicked off the following day.  One aspect that jumped out for me was that a lot of the presentations dealt with government-related projects.  This could have been a side-effect of the conference being held in Washington, DC but I think it is more indicative that spending in this technology is more heavily weighted to public rather than private industry.

Being government-centric I found any claims of “value” suspect.  A project can be valuable, or show value, without being cost effective.  Commercial businesses have gone bankrupt even though they delivered value to their customers.  More exposure of positive-ROI commercial projects will be important to help accelerate the adoption of these technologies.

Other than the financial aspect, the presentations were incredibly valuable in terms of presenting lessons learned, best practices and in-depth tool discussions.  I’ll highlight a few of the sessions and key thoughts that I believe will assist as we continue to apply semantic technology to business system challenges.

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The Cognitive Corporation™ – An Introduction

Monday, September 26th, 2011

Given my role as an enterprise architect, I’ve had the opportunity to work with many different business leaders, each focused on leveraging IT to drive improved efficiencies, lower costs, increase quality, and broaden market share throughout their businesses.  The improvements might involve any subset of data, processes, business rules, infrastructure, software, hardware, etc.  A common thread is that each project seeks to make the corporation smarter through the use of information technology.

As I’ve placed these separate projects into a common context of my own, I’ve concluded that the long term goal of leveraging information technology must be for it to support cognitive processes.  I don’t mean that the computers will think for us, rather that IT solutions must work together to allow a business to learn, corporately.

The individual tools that we utilize each play a part.  However, we tend to utilize them in a manner that focuses on isolated and directed operation rather than incorporating them into an overall learning loop.  In other words, we install tools that we direct without asking them to help us find better directions to give.

Let me start with a definition: similar to thinking beings, a cognitive corporation™ leverages a feedback loop of information and experiences to inform future processes and rules.  Fundamentally, learning is a process and it involves taking known facts and experiences and combining them to create new hypothesis which are tested in order to derive new facts, processes and rules.  Unfortunately, we don’t often leverage our enterprise applications in this way.

We have many tools available to us in the enterprise IT realm.  These include database management systems, business process management environments, rule engines, reporting tools, content management applications, data analytics tools, complex event processing environments, enterprise service buses, and ETL tools.  Individually, these components are used to solve specific, predefined issues with the operation of a business.  However, this is not an optimal way to leverage them.

If we consider that these tools mimic aspects of an intelligent being, then we need to leverage them in a fashion that manifests the cognitive capability in preference to simply deploying a point-solution.  This involves thinking about the tools somewhat differently.

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Semantic Web Summit (East) 2010 Concludes

Thursday, November 18th, 2010

I attended my first semantic web conference this week, the Semantic Web Summit (East) held in Boston.  The focus of the event was how businesses can leverage semantic technologies.  I was interested in what people were actually doing with the technology.  The one and a half days of presentations were informative and diverse.

Our host was Mills Davis, a name that I have encountered frequently during my exploration of the semantic web.  He did a great job of keeping the sessions running on time as well as engaging the audience.  The presentations were generally crisp and clear.  In some cases the speaker presented a product that utilizes semantic concepts, describing its role in the value chain.  In other cases we heard about challenges solved with semantic technologies.

My major takeaways were: 1) semantic technologies work and are being applied to a broad spectrum of problems and 2) the potential business applications of these technologies are vast and ripe for creative minds to explore.  This all bodes well for people delving into semantic technologies since there is an infrastructure of tools and techniques available upon which to build while permitting broad opportunities to benefit from leveraging them.

As a CTO with 20+ years focused on business environments, including application development, enterprise application integration, data warehousing, and business intelligence I identified most closely with the sessions geared around intra-business and B2B uses of semantic technology.  There were other sessions looking a B2C which were well done but not applicable to the world in which I find myself currently working.

Talks by Dennis Wisnosky and Mike Dunn were particularly focused on the business value that can be achieved through the use of semantic technologies.  Further, they helped to define basic best practices that they apply to such projects.  Dennis in particular gave specific information around his processes and architecture while talking about the enormous value that his team achieved.

Heartening to me was the fact that these best practices, processes and architectures are not significantly different than those used with other enterprise system endeavors.  So we don’t need to retool all our understanding of good project management practices and infrastructure design, we just need to internalize where semantic technology best fits into the technology stack.

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CIO, a Role for Two

Monday, October 11th, 2010

Actors often enjoy the challenge of a role that requires two completely different personas to be presented.  Jekyll and Hyde, Peter Pan’s Captain Hook and Mr. Darling as well as The Prince and the Pauper all give an actor the chance to play two different people within the same role.  In the case of CIOs, they are cast in a role that has a similar theme, requiring two very different mindsets.

For the CIO, this duality is described in a variety of ways.  Sometimes the CIO’s job requirements are discussed as internally and externally focused.  In other cases people separate the responsibilities into infrastructure and business.

Regardless of how the aspects are expressed, there is an understanding that the CIO provides leadership in two different realms. One realm is focused on keeping equipment operating, minimizing maintenance costs, achieving SLAs and allowing the business to derive value from IT investments.  The other realm focuses on business strategy and seeks to derive new functionality in support of improved productivity, customer service, profitability and other corporate measures.

By analogy, the first realm keeps the power flowing while the second creates new devices to plug in and do work.

One could argue that a rethinking of corporate structure might help simplify this situation.  After all, we don’t charge the CFO with maintaining the infrastructure around financial systems, including file cabinets, door locks and computer hardware.  Why should a person charged with exploiting computers for the benefit of the corporation also be charged with the maintenance of the computer hardware and software? Couldn’t the latter responsibility be provided by an operations group, similar to the handling of most utilities?

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JavaOne 2010 Concludes

Saturday, September 25th, 2010

My last two days at JavaOne 2010 included some interesting sessions as well as spending some time in the pavilion.  I’ll mention a few of the session topics that I found interesting as well as some of the products that I intend to check out.

I attended a session on creating a web architecture focused on high-performance with low-bandwidth.  The speaker was tasked with designing a web-based framework for the government of Ethiopia.  He discussed the challenges that are presented by that country’s infrastructure – consider network speed on the order of 5Kbps between sites.  He also had to work with an IT group that, although educated and intelligent, did not have a lot of depth beyond working with an Oracle database’s features.

His solution allows developers to create fully functional web applications that keep exchanged payloads under 10K.  Although I understand the logic of the approach in this case, I’m not sure the technique would be practical in situations without such severe bandwidth and skill set limitations.

A basic theme during his talk was to keep the data and logic tightly co-located.  In his case it is all located in the database (PL/SQL) but he agreed that it could all be in the application tier (e.g. NoSQL).  I’m not convinced that this is a good approach to creating maintainable high-volume applications.  It could be that the domain of business applications and business verticals in which I often find myself differ from the use cases that are common to developers promoting the removal of tiers from the stack (whether removing the DB server or the mid-tier logic server).

One part of his approach with which I absolutely concur is to push processing onto the client. The use of the client’s CPU seems common sense to me.  The work is around balancing that with security and bandwidth.  However, it can be done and I believe we will continue to find more effective ways to leverage all that computer power.

I also enjoyed a presentation on moving data between a data center and the cloud to perform heavy and intermittent processing.  The presenters did a great job of describing their trials and successes with leveraging the cloud to perform computationally expensive processing on transient data (e.g. they copy the data up each time they run the process rather than pay to store their data).  They also provided a lot of interesting information regarding options, advantages and challenges when leveraging the cloud (Amazon EC2 in this case).

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Strange, Our Enterprise Architecture Continues to Operate

Wednesday, September 15th, 2010

For years we’ve been hearing about the importance of Enterprise Architecture (EA) frameworks.  The messages from a variety of sources such as Zachman, TOGAF, HL7 and others is that businesses have to do an incredible amount of planning, documenting, discussing, benchmarking, evaluation, (feel free to insert more up-front work here) before they will have a good basis to implement their IT infrastructure. Once implemented all the documentation must be maintained, updated, verified, expanded, improved, (once again, insert more ongoing documentation management work here).  Oh, by the way, your company may want some actual IT work aligned with its core operations to be accomplished as part of all this investment. I don’t believe such a dependency is covered well in any of the EA material.

I have always struggled with these EA frameworks.  Their overhead seems completely unreasonable. I agree that planning the IT infrastructure is necessary.  This is no different than planning any sort of infrastructure.  Where I get uncomfortable is in the incredible depth and precision these frameworks want to utilize.  IT infrastructures do not have the complete inflexibility of buildings or roads.  Computer systems have a malleability that allows them to be adapted over time, particularly if the adjustments are in line with the core design.

Before anyone concludes that I do not believe in having a defined IT architecture let me assure you that I consistently advocate having a well-planned and documented IT architecture to support the enterprise.  A happenstance of randomly chosen and deployed technologies and integrations is inefficient and expensive.  I just believe that such planning and documentation do not need to be anywhere near as heavyweight as the classical EA frameworks suggest.

So you can imagine, based on this brief background, that I was not particularly surprised when the Zachman lawsuit and subsequent response from Stan Locke (Metadata Systems Software) failed to stop EA progress within Blue Slate or any of our clients.  I’m not interested in rehashing what a variety of blogs have already discussed regarding the lawsuit.  My interest is simply that there may be more vapor in the value of these large frameworks than their purveyors would suggest.

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