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BroadReach Award Write Up

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BroadReach is the recipient of the 2016 Visionary Innovation Leadership Award

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BroadReach Award Write Up

  1. 1. 2016 Sub-Saharan African Healthcare Data Analytics Visionary Innovation Leadership Award 2016 SUB-SAHARAN AFRICAN HEALTHCARE DATA ANALYTICS VISIONARY INNOVATION LEADERSHIP AWARD 2016
  2. 2. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 1 “We Accelerate Growth” Contents Background and Company Performance ........................................................................2 Industry Challenges..............................................................................................2 Focus on the Future and Best Practices Implementation............................................3 Conclusion...........................................................................................................7 Significance of Visionary Innovation Leadership .............................................................8 Understanding Visionary Innovation Leadership .............................................................8 Key Benchmarking Criteria ..........................................................................................9 Best Practice Award Analysis for BroadReach Healthcare .................................................9 Decision Support Scorecard .................................................................................10 Focus on the Future............................................................................................10 Best Practices Implementation.............................................................................10 Decision Support Matrix ......................................................................................11 The Intersection between 360-Degree Research and Best Practices Awards.....................12 Research Methodology ........................................................................................12 Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices .................................................................................................................13 About Frost & Sullivan ..............................................................................................14
  3. 3. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 2 “We Accelerate Growth” Background and Company Performance Industry Challenges Sub-Saharan Africa (SSA) faces large and complex healthcare problems such as human immunodeficiency virus (HIV), acquired immune deficiency syndrome (AIDS), malaria, and non-communicable diseases such as diabetes. The healthcare field has an abundance of quantitative data but not as much insight. For example, reports on primary healthcare in South Africa are often captured on a variety of platforms, from paper and mobile devices to the District Health Information Software (DHIS). The fragmented nature of data makes it hard to analyse successfully or apply predictive modelling to the data. Data interpretation can be overwhelming to people on the ground who are not equipped to make sense of it. For example, most clinics in South Africa are run by the most qualified nurse who is not necessarily adept at logistics or resource allocation. For clinics, especially those that are underperforming, the statistics can be overwhelming, and without guided intervention, apathy can prevail because of the lack of knowledge on how to best address the problems. In terms of knowledge bases, many well-respected bodies collect data, but that data cannot be easily accessed across the board. For example, the World Health Organisation (WHO) and IMS Health Incorporated both provide valuable statistics but in different sectors. The ability to layer and aggregate this data is vital in tackling problems such as seasonal malaria, requiring collaboration between multiple sectors such as private pharmaceutical companies, aid programs, and governments. The healthcare and development sectors do not have a standardised way of approaching best practices; therefore, even within one country or district, certain clinics and hospitals approach their management strategies differently. In addition, the sector has no standardised way of improving underperforming clinics as people from different backgrounds belonging to different organisations approach interventions differently. Therefore, monitoring and evaluation are made more complex, whether it is primary healthcare performance, HIV prevention campaigns, or interventions in seasonal malaria. Data analytics platforms need to be engineered to navigate the complexities of the healthcare industry and understand client needs. The off-the-shelf and one-size-fits all approaches often do not meet the core analysis requirements; therefore, data analytics companies need to have a bespoke approach based on deep industry knowledge and experience. Trust must be earned, especially if data analytics companies wish to gain clients in large entities such as the Centers for Disease Control and Prevention (CDC) and the Joint United Nations Programme on HIV/AIDS (UNAIDS). Therefore, data analytics companies must uphold privacy laws and requirements and establish a reputation for bringing value through accurate data analysis.
  4. 4. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 3 “We Accelerate Growth” Focus on the Future and Best Practices Implementation Focus on Unmet Needs in Emerging Economies BroadReach is a global company working to improve the health and wellbeing of underserved populations with a technology platform that integrates data analytics and operational solutions to drive meaningful change. About 80% of its work is focused on clients within SSA, from big participants in the development sector such as the CDC and USAID to governments in emerging economies to commercial pharmaceuticals companies such as Novartis AG and Novo Nordisk A/S. Founded in 2003 as a healthcare consulting firm, BroadReach has extensive experience working with clients to optimise sustainable and systemic solutions for strategy and operations in the healthcare sector. The company’s business slowly shifted to include a data analytics foundation for its own consulting work, and consequently BroadReach developed its own software-as-a-service (SaaS) platform, BroadReach Vantage. The data- driven platform brings together powerful analytics with best-practice workflow toolkits, automated reporting features, and real-time collaboration to increase the capacity of teams and improve service delivery. The BroadReach Professional Service organization tailors the cloud-based platform to meet the needs of each of its clients, supporting them with strategic, technical, and project implementation services. Healthcare has a vast amount of data; however, this data often sits in different locations and is found in many different formats. BroadReach Vantage imports the data from disparate sources, allowing it to be broken down and examined from different angles, depending on the analytics requirements of the client, connecting the multiple indicators into meaningful insight to inform decision-making. The platform integrates all types of The goal of BroadReach Vantage is transformative action through data driven insights. Source: BroadReach
  5. 5. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 4 “We Accelerate Growth” data, including customer-supplied and user-generated data such as clinical-level performance, human resource, and financial, as well as BroadReach 4,500+ indicators, which refer to broad socio-economic data collated from public sources such as the World Bank and WHO. Managers can quickly understand current state through a visual dashboard and employ the platform’s powerful analytics to extract insights into how to optimise performance, prioritize resources and markets, and realize the full potential of their investments. With BroadReach Vantage, NGOs, public and private health organizations, donor organizations, and government agencies gain insight from previously fragmented, non- aggregated data, enabling them to make better decisions that address the most important health-related issues to improve outcomes. For example, district health managers can rely on the platform to evaluate multiple factors and identify which clinics are not achieving goals and why, rather than engage in a time-consuming process of reviewing disparate reports that offer a limited or one-dimensional viewpoint. In addition to data analysis, BroadReach Vantage incorporates operational support including toolkits to manage high-value processes such as testing campaigns, patient adherence, and supply chain management. So, for example, an underperforming clinic can rely on step-by-step guidelines based on the company’s years of experience leading initiatives in emerging economies. BroadReach Vantage also provides capabilities to streamline reporting and facilitate real-time team collaboration, saving staff time and improving communications. Technological Sophistication The BroadReach Vantage platform comprises data-based modules for strategy, planning, operations, reporting, and collaboration. All graphs and statistics are highly interactive; therefore, users can select from the database the relevant key indicators and analyse them accordingly. Colours and clear labelling make the data easier to understand. One of the most useful features of the platform is the high impact modelling, which seeks to optimise resource allocation and introduce focused interventions. For example, in the Bojanala district of North West, South Africa, certain underperforming clinics are the primary drivers of the district’s poor performance. BroadReach Vantage aids in identifying Dashboards utilise a combination of graphs and natural language generation for easier comprehension of complex data. Source: BroadReach
  6. 6. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 5 “We Accelerate Growth” which top 10 clinics, if improved incrementally, will have the largest impact on the district’s overall performance. These insights ensure the most efficient and effective deployment of scarce resources, focusing efforts for the greatest return on investment. The algorithms used on the platform for predictive modelling have been academically verified to ensure they are in line with the latest healthcare knowledge. As more data for a specific site is collected, such as antenatal visit totals or morbidity statistics, the predictive modelling accuracy will improve through machine learning. Imminent releases will incorporate the existing BroadReach best practice workflow toolkits into the analytics platform so users can translate insights into actions with operational solutions for streamlining workflows, reporting, and team collaboration. The toolkits will be deployed through a mobile application; therefore, the steps can be followed in the field more easily from a tablet or a mobile phone. Visionary Scenarios through Mega Trends Frost & Sullivan defines Mega Trends as global macroeconomic development forces that are sustainable and have far reaching impacts on businesses, societies, and the world. These futuristic trends are observed across industries such as healthcare, ICT, and mobility. BroadReach is leveraging a number of significant Mega Trends to create a dynamic system that provides the ’so what’ for clients. For example, BroadReach aligns itself with the Cognitive Era Mega Trend by utilising advanced analytics, machine learning, predictive modelling, and natural language generation in its analytics platform. Natural language generation is used to translate graphs and statistics into words (e.g., viral load testing decreased by 30% last month), providing clients with greater written insight but with less effort in analysing complex graphs. In the future, the Cognitive Era Mega Trend will be ubiquitous as businesses turn to Big Data for insight and understanding, which fits with BroadReach’s greater mission to improve healthcare outcomes through increased data insight. The digitisation of healthcare through electronic and mobile health is another Mega Trend that will lead the future of healthcare information. BroadReach is firmly placed to capture this market and lead clients to a better model of gathering, interpreting, and understanding their data, which is achieved through predictive modelling and aggregating data from multiple sources. Growth Pipeline BroadReach is presently in the early adopter phase of growth; however, in the next five years, the company will transition into the fast followers phase of growth because a growing number of people are seeking data analytics platforms and customised solutions to healthcare problems. As potential clients see the fruits of platforms such as BroadReach Vantage, more will be convinced. BroadReach’s current relationships with big organisations such as the South African government and USAID are strong, and the company aims to focus on multinational health organizations, donor groups, NGOs, and private sector companies to gain more
  7. 7. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 6 “We Accelerate Growth” projects within the organisation. This ’land and expand’ strategy is beneficial to large clients as the more projects within the organisation are deployed using BroadReach Vantage, the more insight the overall organisation can glean, which encourages cross- departmental knowledge sharing within an organisation, rather than working in a silo. Although historically focused on healthcare, BroadReach understands a population’s health and wellness depends on more than the healthcare sector. Therefore, the company is catering to different applications such as social services, environment, and employment statistics, providing a holistic approach to social development. By refusing to work in a silo, BroadReach is positioning itself to be the leading social development solution and, therefore, gain clients in broader industries. For example, the data analysis requirements for the South African government’s Office of the Presidency include key indicators on healthcare, job creation, and service delivery statistics. Vision Alignment BroadReach’s small executive team drives the company’s founding principles that are followed by all 330 employees. The overarching aim is to improve the health and wellbeing of underserved populations by using technology and well-proven processes as a means to having the greatest impact on population wellbeing. This strong vision alignment means that BroadReach will be successful well into the future as the specific technology is merely the tool by which to accomplish the goal. Therefore, as the Internet of Things (IoT) increases in ubiquity, BroadReach can encompass this data in its analysis and stay ahead of technology trends. The company has an ambitious internal goal to increase the reach and impact of its BroadReach Vantage platform to empower 20,000 global leaders by 2020. The long-term aim of the company is to become the industry standard in maximizing the return on investment of billions of dollars spent each year on social development. Operational Efficiency BroadReach is still a relatively small company; however, it is agile and can make fast decisions. Some of its employees are innovation specialists, and innovation will always be a strong focus. The company is growing its customer delivery team with the advice from mentors in the United States and Europe to ensure that as the company grows, it remains operationally efficient. On the client end, operational efficiency is improved through the extremely user-friendly interface. The latest version of BroadReach Vantage 3.0 has cards that summarise key indicators, and when clicked, the user can drill deeper into the statistics informing the card. With this, more key indicators can be displayed on a dashboard and scanned easily by decision makers. Users can follow cards under the heading of My Alerts as well as follow Top Trending Cards that generate the most user discussion. Including the qualitative aspect to data analytics improves operational efficiency as users can discuss the key indicators with comments on the card, which brings the valuable human interaction to the platform.
  8. 8. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 7 “We Accelerate Growth” A key aspect of operational efficiency is evaluating the impact on the client, whether it is a sub-district in the North West Province of South Africa aiming to improve its primary healthcare outcomes or a village in Lesotho trying to tackle seasonal malaria. The feedback has been affirmative. Overall healthcare outcomes have improved with the use of BroadReach Vantage. For example, a clinic where only 30% of the people received their mandated viral load test improved to a total of 90% tested because of insights from BroadReach Vantage. Reporting time has been reduced dramatically. In the past, government staff would take up to a week compiling all the various necessary reports for the DHIS; however, this compilation now takes only a day with the help of BroadReach Vantage. The overall efficiency in reporting has saved a total of 55 staff years for the specific client. Qualitative feedback from informal surveys demonstrates that users are impressed with the platform and satisfied with its outcomes. Conclusion BroadReach employs cutting-edge data analytics software and differentiates its platform by also incorporating valuable operational tools to deliver a complete, robust solution in its quest to assist governments, non-government organisations (NGO), donors, multinational health and pharmaceutical companies to derive meaning from complex data, make better decisions and take effective action. The company’s bespoke offering to clients ensures their needs are best met, while its user interface is designed to make it simpler for clients to gain valuable insights and ultimately impact healthcare outcomes for underserved populations. By positioning itself as an innovator in eHealth and the Cognitive Era Mega Trend with a legacy of healthcare consulting experience, BroadReach is sure to be a major industry participant in the years to come. For more information, see With its strong overall performance, BroadReach has earned Frost & Sullivan’s 2016 Visionary Innovation Leadership Award in healthcare data analytics. User-friendly cards display population stats - clicking on one of these displays the in-depth graph behind the summary. Source: BroadReach
  9. 9. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 8 “We Accelerate Growth” Significance of Visionary Innovation Leadership A visionary innovation leadership position enables a market participant to deliver highly competitive products and solutions that transform the way individuals and businesses perform their daily activities. Such products and solutions set new, long-lasting trends in how technologies are deployed and consumed by businesses and end users. Most important, they deliver unique and differentiated benefits that can greatly improve business performance as well as individuals’ work and personal lives. These improvements are measured by customer demand, brand strength, and competitive positioning. Understanding Visionary Innovation Leadership Visionary Innovation is the ability to innovate today in the light of perceived changes and opportunities that will arise from Mega Trends in the future. It is the ability to scout and detect unmet (and as yet undefined) needs and proactively address them with disruptive solutions that cater to new and unique customers, lifestyles, technologies, and markets. At the heart of visionary innovation is a deep understanding of the implications and global
  10. 10. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 9 “We Accelerate Growth” ramifications of Mega Trends, leading to correct identification and ultimate capture of niche and white-space market opportunities in the future. Key Benchmarking Criteria For the Visionary Innovation Leadership Award, Frost & Sullivan analysts independently evaluated two key factors—Focus on the Future and Best Practices Implementation— according to the criteria identified below. Focus on the Future Criterion 1: Focus on Unmet Needs Criterion 2: Visionary Scenarios through Mega Trends Criterion 3: Growth Pipeline Criterion 4: Blue Ocean Strategy Criterion 5: Growth Performance Best Practices Implementation Criterion 1: Vision Alignment Criterion 2: Process Design Criterion 3: Operational Efficiency Criterion 4: Technological Sophistication Criterion 5: Company Culture Best Practice Award Analysis for BroadReach Healthcare Decision Support Scorecard To support its evaluation of best practices across multiple business performance categories, Frost & Sullivan employs a customized Decision Support Scorecard. This tool allows our research and consulting teams to objectively analyze performance, according to the key benchmarking criteria listed in the previous section, and to assign ratings on that basis. The tool follows a 10-point scale that allows for nuances in performance evaluation; ratings guidelines are illustrated below. RATINGS GUIDELINES The Decision Support Scorecard is organized by Focus on the Future and Best Practices Implementation (i.e., the overarching categories for all 10 benchmarking criteria; the definitions for each criteria are provided beneath the scorecard). The research team confirms the veracity of this weighted scorecard through sensitivity analysis, which
  11. 11. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 10 “We Accelerate Growth” confirms that small changes to the ratings for a specific criterion do not lead to a significant change in the overall relative rankings of the companies. The results of this analysis are shown below. To remain unbiased and to protect the interests of all organizations reviewed, we have chosen to refer to the other key players as Competitor 2 and Competitor 3. DECISION SUPPORT SCORECARD FOR VISIONARY INNOVATION LEADERSHIP AWARD Measurement of 1–10 (1 = poor; 10 = excellent) Visionary Innovation Leadership Focus on the Future Best Practices Implementation Average Rating BroadReach Healthcare 10 9 9.5 Competitor 2 8 7 7.5 Competitor 3 6 6 6 Focus on the Future Criterion 1: Focus on Unmet Needs Requirement: Implementing a robust process to continuously unearth customers’ unmet or under-served needs, and creating the products or solutions to address them effectively Criterion 2: Visionary Scenarios through Mega Trends Requirement: Incorporating long-range, macro-level scenarios into the innovation strategy, thereby enabling “first to market” growth opportunities solutions Criterion 4: Growth Pipeline Requirement: Best-in-class process to continuously identify and prioritize future growth opportunities leveraging both internal and external sources Criterion 3: Blue Ocean Strategy Requirement: Strategic focus in creating a leadership position in a potentially “uncontested” market space, manifested by stiff barriers to entry for competitors Criterion 5: Growth Performance Requirement: Growth success linked tangibly to new growth opportunities identified though visionary innovation Best Practices Implementation Criterion 1: Vision Alignment Requirement: The executive team is aligned on the organization’s mission, vision, strategy and execution Criterion 2: Process Design Requirement: Processes support the efficient and consistent implementation of tactics designed to implement the strategy
  12. 12. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 11 “We Accelerate Growth” Criterion 3: Operational Efficiency Requirement: Staff performs assigned tactics seamlessly, quickly, and to a high quality standard Criterion 4: Technological Sophistication Requirements: Systems enable companywide transparency, communication, and efficiency Criterion 5: Company Culture Requirement: The executive team sets the standard for commitment to customers, quality, and staff, which translates directly into front-line performance excellence Decision Support Matrix Once all companies have been evaluated according to the Decision Support Scorecard, analysts can then position the candidates on the matrix shown below, enabling them to visualize which companies are truly breakthrough and which ones are not yet operating at best-in-class levels. DECISION SUPPORT MATRIX FOR VISIONARY INNOVATION LEADERSHIP AWARD High Low Low High BestPracticesImplementation Focus on the Future Award Recipient Competitor 2 Competitor 3
  13. 13. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 12 “We Accelerate Growth” The Intersection between 360-Degree Research and Best Practices Awards Research Methodology Frost & Sullivan’s 360-degree research methodology represents the analytical rigor of our research process. It offers a 360-degree- view of industry challenges, trends, and issues by integrating all 7 of Frost & Sullivan's research methodologies. Too often, companies make important growth decisions based on a narrow understanding of their environment, leading to errors of both omission and commission. Successful growth strategies are founded on a thorough understanding of market, technical, economic, financial, customer, best practices, and demographic analyses. The integration of these research disciplines into the 360-degree research methodology provides an evaluation platform for benchmarking industry players and for identifying those performing at best-in-class levels. 360-DEGREE RESEARCH: SEEING ORDER IN THE CHAOS
  14. 14. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 13 “We Accelerate Growth” Best Practices Recognition: 10 Steps to Researching, Identifying, and Recognizing Best Practices Frost & Sullivan awards follow a 10-step process to evaluate award candidates and assess their fit with select best practice criteria. The reputation and integrity of the Awards are based on close adherence to this process. STEP OBJECTIVE KEY ACTIVITIES OUTPUT 1 Monitor, target, and screen Identify award recipient candidates from around the globe • Conduct in-depth industry research • Identify emerging sectors • Scan multiple geographies Pipeline of candidates who potentially meet all best- practice criteria 2 Perform 360-degree research Perform comprehensive, 360-degree research on all candidates in the pipeline • Interview thought leaders and industry practitioners • Assess candidates’ fit with best-practice criteria • Rank all candidates Matrix positioning all candidates’ performance relative to one another 3 Invite thought leadership in best practices Perform in-depth examination of all candidates • Confirm best-practice criteria • Examine eligibility of all candidates • Identify any information gaps Detailed profiles of all ranked candidates 4 Initiate research director review Conduct an unbiased evaluation of all candidate profiles • Brainstorm ranking options • Invite multiple perspectives on candidates’ performance • Update candidate profiles Final prioritization of all eligible candidates and companion best-practice positioning paper 5 Assemble panel of industry experts Present findings to an expert panel of industry thought leaders • Share findings • Strengthen cases for candidate eligibility • Prioritize candidates Refined list of prioritized award candidates 6 Conduct global industry review Build consensus on award candidates’ eligibility • Hold global team meeting to review all candidates • Pressure-test fit with criteria • Confirm inclusion of all eligible candidates Final list of eligible award candidates, representing success stories worldwide 7 Perform quality check Develop official award consideration materials • Perform final performance benchmarking activities • Write nominations • Perform quality review High-quality, accurate, and creative presentation of nominees’ successes 8 Reconnect with panel of industry experts Finalize the selection of the best-practice award recipient • Review analysis with panel • Build consensus • Select winner Decision on which company performs best against all best-practice criteria 9 Communicate recognition Inform award recipient of award recognition • Present award to the CEO • Inspire the organization for continued success • Celebrate the recipient’s performance Announcement of award and plan for how recipient can use the award to enhance the brand 10 Take strategic action Upon licensing, company may share award news with stakeholders and customers • Coordinate media outreach • Design a marketing plan • Assess award’s role in future strategic planning Widespread awareness of recipient’s award status among investors, media personnel, and employees
  15. 15. BEST PRACTICES RESEARCH © Frost & Sullivan 2016 14 “We Accelerate Growth” About Frost & Sullivan Frost & Sullivan, the Growth Partnership Company, enables clients to accelerate growth and achieve best in class positions in growth, innovation and leadership. The company's Growth Partnership Service provides the CEO and the CEO's Growth Team with disciplined research and best practice models to drive the generation, evaluation and implementation of powerful growth strategies. Frost & Sullivan leverages almost 50 years of experience in partnering with Global 1000 companies, emerging businesses and the investment community from 31 offices on six continents. To join our Growth Partnership, please visit