Digital Healthcare
Article | November 29, 2023
The healthcare industry has become a prime target for cybercriminals in recent times.
According to The State of Ransomware in Healthcare 2023 report from Sophos, six in 10 healthcare organizations have been hit by ransomware in the last 12 months, up from 34% in 2021.
Among this uptick have been several headline-grabbing attacks. For example, Shields Health Care Group became the subject of the single-largest breach affecting any organization globally in April 2023, when 2.3 million patients of the Massachusetts-based medical services provider had their personal data stolen after a cybercriminal gained unauthorized access to the organization’s systems.
Meanwhile, in the UK, a ransomware attack on the University of Manchester occurred in June, affecting an NHS patient data set holding information on 1.1 million patients across 200 hospitals.
Critically, the wealth of data housed in healthcare networks, and the potential impact of data unavailability in healthcare, make the industry both attractive and lucrative to threat actors.
It’s no coincidence that the Sophos report shows the rate of encryption in the healthcare sector is at its highest level in recent years. Of those healthcare organizations which suffered a ransomware attack in 2023, 73% had their data encrypted – up from 61% in 2022. When cybercriminals can successfully take down hospital systems and/or encrypt patient data so it can’t be used, they can blackmail health service providers, demanding significant sums before reinstating systems and/or data availability.
Considering healthcare's critical role as the highest-stake industry in our society, where people's lives depend on its success, the likelihood of attackers achieving their goals is greater than in other sectors, as confirmed by the Sophos report. Indeed, of the 73% of healthcare organizations that had their data encrypted, 42% reported that they paid the requested ransom to recover data.
DSPT and the compliance burden
Without question, the security-related challenges in healthcare are mounting. Right now, industry organizations are operating against a backdrop of unprecedented operational and workforce pressures, spiralling demand for care and industrial action.
Moreover, there is a growing regulatory burden, with organizations continually asked to comply with evolving cybersecurity rules, battling with multiple compliance mandates at any given time.
Take the NHS as an example. According to the 2023 NHS Providers’ Regulation Survey, just over half (52%) of respondents said the regulatory burden on their trust had increased. And this is expected to ramp up further in the future, with the UK government setting out a new 2030 strategy aimed at bolstering cyber resilience in healthcare.
Among the compliance burdens that the NHS faces is the challenge of meeting the requirements of the newly updated Data Security and Protection Toolkit (DSPT).
Mandated to minimize cyber risks and enable healthcare providers to maintain a robust information security posture, the DSPT is not a simple checklist of security controls, but a comprehensive toolkit to evaluate current security maturity and establish a risk management programme.
Indeed, in more recent times, DSPT has moved away from being a guide for achieving certain levels of assurance, and toward a mandatory evidence-based system which demands NHS organizations align with 10 precise National Data Guardian (NDG) standards: 1. The organization assures good management and maintenance of identity and access control for its networks and information systems. 2. The organization closely manages privileged user access to networks and information systems supporting essential services. 3. The organization ensures passwords are suitable for the information being protected. 4. Process reviews are held at least once a year where data security is put at risk and following security incidents. 5. Action is taken to address problems as a result of feedback at meetings. 6. All user devices are subject to anti-virus protections, while email services benefit from spam filtering and protection deployed at the corporate gateway. 7. Action is taken on known vulnerabilities based on advice from NHS Digital, and lessons are learned from previous incidents and near misses. 8. The organization has a defined, planned and communicated response to data security incidents impacting sensitive information or key operational services. 9. The organization has demonstrable confidence in the effectiveness of the security of technology, people, and processes relevant to essential services. 10. The organization securely configures the network and information systems that support the delivery of essential services.
Reducing Compliance Challenges with the Right Solutions
Taken individually, these standards may not seem too strenuous to adhere to. However, to be compliant with DSPT, all 10 items need to be completed and deemed ‘satisfactory’.
To tick all 10 key boxes in the most effective and efficient manner simultaneously, organizations should consider their strategy carefully. This could involve embracing supportive tools to accelerate and enhance their compliance journey.
Boiled down, DSPT demands several key things, including unincumbered visibility of the entire ecosystem, as well as the ability to demonstrate secure access, logs and storage, and essential auditing processes to maintain data security.
Achieving these things might appear complicated, even daunting. However, there are solutions known as Security Information and Event Management (SIEM) systems on the market that can make achieving these capabilities, and in turn DSPT compliance, easy.
Here, we outline some of the key features to look out for to meet compliance: • Log retention: A modern SIEM should be able to provide a centralized log storage and big data platform that scales to any organization’s size. Platforms should be able to provide role-based access to log data, including ‘data privacy’ functionality that can mask sensitive data until approved. Log data should not be modified or removed by users once ingested into the platform, while all data held should also be indexed and fully searchable. • Identifying and disabling unnecessary accounts: A good SIEM will also provide account auditing facilities for Active Directory that allow administrators to quickly identify dormant accounts. They should also be able to remove privileged user access when no longer required or appropriate. More sophisticated platforms will be able to do this in an automated manner. • Easy identification of issues: Clear and easily readable dashboards, alerts and reports for user logging activity should be provided, including failed login, apparent brute-force attempts, and bad password management practices. Further, those using machine learning will be able to identify unusual behavior patterns based on a baseline of activities of users and their peer group. • Integrate with third-party threat feeds: It will also be able to integrate with a wide variety of third-party threat feeds that provide information about specific known threat payloads/hashes and destination domains/addresses.
Meeting the mandate
Of course, having the right features in place is only part of the puzzle. For organizations to be truly successful in embracing tools that enable them to meet DSPT compliance more effectively, they should work to ensure that solutions providers offer them ongoing support – both in terms of ease of deployment and to ensure that they are using key systems in an optimal manner.
Scalability is another important aspect to consider.
Systems should be able to scale and continue to support the organization as data volumes increase and become more complex over time.
In respect of scalability, organizations should take time to think about pricing models, ensuring that these are based on the number of devices (nodes). In doing so, it will become easier to accurately budget future costs, as well as provide greater budgeting certainty over the short, medium and longer term.
A converged SIEM allows organizations to prioritize the big picture over individual tools, enabling them to develop a seamless and easy to use security operations setup. Not only does this approach boost cost transparency and eliminate potential complexities with managing a variety of siloed products – equally, it reduces the burdens on security teams, eliminating complexities over system integration and enhancing performance.
A converged SIEM combines key technologies easily to offer improved security outcomes. In doing so, organizations can easily home in on specific standards and adopt security best practices while reducing the burden on security teams tasked with meeting DSPT compliance.
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Health Technology, Digital Healthcare
Article | September 7, 2023
The COVID-19 virus (C19) pandemic is turning out to be the event of the century. Even World War seems timid in comparison. We are in the 4th month of the virus (in non-China countries) and have gone past the lockdown in many places. Isn’t it time we re-think the approach? What if there is another wave of C19 coming soon? What if C19 is the first of many such events in the future?
Before we get into analysis and solution design, summarizing the C19 quirks:
While a large section of the affected population is asymptomatic, for some it can be lethal
There isn’t clarity on all the ways C19 spreads
It’s known to affect the lungs, heart, and kidneys in patients with weak immunity
It has been hard to identify a definitive pattern of the virus. Some observations in managing the C19 situation are:
With no vaccine in sight, the end of this epidemic looks months or years away
Health care personnel in hospitals need additional protection to treat patients
Lockdowns lead to severe economic hardship and its repeated application can be damaging
Quarantining people has an economic cost, especially in the weaker sections of society
If one takes a step back to re-think about this, we are primarily solving 2 problems:
Minimise deaths: Minimise the death of C19 and non-C19 patients in this period
Maximise economic growth: The GDP output/growth should equal or higher than pre-C19 levels
One needs to achieve the 2 goals in an environment of rising number of C19 cases.
Minimise deaths
An approach that can be applied to achieve this is:
Data driven health care capacity planning
Build a health repository of all the citizens with details like pre-existing diseases, comorbidity, health status, etc. The repository needs to be updated quarterly to account for patient data changes
This health repository data is combined with the C19 profile (disease susceptibility) and/or other seasonal diseases to determine the healthcare capacity (medicines, doctors, etc.) needed
The healthcare capacity deficit/excess needs to be analysed in categories (beds, equipment, medicine, personnel, etc.) and regions (city, state, etc.) and actions taken accordingly
Regular capacity management will ensure patients aren’t deprived of timely treatment. In addition, such planning helps in the equitable distribution of healthcare across regions and optimising health care costs. Healthcare sector is better prepared to scale-up/down their operations
Based on the analysis citizens can be informed about their probability of needing hospitalisation on contracting C19. Citizens with a higher health risk on C19 infection should be personally trained on prevention and tips to manage the disease on occurrence
The diagram below explains the process
Mechanism to increase hospital capacity without cost escalation
Due to the nature of C19, health personnel are prone to infection and their safety is a big issue. There is also a shortage of hospitable beds available. Even non-C19 patients aren’t getting the required treatment because health personnel seek it as a risk. This resulted in, healthcare costs going up and availability reducing.
To mitigate such issues, hospital layouts may need to be altered (as shown in the diagram below). The altered layout improves hospital capacity and availability of health care personnel. It also reduces the need for the arduous C19 protection procedures. Such procedures reduce the patient treatment capacity and puts a toll on hospital management.
Over a period, the number of recovered C19 persons are going to increase significantly. We need to start tapping into their services to reduce the burden on the system. The hospitals need to be divided into 3 zones. The hospital zoning illustration shown below explains how this could be done. In the diagram, patients are shown in green and health care personnel are in light red.
**Assumption: Infected and recovered C19 patients are immune to the disease. This is not clearly established
Better enforcement of social factors
The other reason for high number of infections in countries like India is a glaring disregard in following C19 rules in public places and the laxity in enforcement. Enforcement covers 2 parts, tracking incidents of violation and penalising the behaviour. Government should use modern mechanisms like crowd sourcing to track incidents and ride on the growing public fear to ensure penalty enforcement succeeds. The C19 pandemic has exposed governance limitations in not just following C19 rules, but also in other areas of public safety like road travel, sanitation, dietary habits, etc.
Maximise economic growth
The earlier lockdown has strained the economy. Adequate measures need to be taken to get the economy back on track. Some of the areas that need to be addressed are:
One needs to evaluate the development needs of the country in different categories like growth impetus factors (e.g. building roads, electricity capacity increase), social factors (e.g. waste water treatment plants, health care capacity), and environmental factors (e.g. solar energy generation, EV charging stations). Governments need to accelerate funding in such projects so that that large numbers of unemployed people are hired and trained. Besides giving an immediate boost to the ailing economy such projects have a future payback. The governments should not get bogged down by the huge fiscal deficit such measures can create. Such a mechanism to get money out in the economy is far than better measures like QE (Quantitative Easing) or free money transfer into people’s bank accounts
Certain items like smartphone, internet, masks, etc. have become critical (for work, education, critical government announcements). It’s essential to subsidise or reduce taxes so that these items are affordable and accessible to everyone without a financial impact
The government shouldn’t put too many C19 related controls on service offerings (e.g. shops, schools, restaurants, cabs). Putting many controls increases the cost of the service which neither the seller not buyer is willing or able to pay. Where controls are put, the Govt should bear the costs or reduce taxes or figure out a mechanism so that the cost can be absorbed.
An event like the C19 pandemic is a great opportunity to rationalise development imbalances in the country. Government funding should be channelized more to under-developed regions. This drives growth in regions that need it most. It also prevents excess migration that has resulted in uncontrolled and bad urbanisation that has made C19 management hard (guidelines like social distance are impossible to follow)
Post-C19 lockdown, the business environment (need for sanitizers, masks, home furniture) has changed. To make people employable in new flourishing businesses there could be a need to re-skill people. Such an initiative can be taken up by the public/private sector
The number of C19 infected asymptomatic patients is going to keep increasing. Building an economy around them (existing, recovered C19 patients) may not be a far-fetched idea. E.g. jobs for C19 infected daily wage earners, C19 infected taxi drivers to transport C19 patients, etc.
In the last 100 years, mankind has conquered the destructive aspects of many a disease and natural mishap (hurricanes, floods, etc.). Human lives lost in such events has dramatically dropped over the years and our preparedness has never been this good. Nature seems to have caught up with mankind’s big strides in science and technology. C19 has been hard to reign in with no breakthrough yet. The C19 pandemic is here to stay for the near future. The more we accept this reality and change ourselves to live with it amidst us, the faster we can return to a new normal. A quote from Edward Jenner (inventor of Small Pox) seems apt in the situation – “The deviation of man from the state in which he was originally placed by nature seems to have proved to him a prolific source of diseases”.
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Health Technology, Digital Healthcare
Article | September 8, 2023
As the cost of care continues to rise, many hospitals are looking for long-term solutions to minimize inpatient services. Learn how technology and health care delivery will merge to influence the future of hospital design and the patient experience across the globe in this report developed by Deloitte US.
Five use cases for the digital hospital of the future
The future of health care delivery may look quite different than the hospital of today. Rapidly evolving technologies, along with demographic and economic changes, are expected to alter hospitals worldwide. A growing number of inpatient health care services are already being pushed to home and outpatient ambulatory facilities. However, many complex andv very ill patients will continue to need acute inpatient services.
With aging infrastructure in some countries and increased demand for more beds in others, hospital executives and governments should consider rethinking how to optimize inpatient and outpatient settings and integrate digital technologies into traditional hospital services to truly create a health system without walls.
To learn what this future of health care delivery may look like, the Deloitte Center for Health Solutions conducted a crowdsourcing simulation with 33 experts from across the globe. Participants included health care CXOs, physician and nurse leaders, public policy leaders, technologists, and futurists. Their charge was to come up with specific use cases for the design of digital hospitals globally in 10 years (a period that can offer hospital leaders and boards time to prepare).
The crowdsourcing simulation developed use cases in five categories
Redefined care delivery
Emerging features including centralized digital centers to enable decision making (think: air traffic control for hospitals), continuous clinical monitoring, targeted treatments (such as 3D printing for surgeries), and the use of smaller, portable devices will help characterize acute-care hospitals.
Digital patient experience
Digital and artificial intelligence (AI) technologies can help enable on-demand interaction and seamless processes to improve patient experience.
Enhanced talent development
Robotic process automation (RPA) and AI can allow caregivers to spend more time providing care and less time documenting it.
Operational efficiencies through technology
Digital supply chains, automation, robotics, and next-generation interoperability can drive operations management and back-office efficiencies.
Healing and well-being designs
The well-being of patients and staff members—with an emphasis on the importance of environment and experience in healing—will likely be important in future hospital designs.
Many of these use-case concepts are already in play. And hospital executives should be planning how to integrate technology into newly-built facilities and retrofit it into older ones.
Technology will likely underlie most aspects of future hospital care. But care delivery—especially for complex patients and procedures—may still require hands-on human expertise.
Laying the foundation for the digital hospital of the future
Building a digital hospital of the future can require investments in people, technology, processes, and premises. Most of these investments will likely be upfront. In the short term, hospital leadership may not see immediate returns on these investments. In the longer term, however—as digital technologies improve care delivery, create operational efficiencies, and enhance patient and staff experience—the return result can be in higher quality care, improved operational efficiencies, and increased patient satisfaction.
These six core elements of an enterprise digital strategy can help you get started as you begin to push your hospital into the future
Create a culture for digital transformation
It is essential that senior management understands the importance of a digital future and drives support for its implementation at all organizational levels.
Consider technology that communicates
Digital implementation is complex. Connecting disparate applications, devices, and technologies—all highly interdependent—and making certain they talk to each other can be critical to a successful digital implementation.
Play the long game
Since digital technologies are ever evolving, flexibility and scalability during implementation can be critical. The planning team should confirm that project scope includes adding, modifying, or replacing technology at lower costs.
Focus on data
While the requirements of data interoperability, scalability, productivity, and flexibility are important, they should be built upon a solid foundation of capturing, storing, securing, and analyzing data.
Prepare for Talent 2.0
As hospitals invest in exponential technologies, they should provide employees ample opportunities to develop corresponding digital strategies.
Maintain cybersecurity
With the proliferation of digital technologies, cyber breaches can be a major threat to hospitals of the future. Executives should understand that cybersecurity is the other half of digital implementation and allocate resources appropriately.
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Article | February 18, 2021
Your sales cycle encompasses every action you take to close a new customer as a salesperson. But there is a possibility for the sales cycle to be confused with sales methodology. Sales methodology is a framework in which one practices a sales cycle. Whereas the sales cycle is the step-by-step process of you, as a salesperson, to close a deal with a client.
Piper Drive, a sales CRM and pipeline management platform defines a sales cycle as the series of predictable phases required to sell a product or a service, and that sales cycles can vary greatly among organizations, products, and services, and no one sale will be the same.
Especially with the healthcare industry, a thorough understanding of your health tech sales cycle will make your sales operations more efficient. Shortening the sales cycle without an up-front investment for sales is one of the critical healthcare sales and marketing goals. If you shorten your health tech sales cycle, you get more time to make additional leads. This will ultimately result in having an improved bottom line.
A faster and shorter sales cycle can bring you more advantages in the competitive sales world of your industry. It will indeed allow your company to grow its business by improving market share. Have you ever thought, as a salesperson, about the effective ways to shorten the health tech sales cycle? This article mainly focuses on proactive ways to shorten your sales cycle and improve profitability.
Challenges of Long B2B Health Tech Sales Cycle
According to Marketing Sherpa, a market research institute, the length of the sales cycle can vary from industry to industry. Comparatively, the health tech industry has a longer sales cycle. Still, there are many effective ways to shorten it and bring a positive impact on your sales process.
In general, B2B sales take a lot of time to maintain. Thus, the B2B health tech sales cycle takes even months to close a sale with a prospect and faces many challenges in the process. Some of the challenges you may face, as a health tech salesperson, can be the following on the process:
Turning the Lead to a Sales-Ready Prospect
No health tech salesperson will find a lead ready to make the sale without any persuasion from you. In the health tech sales cycle, lead nurturing should be your best bet to convert a prospect.
With longer sales cycles, it won't be easy to nurture a lead all through the process and make a sales-ready prospect. It would be easier to convert leads when they are ready if you keep in touch with the prospects. People often find it difficult to do so in the long health tech sales cycle and end up not converting potential clients into happy customers.
Maintaining Engagement Over Time
The sales team keeps converting leads on their radar. As days and months pass, it is challenging to memorize each prospect you have interacted with. Neglecting them brings nothing to your business.
It can be a juggle to balance new prospects with existing SQLs. Older ones may get lost in the weeds as new leads come in. No one can tell which one is a higher priority. Whom will you pay more attention to and for how long? It can be a severe obstacle in the long B2B health tech sales cycle.
Keeping Your Sales Team Energized
If your sales team is not engaged with the process itself and enjoys it, they will have a more challenging time dealing with leads. It is a fact that, unfortunately, salespeople can become frustrated or bored due to working with difficult and hesitant leads.
As the health tech sales cycle drags on, it is tough to remain emotionally calm. If you have no strategies to energize them promptly, apathy or discouragement may come into play.
Ensuring Marketing and Sales Alignment
Lack of communication between the sales and healthcare marketing teams can pose the most detrimental challenges. It can impact the health tech sales cycle seriously. This loss of alignment between marketing and sales can hurt lead nurturing and lead to further difficulties like the ones listed above.
When the two teams move out of sync, it often requires a lot of effort to get them on the same page again. These teams can work separately with decisions and different goals, but it would not benefit the entire company.
Five Stages of the Typical Sales Cycle
It is better to understand the five stages of the health tech sales cycle to comprehend how the sales cycle comes into play completely.
Prospect
This is the stage where the sales team attracts leads and listens to them, and learns to offer what they need.
Connect
This is the stage for you to get leads to move forward with your offers. You can utilize all the data you have amassed during prospecting.
Research
As a salesperson, this is when you learn about leads and determine whether the prospect intends to buy.
Present
In this stage of the health tech sales cycle, you offer your product or services as an effective solution for your lead's pain points.
Close
It’s a fit! By now, you know if your lead wants your product or service and move forward.
Benefits of Shortening your Sales Cycle
A shorter health tech sales cycle allows you to meet more prospects within the same time frame. For example, if you take one week for each prospect to complete the cycle, you can meet more people than with a two-week average life cycle for a single prospect. As you meet more people, it allows you to make more money. Moreover, most of the prospects prefer to have shorter sales cycles provided that you fulfill their need and solve their problem.
However, even with a short health tech sales cycle, you should have an effective method to track sales information. Along with a short sales cycle, an effective method will increase your team’s efficiency and sales numbers. You will make more profits and improve your sales cycle.
Ways to Shorten your Long Health Tech Sales Cycle
One of the significant challenges faced by healthcare technology salespeople is shortening their health tech sales cycle. Unlike B2C, the B2B process of sales has to deal with many decision-makers and educate them about the value of your products. Typically, it takes a lot of time and effort to convince your prospects that your solution is customized to meet their unique needs.
However, your health tech sales cycle can become agonizingly long as each prospect can have a different perspective about your solution. It can also occur due to the number of people involved in the decision-making in B2B companies. According to the latest Demand Gen Report, the buyer’s journey is getting more complicated and longer. This makes the sales process worse, which is already tedious.
However, the good news is that you can follow these marketing strategies to shorten your health tech sales cycle tactically.
Understand Your Buyer Personas
Keep yourself away from trying to engage the wrong people. This will not bring you any results in the end. Before commencing the sales process, you should have a clear idea of who your targeted audience is. The decision-makers or influencers in the organizations you are targeting are your buyer personas.
After identifying your personas, by answering the following questions, you can outline their qualities:
• What are their goals?
• What are their responsibilities?
• What trigger drives them to buy?
• What problems are they dealing with?
• How do they like to research?
• What inhibits a purchase?
As you answer these questions, you will get a clear idea of the best way to approach them.
Send an Introductory Video
The prospects get to know the salesperson only in the in-person meeting. So before the in-person meeting, you can consider sending them an introduction video. This would add value and explain why you are interested in them with a ‘call-to-action. It creates familiarity by the time you connect with them. This is a very creative step to shorten your health tech sales cycle.
Provide Pre-Sales Appointment Content
Having a sales appointment with a prospect, who does not know anything about your solution, is one of the biggest mistakes you can make in your health tech sales cycle. This means you may have to have several meetings to convince the client. This problem can be eliminated with a lead nurturing email with informative content. This email can have a link to an informative blog about your product, which was written previously. It will make them peruse your website before the actual sales meeting with you. It saves your time by eliminating many meetings to educate the prospect about your product.
Provide Post-Sales Appointment Content
The prospect is expected to come out with some concerns and objections after the first sales appointment. As a healthcare tech company salesperson, it is your responsibility to eliminate all those obstacles by addressing them strategically. Sending follow-up emails, videos, and case studies helps address those concerns. The content can be used to guide other prospects too. Overcoming these obstacles with effective content can shorten your health tech sales cycle effectively.
Come Clean with Pricing
Pricing of your products can be one of the main concerns for your prospects. Many salespeople address it only at the last stage of the health tech sales cycle. Not revealing the price at the beginning will only lengthen your process. Moreover, it may result in losing trust in you. Be transparent and reveal the price, to save yourself from such issues.
Leverage Social Proof
One of the smartest ways to win the trust of your prospect is to provide social proof. It will also make the deal close sooner. The best social proofs are case studies with the impact of your products or ROI. Remember to make that the company featured in the case study is similar to the particular prospect's company.
In the health tech sales cycle, it is crucial to thoroughly understand the prospect. Your sales cycle should connect with the process of lead nurturing, where you act as an advisor. This will also help you build trust with the prospects and increase your chances of closing the deal before the expected time.
Executing all of these alone would be challenging. At Media7, we help companies market their healthcare technology product with innovative strategies and support by implementing these strategies effectively. Our strategies help attract prospects, convert them and turn them into your happy customers forever. To know more about us, visit https://media7.com/
Frequently Asked Questions
What are the stages in the health tech sales cycle?
B2B health tech sales cycles include seven main stages. They are sales prospecting, making contact, qualifying the lead, nurturing the lead, making an offer, handling objections, and closing the sale. Following these steps help a salesperson to close the sale effectively.
How does the health tech sales cycle help?
The health tech sales cycle helps you identify potential clients and nurture them through the process of sales. It makes you effectively and efficiently guide your clients and gives them the confidence to go forward with more effort.
What are the best practices for the health tech sales cycle?
The best practices for the health tech sales cycle can be attracting more prospects through content marketing, building trust by understanding clients better, focusing on your customers' clients, and knowing the prospect’s organizational chart.
Why is the sales cycle important in health tech?
The sales cycle in the health tech industry helps the sales managers to forecast the accurate picture of your sales. This because they know where your salespersons are in the sales cycle. It also gives a clear picture of how many deals your salespeople close out of a given number of leads.
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