Career Path

A number of factors have been contributing to a rapid change in care delivery models world-wide. Increasing cost of care, need to improve access to care, inherent complexity in treatment options and increasing involvement of patients in the care delivery cycles – all of these factors have fostered an environment where hospitals or other care delivery institutions have started shifting focus from treating episodes to managing overall health of patients, while focusing on overall value of care rather than efficiency.

n this context more and more hospitals have invested heavily in ICT capabilities in different areas of management and operations. This burgeoning deployment of ICT capabilities in hospitals has evolved into the concept of Smart Hospitals with the objective of achieving better clinical outcomes, efficiency in supply chain and enhancement of the patient experience.

Discussions with several healthcare executives yield a common question – how can a care delivery institution build its own vision of a Smart Hospital? What does it encompass and how can it be used to fundamentally redefine the way the hospital operates? Is there a commonly understood and universally accepted blueprint of a Smart Hospital?

Based on its work with several leading healthcare institutions across the globe, Arthur D. Little has developed a framework that can be used by hospitals in developing and explaining their vision of a Smart Hospital.

Digitalization in healthcare is booming, and creates unprecedented opportunities to further improve health standards and accessibility. Still, large pharma companies are confronted with the challenge of selecting, funding and developing the right projects among myriad initiatives: What is the right starting point and framework to compete?

The aim of the event was to provide its participants with the opportunity to be part of an interactive, cross-industry session with exchanges of real-life experiences presented by top management representatives from the automotive, telecommunication, engineering and electronics industries, as well as from technology start-ups.

Energy efficiency has been a hot topic for several years. It is one of the most important leverswhen improving the productivity of developed societies, as well as their environmental impact – aunit less of energy consumed for the same productive activity reduces not only costs, but also thepollution associated with it. For many countries that depend strongly on energy imports, it alsoimpacts the commercial trade balance.

Our new report has been co-authored by Arthur D. Little and Telia as part of a series highlighting various aspects of digitalization and the impact it has on companies and organizations. This report takes aim at the digital transformation of customer interaction and experience, what we refer to as “the customer meeting of the future”

The media industry is experiencing a massive digital transformation. This creates a complex and volatile environment for media companies and the transformation will significantly affect value flows going forward. Traditional media companies will need to take (tough) portfolio decisions as the digitization of the industry progresses.

We believe it is a mistake to equate the digital-economy development needs and implications of Latin America (and other developing countries) with those of developed economies. These differences are not only based on the purchase power gaps that every businessperson is aware of, but also how all market forces differ in the two regions.

The development of new and diversified technologies is creating exciting opportunities within the automotive industry. Arthur D. Little has already analyzed and reported the evolution trends in traditional and innovative powertrain technologies.

Since the mid 2000s the air-transport industry has been in an era of hyper-competition. Medium-haul has been irreversibly disrupted, and the sector has become a mass-market industry. Now airlines are preparing for the next battle in the sky: the fight for the long-haul traveler.