findes der millioner i velfærdsteknologi?
DESCRIPTION
Oplæg afholdt i forbindelse med InnovationX arrangement maj 2011. Innovation X er en fælles platform for erhvervs- og innovationsaktører i Nordjylland. Formålet er at give små og mellemstore virksomheder, erhvervsledere og iværksættere et overblik over mulighederne for rådgivning, innovation og samarbejde.TRANSCRIPT
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Nyt marked stiller krav om ny viden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
Casestory:
Hvor er vejen til millionerne i velf"rdsteknologien?
markedsfæste omkring velfærdsteknologi er klart øget
“ ”
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Vejen ind til velf"rdsteknologien , er den der?
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Et landskab for Sundheds! og velf"rds!teknologi
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GateHouse A/S ved at det er risikofyldt at være en min-dre, dansk teknologivirksomhed. GateHouse har med succes placeret sig solidt i værdikæden omkring satel-litkommunikationsudstyr ved at lave noget af verdens bedste protokol-software. Men som projektudviklende teknologivirksomhed kender GateHouse alle de risici der er forbundet med at skulle vælge projekter og tekno-logier.GateHouse har sammen med 7 andre logistikvirksom-hed tegnet et roadmap for adgangen til markedet for Sundheds- og Velfærdsteknologi. Hvis der er et marked, hvordan ser det så ud? Og hvilke teknologier og projek-ter skal man som virksomhed satse på, hvis man skal trænge igennem?I denne case giver Kresten Tang Andersen, der er for-retningsudvikler hos GateHouse, sine bud på hvad især teknologi-virksomheder kan tage op af værktøjskassen Technology Roadmapping til at foretage bedre og mere sikre valg af projekter og teknologier.
Succes med satellitterO1.0#%5,*3(4+-#&#*%0<*%(,0%&#.%#*21*,.0:%1$%&#$%#*%*,0$,0%(5;*$%1$%5'*&#*#%(,.%,.&(1$(%6)%#$%0,5#.$%+1*3#&%,%24*-4/&%$,/%&#%$#3.4/40,#*%+1.%*)&#*%45#*8%9.%#*21*,.0%b1$#Y4'(#%40()%-1*%1.&#/%,P
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Casestory:
Der er ingen garanti for at ramme rigtigt igen( bare fordi man ramte rigtigt f%rste gang
konstatere at vi ikke har en kinamands chan--
“ ”
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!derne med vores konkurrenter!
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1 1 Bent Bilstrup | [email protected] | 23262229
Medico
Barrierer:Høje krav til kvalitet, præcision,
cering af produkt og proces.Dyr special viden (klinisk)
Muligheder:Høj pris, loyale kunder og sikre værdikæder.
Sundheds-IT
Barrierer:Stort ønske om konsolidering
Muligheder:2 dele: 1) Administrative systemer (EPJ og personale/udstyrs administrative systemer) 2) Fag- og laboratorie-systemerModerate krav til
cering og standarder.
Omsorg
Barrierer:Svær organisation af navigere i
Muligheder:2 dele: administrative systemer og systemer til styring og planlægning af ressourcer (Smart planing)Relativ lav teknologisk modenhed
Velfærd
Barrierer:Rettet mod slutbrugere, så hvor er distributionskanalen?
MulighederFå eller ingen standarder eller formelle kravTeknologisk platform baserer sig på forbruger-elektronik og slut-bruger services
Aftagere
Målgruppe: Hospitalerne
og enkelt-afdelinger
Kundegruppe: Specielle
sundheds-faglige,
Målgruppe: Regionerne
Kundegruppe: IT-chefer og
system-planlæggere
Målgruppe: Kommunerne
Kundegruppe: IT-funktioner
og planlægnings-
funktioner
Målgruppe: Borgere
Kundegruppe: Borgere
(sekundært visiterings-ansvarlige)
TidProces roadmap: Forretning og Teknologi
Kommercieltperspektiv
Teknologiskperspektiv
Udvikling af:Services
ProdukterForretning
Erfaringer og resultater fra udarbejdelse af et
Roadmap for Sundheds! og Velf"rdsteknologi
!
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6)%1$%=#0,%4(%'&%,%/1.&(31=#$%24*%/<(.,.0#*%40%$#3.4/40,#*%$,/%2*#+$,&#.(%('.&-#&(>%40%5#/>
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
En kollektiv indsats
J
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MotivationO4$,51$,4.#.%24*%-#/#%24*/<=#$%-1*%5;*#$%1$%12(<0#%40%'&6#0#%#.%+'/,0%6/1&(%24*%.4*&BD(3#%5,*3(4+-#&#*%+#&%#$%12(;$%,%&#*#(%.'5;*#.&#%3#*.#>24**#$.,.0P%'&5,3/,.0%40%,+6/#+#.$#*,.0%12%,.$#//,>0#.$#%/40,($,3/<(.,.0#*8%?4+%,.&/#&.,.0%$,/%24*/<>=#$%=/#5%#$%,.&/#&#.&#%/431/$%V*41&+16V%/10$%24*%0*'66#.(%34//#3$,5#%1+=,$,4.%24*%24*/<=#$8%O4>$,51$,4.#.%2*1%&#/$10#*.#(%(,&#%24*&#/#*%(,0%45#*%I%$#+1#*P%?#/5#%+#$4&#.%$#7-.4/40D%*41&+16>
1.0,5#$%(4+%+4$,51$,4.(>213$4*%1/#.#8%?)%#*%&#*%(#/52</0#/,0%5'*&#*,.0#.%12%(#/5#%+1*3#&(64$#.$,1>/#$%24*%@#/2;*&($#3.4/40,:%
&#/$10#*#%W%-#/&,0$%.438%9.&#/,0%#*%&#$%5,0$,0$%24*%
Metode
Input og genbrug i eksisterendeforretningsudvikling og strategi
Vurdering af markedspotentiale og perspektiv for
Velfærdsteknologi
Lære metoden
Metode, nye kontakter,
støtte
Metoden
Metoden - lære at kende
Samarbejde mellem
virksomheder
Afdækning af om forsk-
ningsverdens syn stemmer overens med industriens
Skabe ideer der er
værdifulde på længere sigte
Øge samarbejde
At hver part går hjem med
én idé til videreførelse (forretning, netværk,...)
Input til egen forretningsud
vikling
Input til løbende strategi
udvikling
Input til egen roadmapping
aktiviteterFrembringe
af roadmap-dele som vi
kan genbruge
Inspiration til fremtidig proces
Nye markeds-
muligheder
Ideer til videre
arbejde
Konkrete brugbare resultater
Nye markeds-
muligheder
Baggrund & motivation
Udfordringen
• Forskellige formål / agendaer
• Indbyrdes konkurrenter på nuværende markeder
• Dækker forskellige dele af værdikæden
• Forskellige Edshorisonter • Vidt forskellige størrelse og modenhedsnivaeu
Supra-organisatoriskmål-orienteretroadmapping
Udnytte og kapitaliserepå eksisterende viden
Supra-organisatorisksonderende
roadmapping
Intra-organisatoriskmål-orienteretroadmapping
Intra-organisatorisksonderende
roadmapping
Søge ny ogbreddere viden
Udnytte interneressourcer
Opsøge og udnytteeksterne ressourcer
Rollen for roadmap-‐processen og roadmappet
• Faciliterende ramme • Fokus på de neutral fælles dele
• Tilpasset input El virksomhedernes forretningsudvikling
! " # $r% " & $r' " ( $r
Standard
er Teknologier
Mark
eder
Produkter og services
F)lles aktiviteter
X
13/09/2010 27/09/2010 11/10/2010 25/10/2010 08/11/2010 22/11/2010 06/12/2010
Efterbehandling WS3
15/10/2010 - 29/10/2010
Kick-off - Workshop 1 (WS1)14/09/2010
Kickoff - "Det strategiske landskab" - Know why?
Efterbehandling WS4
02/11/2010 - 09/11/2010
Efterårsferie
18/10/2010 - 24/10/2010
Workshop 4 (WS4)02/11/2010
"Vejen frem" - Fremtidige markeder/services (Drivere, barrierer, muligheder)
Udsendelse materiale kickoff (WS1)01/09/2010
Efterbehandling WS5
23/11/2010 - 30/11/2010
Afrapportering og kommunikation01/12/2010
- Virksomhedsopfølgning- Case- og referencemateriale
Workshop 5 - Præsentationsseminar (WS5)23/11/2010
Præsentationsseminar (åbent arrangement)
Efterbehandling WS1
14/09/2010 - 21/09/2010
Workshop 2 (WS2)28/09/2010
"Det teknologiske landskab" - Know-how? - Primære og sekunddære teknologi-familier
Workshop 3 (WS3)15/10/2010
"Den kritiske sti" - Kritiske niveauer og tidsligheden (timingen)
Efterbehandling WS2
28/09/2010 - 05/10/2010
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0*#=%40%&#%5;*3$<B#*%5,%-1*%=*'0$%'.&#*5#B(8R4*%&#$%1.&#$%-1*%24*/<=#$%-12$%#$%+#0#$%3/1*$%(,0$#%6)%-#/#%$,&#.%1$%6*4&'7#>*#%+#0#$%6*10+1$,(3#%40%6*13$,(3%1.5#.&#/,0#%6*4&'3$#*8%RT%+1*3#&(+4>&#//#*:%NC[?>1.1/D(#*%40%$#3.4/40,12&;3.,.0#*:%(4+%&#/$10#*.#%-1*%3'.>.#$%$10#%+#&%-B#+%40%,.&2<B#%,%&#*#(%#0#.%24**#$.,.0(>%40%($*1$#0,'&5,3/,.089.&#/,0%(4+%&#$%$*#&B#%-1*%24*/<=#$%(#/52</0#/,0%6*4&'7#*#$%#$%roadmapP%#.%($*'3$'*#*#$%40%(D($#+1$,(3%*1++#:%&#*%,//'($*#*#*%&#%(1++#.-;.0#%&#*%+)$$#%5;*#%+#//#+%24**#$.,.0(+;((,0#%&*,5#*#:%1.5#.&#/(#*%40%$#3.4/4>0,#*8
Nedenfor er selve forløbet vist i form af en tidslinie. Hver workshop sætter en iteration eller et sprint i gang, der typisk forløber over 14 dage.Modellen er inspireret af Scrum fra software-bran-chen, hvor man løbende itererer sig igennem opga-verne i Sprints og vedligeholder en Product-log og en Product back-log.
det, som vi var interesserede i.
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Forl%b & metode
TidProces roadmap: Forretning og Teknologi
Kommercieltperspektiv
Teknologiskperspektiv
Udvikling af:Services
ProdukterForretning
Forløb
Proces
Produkter
Metode
Iterativ
Scrum
T-Plan
`
Produkter
Fase 4 - Review og afrapportering
Fase 2 TRM Workshops og dokumentation
Produkter
Fase 1Forberedelse
Baggrundsleksikon (relevante analyser,
etc.)
Produkter
Workshop #1 kation af
muligheder og innovation
"Hvor skal vi hen?"
Formål: Fokus på markedsafdækning: overordnede markeder og applikationsområder samt hovedsegmenter og kundegrupper
Produkter
Workshop #2Prioritering og
kation af nøgleteknologier"Hvor er vi nu?"
Formål: Mapping og kation af
nuværende, eksisterende produkter/services og fremtidige
Produkter
Workshop #3Kritiske niveauer, åbne
felter og GAP's"Hvordan kommer vi
derhen?"
Formål: Mapping og kation af kritiske
niveauer og GAP's der skal lukkes før realisering er mulig
Produkter
Workshop #5V kke
TRM
Formål: Kontekstualisering af det generelle roadmap ind imod den enkelte
kke behov
Fase 3 Fokus
Dokumenation og afrapportering til virksomheder, styregruppe og
omverden
Workshopplan
Workshop #4Vejen frem - den
strategiske mulighed"Hvad kan vi gøre?"
-
indbudt eksperter og reviewere.
Produkter
Fase 2.1 - FokusFase 2 TRM Workshops og dokumentation
Produkter
Fase 1Forberedelse
Baggrundsleksikon (relevante analyser,
etc.)
Etablering strategisk TRM ramme samtinitielt roadmap for
relevante standarder, politiske tiltag etc (Policy & Society)
Formål: Den overordnede TRM ramme, tidsperspektiv, abstraktionslag, identifikation af generelle mega-trends
Produkter
Workshop #1 Identifikation af muligheder og
innovation"Know why?"
Formål: Fokus på markedsafdækning: overordnede markeder og applikationsområder samt hovedsegmenter og kundegrupper
Afgrænsning af fokus-område: sundheds- og
velfærdsteknologier Fokus-plan for hver enkelt virksomhed:
hvad er deres fokus, motivation og værdi?
Produkter
Workshop #2Prioritering og identifikation af
nøgleteknologier"Know how?"
Formål: Mapping og identifikation af nuværende, eksisterende produkter/services og fremtidige
Mapning af primære og sekundære
teknologier
Produkter
Workshop #3Kritiske niveauer, åbne
felter og GAP's"Know when?"
Formål: Mapping og identifikation af kritiske niveauer og GAP's der skal lukkes før realisering er mulig indenfor en given tidsramme
Identifikations af kritiske niveauer for
policy, markeder, teknologier
Produkter
Workshop #4Virksomheds-specifikke
TRM
Formål: Kontekstualisering af det generelle roadmap ind imod den enkelte virksomhedsspecifikke behov
Kritiske veje og kontekst for den
enkelte virksomhed udpeges
Markedssignalement med væsentligste
applikationsområder beskrevet
Opstilling af teknologier i business
case matrix: omstilling/drift
Fase 3 Review og afrapportering
Dokumenation og afrapportering til virksomheder, styregruppe og
omverden
Review hos relevante parter (branche org.,
leverandører, forskningsmiljøer)
Centrale kritiske niveauer for den
enkelte virksomhed identificeres
Kommunikationsplan
Tidsligheden i roadmappet afgøres
k!
AAL - Ambient Assisted
Living
AAL@Home
AAL@Community
AAL@Work
AAL4Persons
AALon_the_move
9$%$#7-.4/40D%*41&+16%24*=,.&#*%$#3.4/40,%+#&%6/1./;0.,.0%40%$,+,.0%12%24**#$.,.0#.8%N,+,.0%,%24*-4/&%$,/%+4&#.-#&:%+1*3#&#*%40%,.5#($#*,.0#*%40%(31/%0<*#%G.%,%($1.&%$,/%1$%3'..#%45#*(3'#%5,*3(4+-#&#.(%+'/,0-#&#*%24*%51/0%12%$#3.4/40,#*%40%+1*3#&#*8%"#$%#*%#.%6*47#(%40%#$%5;*3$<B%&#*%(31/%0<*#%5,*3(4+-#&#*%,%($1.&%$,/%1$%(3,2$#%+#*#%#//#*%+,.&*#%5,/&#%0;$%'&%+#&%
(1.&(D./,0-#&#.%40%7-1.7#.%24*%('77#(%40%+,.,+#*#*%*,(,7,8
Hvorfor lave et technology roadmap?N#3.4/40,#*%40%+1*3#&#*%;.&*#*%(,0%($1&,0%-'*$,0#*#8%?6,//#*#0/#*.#%;.>&*#*%(,0%40%,%&10%#*%&#.%#.3#/$#%5,*3(4+-#&%40%,.&'($*,%.<&$%$,/%1$%(#%'&%45#*%(,0%(#/58%?1+2'.&(+;((,0#:%<34.4+,(3#%40%64/,$,(3#%$*#.&(%6)5,*3#*%-#/#%$,&#.%&#.%3'*(%5,%(;$$#*%24*%54*#(%4*01.,(1$,4.%40%5,%#*%+)(3#%.<&$%$,/%1$%(<0#%.D#%61*$.#*(31=#*%24*%1$%466#=;*#%54*#(%$#3.4/40,>($*1$#0,#*8C0%()%#*%&#*%1/$%&#$%'24*'&(#$#g%&#%&,(*'6$,5#%#/#+#.$#*%(4+%5,%,33#%24*'&()%#//#*%3'..#%24*'&(#8%R,.1.(3*,(#*%#//#*%/431/#%4*01.,(1$4*,(3#%24*1.&*,.0#*%
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Hvorn-r skal man lave sig et roadmap?a40/#%2)%.<0/#%,.&,31$4*#*%31.%5;*#%+#&%$,/%1$%(,0.1/#*#:%1$%&#*%#*%=#-45%24*%1$%($D*3#%#.%5,*3(4+-#&(%61*1$-#&%45#*24*%2*#+$,&#.(%'&24*&*,.0#*%40%($*1>$#0,(3#%=#(/'$.,.0#*P
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Hvad er et roadmap?
kI
O1.%-1*%#.%-1*%#.%3/1*%5,(,4.%4+%5,*3(4+-#&#.(%6/1&(%40%*4//#%,%#$%2*#+$,&,0$%+1*3#&:%+#.%,.0#.%($*1$#0,%#//#*%6/1.%24*%1$%.)%&#*$,/@,*3(4+-#&#.%($)*%+#&%($4*#%'(,33#*-#&#*%4+3*,.0%-5,/3#%$#3.4/40,#*%40%166/,31$,4.(4+*)&#*%2*#+$,&,0#%+1*3#&#*%5,/%#2$#*(6<*0#8%C0%,33#%+,.&($P%-54*.)*Z
Hvad giver et technology roadmap?>
&#%-)*&#%40%=/<&#%$#3.4/40,#*:%&#*%#*%.<&5#.&,0#%24*%1$%,.&21.0#%2*#+$,&,0#%0#>5,.($#*%40%+'/,0-#&#*8"#$%3'..#%2T%($D*3#%6)%&#.%+)&#:%1$%&#$%0,5#*%5,*3(4+-#&#.%#$%5;*$<B%$,/%/<=#.&#%
(4+%#.%,.$#0*#*#$%&#/%12%&#%/<=#.&#%6*4B#3$>13$,5,$#$#*%5#&%1$%=*'0#%*41&+16(%,%&#.%,.$#*.#%40%#3($#*.#%34++'.,31$,4.8%A41&+16(%,.5,$#*#*%$,/%&,1/40%40%#$%*41&>+16%=/,5#*%1/$,&%($D*3#$%5#&%1$%=/,5#%'&24*&*#$89.&#/,0%#*%*41&+16(%#$%04&$%5;*3$<B%$,/%1$%(31=#%34.(#.('(%,%#$%6*4B#3$%#//#*%4*01>.,(1$,4.8
Som inspiration tog forløbet ud-gangspunkt i roadmappet for Ambient Assisted Living, som er et resultat af
ALLIANCE.Her er AAL-roadmappet - der er me-get omfattende - illustreret i et visuelt roadmap.
Forst! ogkommunikere
Gra"sk ogvisuelt udtryk
Informations#arkitektur
Roadmap linse
Samfund $ Marked $ industri $ Teknologi
kJ
Resultater
Overblik
Markeds-model
nition af velfærds-teknologi
Funding
DrivereBarrierer
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Til generel vurdering og beslutningsst%tteA41&+166#$%W%+#&%&*,5#*#:%$#3.4/40,#*%40%1.5#.&#/(#*%W%#*%(1+/#$%,%#.%($<**#%*1++#:%-54*%+1.%31.%217,/,$#*#%&,(3'((,4.#*%40%/#5#*#%=#(/'$.,.0(>($<$$#8%"#$$#%*41&+16%#*%/10$%,%#$%,.$#*13$,5$%&D.1+,(3%5;*3$<B:%-54*%+1.%31.%,//'($*#*#%+1*3#&(&*,5#*#(%,.&5,*3.,.0%6)%1.5#.&#/(#*%40%/;00#*%24*(3#//,0#%5'*&#*,.0#*%,.&%12%#0.#%34+6#$#.7#>.,5#1'#*%40%1.(/)#$%+4&#.-#&%12%2T%
Resultater & produkter
kX
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9$%(4/,&$%31$1/40%12%7#.$*1/#%3,/&#*%4+3*,.0%?'.&-#&(>%40%@#/2;*&($#3.4/40,9$%&D.1+,(3%*41&+16:%&#*%,%24*+%12%34.3*#$%,.$#*13$,4.%#//#*%,%(7*##.71($(:%&#*%,//'($*#*#*%#//#*%24*$;//#*%-,($4*,#.%4+%-5,/3#%(1++#.-;.0#%40%&D.1+,33#*%&#*%#*%6)%(6,/%,%&#$$#%64$#.$,#//#%+1*3#&@;*3$<B#*%40%(31=#/4.#*%$,/%=#(3*,5#/(#%12%24**#$.,.0(6/1>.#*%40%46($,//,.0%12%,&#*#&#%+1*3#&(+4&#//#*%+#&%=#(3*,5#/(#%12%5;*&,3;&#*:%(#0+#.$#*:%/#5#*1.7#31.1/#*%
-ducerde gruppen denne ”sketch-up”. Den
valg og barrierer, som man skal forbi.Fx skal man have funding i tanken til tu-ren? Skal man køre alene eller i et konsor-
- nemlig den domæne-viden der tilsynela-
sig inden for dette marked.Hvad med udbud og SKI nu hvor det er offentlige kunder etc. etc.
k\
Drivere for velf"rdsteknologi
Drivere
Øge livskvalitet
hos de ældre og plejekræv-
ende
Spare og effektivisere
Stigende konkurrence
på pleje
Globali-sering
Brugerkrav
Pres på arbejdskraft
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.D%13$'1/,$#$%40%1*=#B&#$%+#&%1$%'&1*=#B&#%40%&43'+#.$#*#%&#+%34+%6/'&>(#/,0$%&4==#/$%$,/=10#8
k`
Driver hierakierne blev lavet i 2. iteration af for-løbet. Det er typisk her i forløbet at informations-mængden kan virke over-vældende og en anelse
en intensiv eftermiddag efterlod store ark over-tegnede med noter og optegninger og vidnede om gode diskussioner. Der forestod bagefter en større efterbehandling af materialet.
kS
Markedet ! er det der?A41&+166#$%40%&#%+1*3#&(+4&#//#*:%(4+%24*/<=#$%-1*%6*4&'7#*#$:%$#0.#*%#$%=,//#&#%12%#$%+#0#$:%+#0#$%&,22#*#.$,#*#$%#//#*%24*(3#//,0$%+1*3#&%40%(#0>+#.$#*8%"#%performance-faktorer &#*%0<*%(,0%0;/&#.&#%,%G$%+1*3#&((#0>
>4+*)&#$%40%&#$%#$1=/#*#&#%('.&-#&(5;(#.8%N,/%0#.0;/&%(#*%&#$%,33#%'&%$,/%1$%&,((#%3*15%-1*%(1++#%=#$D&.,.0%4+3*,.0%1//#%&#/#%12%5#/2;*&($#3.4/40,:%-54*%#.3#/%=#$B#.,.0:%/15%6*,(%40%34+24*$%#*%/1.0$%+#*#%=#$D&#.Y.&5,&#*#%#*%+)/0*'66#*.#%40%3'.�*'66#*.#%5,&$%24*(3#//,0#%,%-5#*$%(#0>+#.$8%"#$%24*$;//#*%.40#$%4+%1$%+1.%2T%,33#%31.%24*5#.$#%1$%3'..#%*1++#%
24*(3#//,0#%='&(31=#*:%&#*%(31/%'&%$,/%5,&$%24*(3#//,0#%+4&$10#*#P%R*1%(6#>7,1/'&&1..#&#%('.&-#&(210/,0#:%-5,(%&#$%#*%+#&,74>*#/1$#*#$%40%6*,51$%(/'$>=*'0#*#:%-5,(%5,%#*%,%5#/2;*&((#0+#.$#$8R4*%1$%3'..#%&,22#*#.$,#*#%40%1&(3,//#%+1*3#&(&*,5#*.#%#*%&#*%=/#5#$%1*=#B>&#$%+#&%+1*3#&(+4&#//#.:%&#*%(#(%-#*%$,/%-<B*#8
5,/%.1$'*/,05,(%(#%24*(3#//,0%'&%1/$%#2$#*%&#.%#.3#/$#%5,*3(4+-#&(%#0#.%5'*&#>*,.0:%($<**#/(#%40%6/17#*,.0%,%5;*&,3;&#.8%?4+%.;5.$%#*%*41&+166#$%24*/<=,0#%34.3/'(,4.:%1$%&#*%24*%&#.%34.3*#$#%3*#&(%12%5,*3(4+-#&#*%,33#%'+,&&#/=1*$%#*%#$%+1*3#&%>%-5#*3#.%34++#*7,#/$%#//#*%6*4B#3$+;((,0$%>%,.&#.24*%4+*)&#$%24*%5#/2;*&($#3.4/40,8%"#*%31.%34+>+#%G$%40%5,1%*41&+166#$%5#&%+1.%.'%-5,/3#%,.&,31$4*#*%+1.%(31/%-4/&#%<B#%
>
3#&%,.&#.24*%&#/#%12%('.&-#&(4+*)&#$%40%4+(4*0(4+*)&#$8%"#$%#*%=#00#%4+*)&#*%+#&%($4*#%/40,($,3+;((,0#%'&24*&*,.0#*:%40%-54*%&#*%#*%#$%($4*$%243'(%6)%&*,2$%40%351/,$#$8%N#+1#*%&#*%/,00#*%,.&#.24*%3#*.#34+6#$#.7#*%24*%
Markedet
Markeds-model
Velfærd
Kunde-grupper
Målgrupper
Omsorg
Sundheds-IT
Medico
20 20
• Flere ældre • Pres på finansieringen • Ændrede familiemønstre • SEgende og villig købekraR El
velfærdsydelser i det ældre segment • Et arbejdsmarked med flere ældre
21
Hypotesen om velfærdsteknologien
21
Øget eRerspørgsel på velfærdsydelser
Færre Elgængelige ressourcer -‐ arbejdskraR og kapital
ErhvervspotenEalet for Velfærdsteknologier og -‐løsninger
22
Lad os sæYe lidt tal på...
22
EUs årlige sundhedsudgiRer (2007) ≈ €1000 mia. (Kilde: AcceleraEng the Development of the eHealth Market in Europe, eHealth Taskforce report 2007, EU-‐kommissionen)
EU-‐internt IKT-‐market
(esEmeret) ≈ €668 mia.
(Kilde: EITO -‐ European InformaEon Technology Observatory 2007
eHealth marked ≈ €20 mia. (Kilde: AcceleraEng the Development of the eHealth Market in Europe, eHealth Taskforce report 2007, EU-‐kommissionen)
24
Udviklingen i eksporten af velfærdsteknologier og -‐løsninger fra OECD landene 2000-‐2006 (Mia. kr. og Indekseret 2000 = 100)
Kilde: Velfaerdsteknologi.nu “Bilag 5b -‐ analyse og barrierer i udnyYelsen af velfærdsteknologi og -‐løsninger
Samlet OECD eksport af sundhedsteknologi
Andel af samlet OECD-‐eksport
25
Et ufortalt, eksisterende vindmølle-‐eventyr?
Sundheds-‐ og velfærdsteknologi androg kr. 68 mia. i 2007
Eksport af energiteknologi og -‐løsninger i 2007 androg kr. 51,2 mia.
hYp://www.velfaerdsteknologi.nu/381.aspx
26
IKT støYet livsførelse For at leve et uamængigt, værdigt liv har jeg behov for... ...og det kan disse Eng hjælpe og bidrage med
...trygge og sikre omgivelser, fred i sindet ProakEve omgivelser via sensorer og støYende teknologi
...rigEg, Elpasset ernæring Overvågning af fødeindtag, hjælp El diæt og særlige behov, intelligent internet shopping
...kontakt med venner, familie Brugervenlig kommunikaEonsmidler og -‐veje
...fysisk, social og intellektuel sEmulering Lokale akEviteter, lokal orientering
...sundhedsydelser i mit hjem, komfort, tryghed Tele-‐pleje via kommunikaEons-‐ og sensor-‐teknologi, støYe El sikker selv-‐medicinering
...sikkerhed for at relevante plejeydelser kan leveres KommunikaEon med plejepersonale on-‐line og off-‐line
...passende besked hvis “Eng går galt” (ikke alarmer -‐ men påmindelser) Respons-‐ og intelligente sensor-‐teknologier -‐ proakEv varsling
Bearbejdet eRer: AALIANCE / ICT 7th European Framework Programme “Ambient Assisted Living Roadmap”
27 27
Produkter eller løsninger hvis Elsigtede funkEon kan øge effekEviteten i offentlige pleje-‐ og sundhedsydelser, og som dermed potenEelt er arbejdskraRbesparende “
”
kc
Medico
Barrierer:Høje krav til kvalitet, præcision,
cering af produkt og proces.Dyr special viden (klinisk)
Muligheder:Høj pris, loyale kunder og sikre værdikæder.
Sundheds-IT
Barrierer:Stort ønske om konsolidering
Muligheder:2 dele: 1) Administrative systemer (EPJ og personale/udstyrs administrative systemer) 2) Fag- og laboratorie-systemerModerate krav til
cering og standarder.
Omsorg
Barrierer:Svær organisation af navigere i
Muligheder:2 dele: administrative systemer og systemer til styring og planlægning af ressourcer (Smart planing)Relativ lav teknologisk modenhed
Velfærd
Barrierer:Rettet mod slutbrugere, så hvor er distributionskanalen?
MulighederFå eller ingen standarder eller formelle kravTeknologisk platform baserer sig på forbruger-elektronik og slut-bruger services
Aftagere
Målgruppe: Hospitalerne
og enkelt-afdelinger
Kundegruppe: Specielle
sundheds-faglige,
Målgruppe: Regionerne
Kundegruppe: IT-chefer og
system-planlæggere
Målgruppe: Kommunerne
Kundegruppe: IT-funktioner
og planlægnings-
funktioner
Målgruppe: Borgere
Kundegruppe: Borgere
(sekundært visiterings-ansvarlige)
Markedsmodellen der
oprindelige udgangs-punkt med inspiration i roadmappet for Ambient Assisted Living, som EU!s 7. rammeprogram ALLIANCE-initiativ har publiceret. Én af poin-terne her er netop, at én af udfordringerne er det uhomogene marked og de vidt forskellige performance-parametre, der gælder indenfor hvert segment.
!j
TOWS ! de strategiske valgInterne styrker - Strenghts Interne svagheder – Weaknesses Eksterne muligheder – Opportunities Eksterne trusler – Threats
Sundheds- og velfærdsvæsenet@#/'&5,3/#$%5#/2;*&((D($#+^.,3%5;*&,3;&#%,%('.&-#&(5;(#.#$%,%"M%o_*,+;*>(#3'.&;*>$#*$,;*%(#3$4*pK#5,&($-#&%4+%1$%.D#%$,.0%(31/%$,/
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For lidt innovationK*'0#*.#%46/#5#*%,33#%#$%5#/2;*&(/<2$%o351/,$#$pC6015#0/,&.,.0%,+#//#+%&#%('.&-#&(21>0/,0#%24*-,.&*#*%.D#%/<(.,.0#*%L%,.(,($#*#.%6)%2100*;.(#*%
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SWOTStyrker
Svagheder
Muligheder Trusler
!k
S:O , MaxiMaxi: Brug styrker til at mak!simere muligheder!
S:T , MaxiMini: Brug styrker til at mini!mere trusler!
K*'0%C_?%40%2'.&,.0%$,/%1$%/;*#%3'.&#.%40%&#.%
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R43'(G*%6)%&#$%.1$,4.1/#%+1*3#&>
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W:O , MiniMaxi: Minim.r svagheder ved at ops%ge muligheder!
W:T , MiniMini: Minim.r svagheder og undg- trusler!
W%7#.$*1/%34.3'**#.7#>%40%&,22#*#.$,1$4*>213$4*8%
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>>
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Analysen af virksom-hedsgruppen og regio-nens styrker, svagheder, muligheder og trusler blev brug i en traditionel
hvor en kombination af styrker, svagheder etc. kan give et ret klart bil-led af hvilke strategiske aktiviteter, der kunne
!!
b*'66#.%=10%*41&+166#$%&,(3'$#*#&#%$,&/,0$:%1$%&#*%='*&#%/,00#%#$%64$#.>$,1/#%,%&#.%+1((,5#%,.5#($#*,.0%,%#$1=/#*,.0%12%&#%.D#%('6#*>(D0#-'(%W%,(;*%,%
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b#.#*#/$%#*%5'*&#*,.0#.%1$%&#%($4*#%1./;0(6*4B#3$#*%&1%=#($#+$%5,/%2'.>0#*#%(4+%#$%/434+4$,5%24*%#.%&#/%$#3.4/40,>%40%/<(.,.0('&5,3/,.08%F(;*%6)%/40,($,34+*)&#$8%O#.%&#%($4*#%=D00#*,#*%40%'&='&%5,/%40()%$,/$*;33#%($4*#%'&#./1.&(3#%(6,//#*#:%&#*%-1*%=)&#%=#*#&(31=%40%*#((4'*7#*%$,/%1$%0)%($4*$%
>24*%$,/%1$%5;*#%-)*&%40%#.%($*1$#0,%(4+%'.&#*/#5#*1.&<*%#//#*%B'.,4*>61*$.#*%,%&,5#*(#%34.(4*$,#*%(D.#(%46/10$8
Super!sygehusene , et lokomotiv?
Super-sygehus
Kendskab til domæne
Økonomi
Strategi for udbud
Organi-sering
Projek-tering
Drivere
Teknologi horisont
!I
De nye supersygehuse er
lokomotiv for Sundheds-
Under alle omstændig-heder er de et oplagt
logistik-virksomheder, fordi der er store interne og eksterne logistikopga-ver omkring et hospital.
-dan ét af sygehusbygge-
denne udfordring.
!J
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
>.,.0>%40%$#3.4/40,=1(#%40%&#.%+1.%5,/%$,/=D&#%,.&%,%#$%2*#+$,&,0$%('.&-#&(L4+(4*0>+1*3#&%0)*%&#$%.40#./'.&#:%24*&,%&#.%0*'.&/;00#.&#%5;*&,2*#+>(;$$#/(#%,33#%;.&*#*%(,0%5;(#.$/,0$8%?31/%&#*%&#*,+4&%(3#%#.%$*1.(24*+1>$,4.%>%2T%2*1%6*4&'3$4*,#.$#*,.0%$,/%#.%(#*5,7#4*,#.$#*,.0%#*%1*=#B&#$%.40#$%($<**#8%9.&#/,0%#*%&#*%5,*3(4+-#&#*%,%0*'66#.:%&#*%3/1*$%-1*%+#/&$%'&:%1$%&#%,33#%(#*%&#$%+'/,0$%24*%&#+%1$%46($,//#%#.%24**#$.,.0(>%40%/#5#*#.7#+4&#/:%
=#0*'.&#/(#*%24*%D&#*/,0#*#%24**#$.,.0('&5,3/,.0%,%*#$.,.0%12%('.&-#&($#3.4>/40,8%
Forretningsmodellen for Velf"rdsteknologi?
Forretnings-model
Kanaler
Kunde-segmenter
Kunde-relationer
Værdifrem-sættelse
Nøgle-aktiviteter
Nøgle-partnere
Kost-struktur
Indtægts-strømme
Nøgle-ressourcer
!X
The Business Model Canvas
Cost Structure
Key Partners
Key Resources
Channels
Key Activities
Value Proposition
Customer Relationships
CustomerSegments
Revenue Streams
Som en støtte til den videre for-retningsudvikling har gruppen
”mini-forretningsmodeller” med udgangspunkt i den pragmati-ske tilgang som er beskrevet i ”Business Model Generation” af Alexander Osterwalder & Yves
-ende skabelon er uddraget og illustreret med post-its som et resultat af en af forløbets work-shops.
!\
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^.,5#*(,$#$%W%40%-54*%&#*%#*%'&+;*3#&#%24*+#//#%40%6#*(4./,0#%*#/1$,4.#*%+#//#+%=)&#%5,*3(4+-#&#*.#%40%5,&#.(,.($,$'$,4.#*.#8%M4.3/'(,4.#.%6#0#*%.43%+#*#%,%*#$.,.0%12:%1$%5,*3(4+-#&#*.#%,33#%(#*%(,0%(4+%&#.%'&21*#.&#%3*12$%,%#$1=/#*,.0%12%C_?%40%&#*+#&%&#$%46(<0#.&#%1*=#B&#%,%24*-4/&%$,/%
>0*1&#.%#*%24*%-<B%24*%5,*3(4+-#&#*.#:%+#.(%&#%V*,0$,0#V%6#.0#%$,/%$#3.4>/40,'&5,3/,.0%40%46$,+#*,.0%#*%+,.&*#%*#/#51.$#%,%24*-4/&%$,/%('.&-#&(>%40%5#/2;*&($#3.4/40,:%-54*%&#$%+)(3#%+#*#%#*%+1*3#&('&5,3/,.0%40%24**#$>.,.0(,..451$,4.%&#*%(31/%$,/%#.&%*)%$#3.4/40,'&5,3/,.08
Finansiering af projekter ! funding
Funding
Ambient Assisted
Living (AAL)
Innovations-konsortier
Højteknologifonden
Fornyelses-fonden
Anvendt Borgernær Teknologi
(ABT)
Regionale og EU-midler gennem
Vækstforum Nordjylland
Finansierings-grad
Adgangs-krav
Finansierings-grad
Adgangs-krav
22
Forskning Udvikling Demonstration Implementering Optimering
Erhvervs Ph.D. ordningen135 mio. kr. 2010
Det strategiske forskningsråd1.1 mia. kr. 2010
Højteknologifonden520 mio. kr. 2010
Innovationsnetværk120 mio. kr. 2010
Innovationskonsortier130 mio. kr. 2009
Forebyggelsesfonden410 mio. kr. 2010
ABT Fonden433,6 mio. kr. 2010
kr. 2.848.000.000,-
--
forhold til anvendelse og sigte.
!`
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Roadmappet er igennem hele forløbet blevet dokumenteret i et web-
visualiseringen af roadmappet - fx det nedenunder - blev genereret af et
Roadmappets dynamik blev formidlet via screen-casts, hvor en række videoer viste roadmappets forskellige del-elementer og deres indbyrdes forhold og afhængigheder.
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