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September 28, 2019

Fighting Opioid Crisis through Infosys CarePlus 2.0 - Infosys@AHIP

This year at AHIP, the Infosys Team had an interesting problem statement to ideate, discuss and solve - How do we fight this impeding Opioid Crisis with a Digital Platform?

Fighting Opioid Crisis - CarePlus2.0_AHIP.png

Why is Opioid Crisis critical today?

The direction for this discussion was set by our own Healthcare Consulting Head, Amit Shukla, who has more than 20+ years of experience building digital solutions for many of the health care payers. Amit shared his perspective on the impact of the opioid crisis on the current health care ecosystem and the social determinants affecting the patients. The opioid crisis has put a strain on the existing fragile community support for transportation, healthy food, and clinical support, especially in rural areas.

Can we leverage the best of the design and technology to build a scalable, interoperable and personalized platform which can enable

·         Personalized customer experience which will enable the care management team, provider network and member

·         Pre-built care management process

·         Derive actionable insights from the 360-degree view of the member's data and provide proactive interventions

What are the practical challenges for the providers and the extended care management team?

Dr. Sudhakar Rajamoney with 15+ years of experience as a chronic pain specialist and treating patients with opioid abuse added an interesting perspective and set the tone for the discussion. Some of the key points highlighted by Dr. Sudhakar:

·         The subjectivity of pain scale and the opioids prescribed - The pain scale defined from 0-10 is very subjective to the member's capacity to manage pain. Using this scale to provide opioid is not the right approach

·         Practical interventions - There have been cases where the patient's activity has been tracked by the number of steps. The physician can assess the need for opioids based on their level of physical activity 

·         Physician's dilemma - Especially away from the metros in the rural areas, the physicians have very low exposure and training in treating opioid abuse. The idea is to find the effective care pathway that is personalized for the individual

How do we gear up to fight the opioid crisis?

Infosys team has designed a digital platform on Salesforce to fight this opioid crisis. Infosys CarePlus 2.0 is a preventive, care platform that is provided as-a-service on the Force.com platform. It enables the physicians to connect and collaborate better with members and their care management network by providing a 360-degree view of every member. It focusses on:

 

·         Human-centric design - Employs intent-driven design which can aid in providing the key actions and components for a physician/ care manager to effectively connect and collaborate

·         Connected ecosystem - Complemented with an ecosystem that can support vertical integration (focus on care for multiple disease conditions) and horizontal integration (connecting multiple stakeholders across the payer, patients, and providers).

·         Opioid Management with Streamlined tracking Opioid intake, MME Score, Opioid Risk Score, PEG score

·         Provides Inbuilt analytics platform for insights on member data and proactive interventions for the provider

 

More information on the CarePlus 2.0 can be found below:

 https://www.infosys.com/services/salesforce/offerings/Pages/infosys-careplus.aspx

Fighting Opioid Crisis...through Infosys CarePlus

September 26, 2019

Designing a Digital Provider Network Management Platform for the Future...

As health care is gearing up for the next phase of the digital wave, the definition of the "provider" has been changing and extends beyond physicians, clinicians, and health professionals. The idea of social care network including nurse practitioners, social workers, pain /addiction counselors, and other local community organizations are getting included in the Provider networks. 

 

The role of non-traditional providers continues to grow within the health care system to address the patient's underlying social determinants of health such as housing, access to nutritious meals, employment and support. The provider data management has been focused on traditional episodic care, but the industry's shift towards value-based care has changed the definition and added new provider data challenges. Inaccurate data on the provider puts millions of patients at risk costing billions of dollars.

Digital Provider Experience Platform.png


Why do we need a digital provider network management Platform?

 

  • Accurate Provider Data for better Patient Care - Health plans and payer organizations are unable to collect and evaluate provider information across the university, local authorities and provider directories. Further, the lack of reliable sources and no standardized "standard source of truth".
  • Reduce the call volumes and administration costs - A claim processing with missing or inaccurate provider data causes payment processing failures or denials, this results in multiple calls to the provider support and health plan outreach to providers to gather and validate the information.
  • Provider a transparent and simplified process - By providing a transparent and simplified process - the response time gets shorter to whether the provider can even join the network, frustration can be reduced dramatically

 

What are the key challenges to address in this space?

 

  • Out of Date / Inaccurate Provider Info. - There is no accountability to provide clean and accurate data to the payer ecosystems. Invalid/incorrect provider contact information is detrimental to a member's access to care. 
  • Largely manual process and delayed process - Enrollment is scarcely automated, causing multiple interventions and a large amount of waiting time. There is a need for a transparent and simplified process.
  • Regulatory Risks - The regulatory and policy initiatives have increased provider data challenges causing CMS penalties and fines

 

How can we build a next-gen platform for Provider Network Management?

 

Platform design vision is to build a unified platform for provider network management which focuses on the following:

 

  1. Provider enrollment - Simplified personalized user experience leveraging intent-driven design for provider enrollment and personalized experience built on SF community cloud
  2. Provider Credentialing - Credentialing process should be the first line of defense to onboard a provider, but in reality, this process is cumbersome. The idea is to build a digital ledger that can onboard third parties and collates information. The digital platform will leverage SF blockchain for the credentialing process
  3. Provider Contracting - The contracting process should be streamlined leveraging Vlocity Health 
  4. Provider Onboarding and support - The onboarding is crucial and the most ignored part of the lifecycle, we would be leveraging content management for provider onboarding and self-service

 

Further Reading and References:

Defining the Provider Data Dilemma - CAQH

September 24, 2019

Automation possibility in Sales and Provisioning (revolutionizing bot's entry)

Bots are extensively being used in Services today. Automation in the field of sales and provisioning seems to be much sought after thing as well. In rather complex telecom business process of Sales and Provisioning (OM) cycle, endless possibilities exist with Bot in streamlining some of the standard processes around Order configuration/New Asset creation and MACD; realizing business benefits like improved customer interaction, automation and selling.

Marketing to Sales to Finance (and Services in between) is where Salesforce, as an enterprise cloud software is almost through in completing its one platform journey and building more and more customer success stories. So, what next? Well, most of the CxOs are now focusing on adding overlay through automation, artificial intelligence and benefitting from advanced cloud offerings in CPQ, billing and much more. 5G will add further new dimensions due to its Lightning like speed.

With the ongoing focus on automation buzzwords, 'anywhere', 'anytime', my focus straight way moved onto Salesforce one-platform journey trying to explore their rich offerings in this space. Chatbot has been widely popular by now and implemented for some of the trending customers. However, each time I hear about bot, the usage seems primarily in the area of Service industry i.e. 'what is the order status?', 'what is my payment due date?', FAQs and other standard dimensions targeted primarily for case deflection purpose. In general, it does not really penetrate a lot inside 'L2O2C' side of business. Sales and Provisioning are often an untouched area where huge opportunities seem to exist in the automation space. In both Order Intake and Fulfillment space, it seems to be an uncharted territory.

Well, nothing is accepted in real business world unless you really have a business case that is experimented in the test lab. Ongoing reverberations towards buzzing automation around led me to experiment with this thought process. So far advanced technologies like Einstein Chatbot has been a leading business value solution in the service industries. However, think about the situations where retailers or channel partners are deluged with multiple back office requests such as number porting, plan upgrades (capacity attributes increased from 15 GB to 100 GB), new asset creation (e.g. 5G data plan), sim interchange requests etc...let the bot gathers input like the name, product, quantity, capacity (say 20 GB) and do its job that will actually result into continuous selling and reduced operational overheads. This led me to delve further into emerging area of "Industry" cloud and not just confined to Cloud CRM like Salesforce. Vlocity is a beautiful offering in this space and thanks to its open, extensible interface and implementation logic. Further, it provides a rich set of digital Omni-channel APIs that can be leveraged to help customer shop for products and services. These APIs simplify the client side development actually by shielding the CPQ logic that is actually available at server side. This concept may not just be confined to Vlocity cloud rather can be extended to any other similar Product that offers digital Web APIs enabling users to shop for products and services.

The intention here is pretty much to revolutionize Bot's entry into rather complex telecom business process of Sales and Provisioning (OM) cycle where endless possibilities exist with Bot in streamlining some of the standard processes around Order configuration/New Asset creation and MACD; realizing business benefits like improved customer interaction, automation and selling.

We can think around other areas of automation and different other verticals to realize the improved vision and new way of working. The above highlighted facts from Sales and Provisioning are just some initial seeds of thoughts. Automation may not just come through the available technology offerings in market rather it also requires assimilating industry specific use cases that we see around, talk around, feel around while connecting/interacting with surroundings. There is a need to orchestrate these system of interactions as a defined and précised business value levers that may not require human interaction. They can then be tested in lab (PoC environment) using advanced technologies offerings in this space, that should automatically create a culture of driving along the line of automation.

Infosys @ AHIP - Day 1

If there is one word to describe today - it would be "energy" - Today it was a great day of energized - learning for Team Infosys along with many of our customers in the payer and provider space. In Washington DC, the team was all set to learn, discuss and share their learnings on trends impacting the transformation of the health care ecosystem and effectively removing the barriers between payers, providers and the patients through technology.

 

What are we doing here at AHIP?

 

Infosys is a silver sponsor at AHIP focused on digital platforms helping our payers and providers effectively collaborate and add value to patients. Our focus would be to fight the opioid crisis through prevention, de-risking, and rehabilitation of patients. Infosys CarePlus Platform built on Salesforce.com would be relaunched and expanded to cover specialized care, chronic disease conditions and provider network management. (https://www.infosys.com/services/salesforce/offerings/Pages/infosys-careplus.aspx)


Infosys at AHIP - Day 1.png


What did we learn today?

 

  • Wellness transformation - There are quite a lot of discussion around wellness programs for employees and multiple solutions focusing on employee wellness
  • Provider Network management - In today's world, the risk shift to the provider ecosystem has enabled quite a lot of innovation in the provider network space. Also, there were many requests on predictive analytics and process improvements in on-boarding, contracting, payments and digital credentialing
  • Value-based insurance design model (VBID) 2020 - It is good to see Health care innovation across value-based insurance by condition, rewards and incentives, telehealth networks (impact of 5G) and Wellness and Health care planning
  • Whole Persona Care - Today's world of care works on getting the best of standardizing care and localization on the specific community where the patient resides. There is a push for home visits and personalized care in the community
  • Conversation on Prescription Drugs - The whole discussion was on pricing prescription drugs - the right cost is determined by the intersection of cost of innovation, government push and key social determinants of the drug.


Looking forward to the next few days of learning and productive discussions.

September 16, 2019

How engaged is your indirect channel?

Over the last few years, the channel sales role has gained importance with over grown array of products and services, changing customer preferences, demands of service based sales, digitized business models and zoomed revenue targets. A glance through their journey manifests their evolution from being a Value-Added Reseller to be an Original Equipment Manufacturer (OEM), Distributor, Independent Software Vendor (ISV) and System Integrator (SI). In fact, with this progression, today, their contribution in gross sales improvement across industry verticals especially Telecom and Manufacturing is significant. In alignment with this growth trajectory, the process of handling the Channel Partner activities has also evolved from on paper based registration and tracking to excel based monitoring to solutions providing online management of all Partner Management activities. Well the progression hasn't been enough!

Today, even with plethora of solutions available in the market for channel partner management, still a large percentage of organizations either do not have a channel enablement solution or effective coaching and training mechanisms or ways of addressing the common challenges associated with the channel partner management personas. A quick browse through few challenges reveals problems exist at both the sides of Channel Sales - Channel Partners and Channel Managers: -  

  • Channel conflicts management
  • Lack of Self- service for Partners
  • Manual or obsolete methods of Partner evaluation, performance monitoring and tier calculation.
  • Absence of collaboration between the various persons of Partner Admins, Partners or Channel Managers.
  • Lack of a centralized system for Sales, Service, CPQ functions along with partner data visibility
  • Manual budget approval, allocation and claims
  • User Experience oriented system which is intuitive to use and easy to navigate
  • Accessible on and off field.

Time for a renovation!

After a browse through the changing scenario and challenges, let us speak of some design elements of an ideal Channel Partner Management (CPM) solution to aid the Channel Partner Management program. To provide coverage for a typical Channel Partner lifecycle, the solution should entail some of the following building blocks -

  1. Partner Enablement - In this era of technology advancement, organizations are increasingly investing into training and certifying their partners which should also be captured to make up the Partner 360-degree view in the system.
  2. Deal Registration - Very often the Partners face the brunt of channel conflicts because of the same deal being worked out by 2 different partners operating within the same territory. An effectual CPM solution should have features like - Territory assignment to Partners, Deal Registration features, Duplicate deal checks. 
  3. Integrated CPQ functions - A partner can be successful if he understands the CPQ functions of the organization like for which product what add- on are allowed, what pricing should be followed for a product category, what attributes should be configured for a product and what is the Quotation cycle etc. All these Configure, Price and Quote capabilities should be mashed up in the Partner solution for the Partner to be able to communicate the right bundle to the customer as well as curate the right opportunity during the various stages of the deal.
  4. Post-Sales Support - A Channel Partner solution will never be complete without the feature of being able to provide post-sales support - Complaints, Issues, Inquiries etc.
  5. Financial Control - The Channel Partner Management solution should offer finance capture and control features using which the Channel Manager should be able to allocate funds for market development activities and the Channel Partner should be able to spend the amount as well as claim for it.
  6. Intelligent Analytics - The success of any program relies on effective data usage, mining and analysis for intelligent decisions and evaluations. Intelligent Analytics, a key element of the CPM solution should offer personalized reports and dashboards for the Channel Manager, PMO and management to be able to gauge the efficacy of the partner as well as have a view of his performance over designated periods.
  7. Collaboration - A critical success factor of a CPM solution is Effective Engagement of the Partners. Use of collaborative features like Chat, Chatbot, Announcements, periodic surveys, feedback mechanisms etc. help take a rain check of how aligned are your partners with your brand, vision and expectations.
  8. User Experience - A solution cannot be a success without a great User Experience. Unless the users find it easy, intuitive and simple to use the solution with its knockout features will remain so in words. Drive adoption with Ux sensation!
  9. Application & Data Security - Yet another key aspect, application and data security features should be carefully decided and awarded to the different personas of Partner Admins, Partners and Channel Managers. The security matrix deployed should be able to provide the required feature and data access as per the defined role and permissions list while aligning to corporate security standards. 

            In an ecosystem wherein, Channel Partners are becoming crucial to the success of business, enterprises need an effective channel partner program abetted with an apt partner relationship management solution for aligning the Channel Partners to the corporate strategy and making them a part of their vision. At Infosys, based on experiential analysis, we have curated Channel Partner Solutions to help organizations take their engagement model with the Channel Partners to the next level. The solution offers a comprehensive set of technology features and business processes to help Manufacturers and Telcos spin a rewarding customer experience for their customers while walking the road with their Channel Partners. To know more about the solution and see it at work, visit Infosys at Dreamforce, Booth# 631. With Infosys, we say Happy Partnering!  

September 10, 2019

Salesforce CPQ Order types - An Introduction


While leveraging Salesforce and CPQ apps for an eCommerce kind of order capture and fulfillment journey, we often come across several concepts which a typical Salesforce sales cloud or service cloud consultants and developers might not be very comfortable with, I have seen several CPQ implementation projects involve a deeper learning and understanding of the sub-domain itself.  This article attempts to introduce some of the basic definitions in the order management world, which one has to be aware of!  This will help in solution-zing and executing a CPQ oriented projects.

                                                         

Types of Orders

 

ADD ORDER -

ADD Order or Install Order is mostly referred to as a New Provide that means a fresh new order for a customer. Add Order is also sometimes referred to as an order in which a new product is added to the existing subscription of a customer. 

 

MODIFY ORDER -

     As the name suggests MODIFY order / CHANGE order is an order created in system when there is any change with respect to quantity, no of users, no of licenses, bandwidth, volume limits or any other technical / commercial attributes in a product under an existing subscription. 

 

IN-FLIGHT ORDER -

This is not exactly an order but a process, which allows the Agents to make changes in the ongoing order (of any type - ADD / CEASE / Modify) which has passed the point of no return in the E2E order fulfillment journey but not yet activated. 

 

CANCEL ORDER -

Cancellation is a process of cancelling an ongoing order before the Point of No-Return.  (E.g. User has placed an Order for Broadband connection and the Communication provider has just started Feasibility check while the End customer requests to CANCEL his/her order).

 

CEASE ORDER -

Cease orders are used to cease (stop / terminate) the existing active subscription of a customer when the customer decides to discontinue an active service. 

 

SUSPEND ORDER -

Suspension as the term indicates is a temporary disconnection associated with Start/End date with the suspension reason. Suspension can be due to non-payment of bills/invoices or End customer is temporarily out of station and hence requested to keep the Asset (or even an on-going order) under Suspension with future resumption date.

 

CANCEL CEASE ORDER -

Cancellation is a process of cancelling an ongoing CEASE order before the Point of No-Return. (E.g. End customer requested a Termination of his Asset however before the termination could be completed, End customer has requested to keep the Connection / product intact and not to terminate/cease).

 

MOVE ORDER -

      Move order is the process of moving the subscriptions/services to a different or same Installation Address. However, the account (customer) is the same, which means you are moving the services to a different installation address for the same customer. 

 

TAKEOVER ORDER -

Takeover is the process of moving the subscriptions/services a customer (Account: Source) has to some other customer (other Account: target). Thus, the subscriptions and service are taken over. Each customer is associated with a number of Billing Accounts. Hence, there is Billing Account change as well (when Customer is changed).

E.g., Takeover orders are administration orders that are initiated when the customer wants to change the Account of an active subscription. For Example, today I am staying in Paris 31/802 on rent and tomorrow Mr. X replaces me now in order to get the name changed on the bill/system and the linked billing account, I will inform the service provider that Mr. X has taken over my subscription.  In such a case, a takeover order will be initiated in the system by an advisor where he/she will change the customer account and the billing account of an active subscription. If the new customer account does not exist, it shall be created prior initiation of the takeover.

 

INVOICE SWITCH -

Invoice switch is a process of only changing the Billing Account (Consider an Enterprise Customer having multiple billing accounts) of the Subscriptions/Services keeping the Account/Customer same.

For Ex, if company decides to pay my bill, I will ask for an Invoice Switch to the company billing account J. In this case the subscription is still registered on my name but the bill is paid by another customer i.e. Infosys.

 

     Apart from above basic definitions, kindly note below processes / activities are quintessential aspects while dealing with any kind of Orders.

 

1.      Technical Intervention involved for these orders.

2.      Onsite Visit involved.

3.      Behavior of promotions for these orders.

4.      Impact on the bill.

5.    Level of access for these orders. (Not everyone can initiate every kind of order in system. This becomes an important aspect when designing the security model in CRM) 

 

       Dear readers, plz share any advanced order types you might have seen in your engagements. Thanks for knowledge sharing.


The latest news I heard was coming Feb 2020, Salesforce is making Integrated order management system GA ...  

 

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