As of May 1, Edmond Alblas has joined IG&H as new lead partner Insurance & Banking. Alblas has over 20 years’ of experience as a consultant in the financial service industry. Working on complex strategic assignments and transformations for major Insurers and Banks. He gained significant experience with strategy, technology and change, from working as a Partner at Deloitte and KPMG.
Edmond Alblas: “I believe in translating customer problems into multidisciplinary solutions, in which close cooperation of all teams are very important. What makes IG&H very appealing to me, is that it has such multidisciplinair teams, which can provide customers an end-to-end solution. Think of: the Platform service practice with specialized people in low-code development and Business Engineering as the pivotal capability to accelerate solution development. Smart collaboration creates opportunities to accelerate customers to establish a renewed business model.
In addition, I gained a lot of experience in the financial sector internationally, and now I am very excited to use that to focus on reinforcing the Dutch financial service industry.”
Jan van Hasenbroek, managing partner at IG&H, says, “We’re delighted that Edmond choose to work for IG&H. He understands what is needed to bridge the gap between strategy and execution and the role of digital technologies in complex transformations. We are looking forward to a fruitful cooperation in the months to come to give Edmond a kick start and Insurance & Banking another boost.”
IG&H is active in the field of consultancy and technology. As a sector expert, IG&H focuses on retail, finance, and healthcare. Currently, the company has 275 committed professionals who help organizations realize the digital transformation to radical customer focus.
What they wanted
Our client wanted to improve their commercial credit process for real estate clients and transform it to be more risk-based, data driven and efficient. This market-leading Commercial Bank experienced the need to maintain their competitive edge and contribute to company-wide cost reductions. Also important was the objective of freeing up capacity of their Front Office and Risk team specialists. These experts should focus more on new business, on innovation and on the biggest risks. Their commercial credit process was highly manual and especially the credit risk reviews required a lot of back-and-forth, precious time and lots of information.
What we did
We started by quickly building the value case and aligning the required stakeholders. Next, we introduced AI to largely automate the annual credit risk review cycle that was taking up thousands of hours each year. The client’s credit specialists trained our AI algorithms to assess the need for risk reviews. We used the specialists’ input and feedback to design the total solution in such a way that it was transparent, interactive and customizable. During a pilot the proof of value was highly convincing and the enthusiasm among specialists and senior management grew further. Then we started to use the AI model in practice, harvesting value and lessons learned, while preparing and realizing the full IT, process and Organizational change.
What we achieved
Within a few months the first AI model runs in production and automates >80% of all credit risk reviews. It outperforms the experts consistently in accuracy and helps redirect €500k annually in manual FTE.
AI not only accelerates the process and reduces costs; it also provides whole new capabilities. Using the AI model our client can now monitor risk on portfolio level and case level continuously. The model can also be used for quick scans of scenarios to spot which cases likely need first attention should the real estate market, or an individual client’s circumstances change. Building out new decision models for other parts of the process is in progress.
What they said
“Initially I was doubtful about the benefits of AI in real estate financing. The results have now completely convinced me” – General manager Real Estate Finance –
IG&H, a partner of OutSystems with offices in the Netherlands and Portugal is coordinating the National Coordination Centre for Patient Evacuation (LCPS). The aim of LCPS is to spread the workload and care capacities across hospitals as effectively as possible. Therefor they needed to manage the available resources in each hospital and coordinate all patient transport movements across hospitals in real-time.
To avoid a possible catastrophic scenario, a management tool needed to be built very fast and with high standards of quality.
PECC was built with OutSystems by IG&H and became up and running in less than 2 weeks. This new centralized tool replaced shared files and whiteboards that were being used before. The result was impressive, not only did it improve the effectiveness of all staff involved, but is also created a new set of capabilities (i.e. auditing and reporting). The adoption by the users was almost instantaneous and the feedback that started to reach the Development Team was great.
The PECC application covers 119 hospitals in the Netherlands and Germany. PECC provides real-time overview dashboards and other web pages that manage the process of each patient’s transport movement. These include the workflow of identifying the criticality of each case, then finding the best hospital and managing the specific transport according to the situation of the patient. These decisions are based on 90+ different input fields, that lead to the most favorable solution.
Following the success of PECC, LCPS identified one other urgent necessity that could be tackled with Low Code, the result is the COVID19 NL-DE Kooperation Webportal and a tool managing the allocation and distribution of mission critical equipment like ventilators and IV-pumps called MedOps. The Kooperation portal has been built with OutSystems and is a web application portal that manages the availability of German hospitals to receive Dutch ICU-patients. Dashboards and web pages deliver the information that the application receives directly from the hospitals and transform it in a way that immediately shows the users the most useful information quickly and if needed that information can be drilled down to the required level of detail.
This solution was only possible due to the contributions of OutSystems by providing the necessary infrastructure, deep expertise and support, the Dutch Ministry of Health and the Dutch Army that helped defining the solution process, and by IG&H Health sector knowledge.
Due to the crisis, the workload of patient care across the Netherlands needs to be spread as effectively as possible. We are proud to announce that we have been asked to help with this very challenging, but also important task by the Ministry of Health and the Dutch Network for Emergency Care (LNAZ). This means we will set up and coordinate the National Coordination Centre for Patient Evacuation. The Team, led by Bas Leerink and Bart ter Horst has succeeded in making the system operational in 5 days.
More information about this can be found here: www.lcps.nu
Download: The Digital Transformation Journey
In this playbook we explain the journey an organization and its employees go through when they start to work with new platform technology.
An innovative organization is rigorously customer focused, allowing its employees the time and money required to work closely with customers.
All business is digital business. But not all businesses are digital.
Besides skills required for each different role, a digital and entrepreneurial mindset is also important. In addition a development program is part of the journey to get teams up to speed, along with an on the job coaching program to ensure the transformation to a digital culture is made.
The current Dutch Flevoland healthcare landscape has all the ingredients to continue to deliver high-quality and accessible healthcare – now and in the future. That’s the main conclusion from a report by Bas Leerink, explorer of the future and partner at IG&H.
In the past few months, Leerink and his team of IG&H consultants have defined a vision of healthcare in the Dutch province Flevoland from 2020 onwards. To this end, they’ve had extensive talks with residents, healthcare providers, health insurers, and the local government. They’ve also made extensive calculations and analyses of all scenarios. Moreover, regulators NZA (Dutch Healthcare Authority) and IGJ (Health and Youth Care Inspectorate) have been actively involved and have responded to the report. They don’t have any objections.
As an explorer of the future, Leerink recommends a step-by-step improvement of the current healthcare provision as the best approach for Flevoland. The province shouldn’t seek to restore the situation that existed before the bankruptcy. Therefore, the emergency room and acute obstetrics will not be reopened in Lelystad.
This is a difficult matter for many parties involved, but restoring the situation that existed before the bankruptcy doesn’t offer a solution for future demand. Furthermore, it’s neither realistic nor feasible in the short term. In the report, Leerink makes several recommendations. If this Agenda for Healthcare is realized, it will turn Flevoland into a leading region in the sector.
Importance of close collaboration
The bankruptcy of the former MC IJsselmeer hospitals has damaged the citizen’s trust in healthcare (parties) and the extent to which they’re able to really put the public interest in available, accessible, and good healthcare first. Now, researchers observe that healthcare (particularly the networks of healthcare professionals) is being restored in terms of content. The trust of citizens – reflected in local governments, the Flevoland Patient Federation (FPF), and Stichting Actie Behoud Ziekenhuis Lelystad (foundation to promote the preservation of a general hospital in Lelystad) – is still fragile.
Therefore, the explorer of the future proposes to keep analyzing and monitoring the situation carefully, and to continue consulting with all parties involved through Zorgtafel Flevoland (healthcare table Flevoland) in the coming year. The latter is supported by a progress meeting, chaired by the Ministry of Health, Welfare, and Sport. It also offers the option of addressing bottlenecks and escalating progress-related problems. The Ministry of Health, Welfare, and Sport can use the outcomes of the meeting to inform the Dutch Lower House of Parliament.
One of the issues that damaged trust encompasses concerns about accessible emergency care. Before the bankruptcy, patients with an acute, life-threatening condition, such as a heart attack, were sent to the Zwolle-based hospital. This procedure will be maintained. Because of the emergency outpatient department in Lelystad and the local emergency room in Emmeloord, it’s possible to provide care in the area in the case of low-complex emergency conditions.
To relieve pressure on these surrounding hospitals, it’s important to set up an acute care data science team in Flevoland. The team can contribute to the improvement of processes, which can increase the availability and effectiveness of emergency rooms. Currently, the St Jansdal hospital provides the emergency outpatient department at the Lelystad location and the emergency room at the Harderwijk location, which means it’s logical to start with this hospital.
By deploying data and new technology in the right way, ambulance care in Flevoland can take the lead in data-driven process improvement in the short term. This may serve as an example for other regional ambulance facilities in the Netherlands in the long term.
The disappearance of acute obstetrics in Lelystad means that part of the people in Flevoland need to travel a longer distance in acute obstetric situations. The increase in travel distance means it’s easier to use an ambulance.
A new type of collaboration is needed to keep providing good birth care. Carefully organizing the unchanged demand for care within the context of the altered care provision – both primary and secondary care – is a priority. Recently, new partnerships have already been established between all care providers involved. They have given tremendous effort to reach additional agreements, which has strengthened cooperation and mutual trust.The explorer of the future also recommends that birth care in Lelystad is supported for one year.
The starting point is to offer birth care in the pregnant woman’s area if possible, and to provide it in a clinical setting as quickly as possible if the case in question so requires. Birth care providers are obstetricians or obstetrically active primary care physicians, secondary and tertiary care obstetricians and gynecologists, the regional ambulance facility (only in the case of acute obstetrics), and maternity care.
Care and support for vulnerable groups of people
The growing number of vulnerable elderly people with a complex, often cross-domain demand for care and the increasing health differences between socio-economic groups require far-reaching cooperation between care and welfare organizations and municipalities.
An adapted form of the neighborhood clinic in Amsterdam would be an interesting initiative for Lelystad. This clinic’s target group consists of patients with a combination of geriatric problems and, for example, pneumonia, COPD, heart failure, a bladder infection, or neurological symptoms. The results are positive – patients experience less loss of function, and the number of readmissions and emergency room visits is reduced, among other things. Several parties have now entered into discussions, and the first plans for such an initiative in Lelystad are being developed.
There is also a demand for primary care plus in the Noordoostpolder. Chain partners have signed a letter of intent for the new health plaza to be built in Emmeloord. This care concept will offer room for day treatments, convalescence, and observation beds, among other things. The various parties’ involvement enables far-reaching cooperation.
Furthermore, the number of residents with a chronic condition, which is already relatively high in Lelystad, is expected to increase sharply. One of the numerous action points that should be implemented according to the explorer of the future is the deployment of e-health initiatives. However, it is essential to pay attention to the limited digital and health literacy among part of the population. Finally, it is important for health insurers to support these initiatives – that is, if they don’t already.
Vision for the future of healthcare in Flevoland
In January, after the sudden bankruptcy of the IJsselmeer hospitals last fall, minister Bruno Bruins appointed Leerink. The disappearance of the emergency room and obstetric care caused much unrest in Flevoland. As an explorer of the future, it was Leerink’s job to make a thorough inventory of the healthcare market in Flevoland and to subsequently outline both short-term and long-term needs.