IG&H is involved in setting up and running the National Coordination Centre for Patient Evacuation (LCPS)

By Announcement, Healthcare, News

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

By News, Technology

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.

Digitalization develops at an unprecedented speed. Yet quite a few organizations are unequipped to respond to it. A real issue, as digitalization is no longer a choice –it’s a necessity for every company that wishes to survive. The problem is, many organizations lack insight into the number and quality of their applications –they are flying blind! Budgets are largely spent on maintaining outdated IT systems, rather than invested in applications which facilitate innovation and differentiation.

 

 

Download e-book: “innovation is the driver for all change”

By News, Technology
Innovation is all about improving existing business models and finding new, sustainable business models.

An innovative organization is rigorously customer focused, allowing its employees the time and money required to work closely with customers.

As a result, they can constantly test and launch new products and services.

Read more in our e-book.

Download the e-book

Download ebook: “what does a digital transformation project look like?”

By News, Technology

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.

Real agility is about behaviour!

Read more in our e-book.

Download the e-book

 

‘Flevoland healthcare landscape has all ingredients to continue to deliver high-quality and accessible healthcare’

By Health, News

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.

Download the full report here (in Dutch).

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.

Acute healthcare

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.

Obstetric care

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.

Considerable shrinkage in mortgage market in the first quarter of 2019

By Banking, Hypotheekupdate, News

The amount of mortgages issued fell sharply in the first three months of 2019. According to consultancy firm IG&H’s mortgage update, it was the number of first-time and existing homeowners in particular that dropped significantly. “Currently, we also observe a considerable decrease in the number of mortgage refinancers. In 2018, this group was still responsible for the growth of the mortgage market,” says IG&H’s Joppe Smit.

Click here to read the full report (in Dutch).

The average mortgage loan was €316,000 in the first quarter of this year – a 5.2-percent increase compared to the same period last year. This growth is mainly due to the sharp rise in mortgage loans for mortgage refinancers. In the purchasing market, the average mortgage loan remains virtually constant.

Mortgage revenue is shrinking

In the first quarter of 2019, the total mortgage revenue was nearly €22 billion – a 9.6-percent shrinkage compared to the first quarter of 2018, and the largest since 2013. Compared to Q4 2018, the decrease was as high as 22.8%. In previous years, the usual decrease in Q1 was partly due to a reduction in the maximum loan-to-value on the annual limit and the additional growth in the fourth quarter, which compensated for this.

This year, neither of these developments is perceived. “The sharp decline we currently observe is truly a deviation from the trend after years of growth,” says Smit. “Both the relatively limited housing supply and the difficult position of first-time homeowners are to blame for it.”

Growth in large banks’ share

The banks’ share increased by 2 percentage points to 64.1 percent. This growth mainly comes from the three large banks, which saw their combined market share rise by 1.3 percentage points to 51.3 percent. Investment funds enabling non-bank lending also saw their share grow – by 1 percentage point to 18.3 percent.

IG&H further expands its digital practice

By Uncategorized

Consultancy firm IG&H has acquired a highly experienced team of platform technology experts – including senior developers and enterprise cloud architects – in Portugal. The team has more than 10 years of international experience on high-productivity platforms, such as leading platform OutSystems, and is led by Nuno Pacheco.

In the Netherlands, an agreement was reached with Isengard Solutions, as well as OutSystems platform experts and developers, to join IG&H. In the past year, an intensive collaboration with Isengard already showed how Isengard’s software expertise and IG&H’s business expertise were a winning combination in realizing impactful company-wide transformations.

“Our business contacts in retail, healthcare, and finance want to digitize faster. Central to this are mobile applications as well as the renewal of core systems. Through high-productivity platforms such as OutSystems, we can provide them with innovative business solutions considerably faster and at lower cost,” says Jan van Hasenbroek, founder and managing partner of IG&H.

“The track record of our new co-workers in Portugal and the sector expertise of IG&H offer us the opportunity to grow more quickly. By joining forces, we can offer our customers a design, build and run solution, and we will become one of OutSystems’ main technology and business partners in Europe,” says Martin Westra, CEO of Isengard.

From now on, both entities will fall under the name ‘IG&H Platform Services.’ Currently, approximately 100 high-quality experts are already active in the IG&H Technology domain. As further growth is anticipated, IG&H will open a new office in Lisbon and a training center in Coimbra (Portugal) in June.

About Isengard Solutions:

Isengard Solutions focuses on the development of innovative customized information systems and offers consultancy and development services based on the OutSystems Low-Code Platform. Founded in 2017, this young company has evolved rapidly over the past year by building both mobile and end-to-end applications.

About OutSystems:

OutSystems is the fast-growing, leading platform for company-wide applications. It was named a ‘leader in Gartner’s Magic Quadrant for Enterprise High-Productivity Application Platforms as a Service’ several years in a row. Founded in Lisbon in 2001, OutSystems is now active in 52 countries and 22 industries. Its uniqueness stems from the fact that it applies the power of low-code software development to both mobile applications and business-critical core processes. Find more information on www.OutSystems.com.

About IG&H:

IG&H Group 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 260 committed professionals who help organizations realize the digital transformation to radical customer focus. IG&H has been recognized as a ‘Great Place to Work’ and has a Net Promotor Score of >60, which is considered very high. Find more information on www.igh.com.

IG&H further expands its digital transformation practice

By IGH, News

Consultancy firm IG&H has acquired a highly experienced team of platform technology experts – including senior developers and enterprise cloud architects – in Portugal. The team has more than 10 years of international experience on high-productivity platforms, such as leading platform OutSystems, and is led by Nuno Pacheco.

In the Netherlands, an agreement was reached with Isengard Solutions, as well as OutSystems platform experts and developers, to join IG&H. In the past year, an intensive collaboration with Isengard already showed how Isengard’s software expertise and IG&H’s business expertise were a winning combination in realizing impactful company-wide transformations.

“Our business contacts in retail, healthcare, and finance want to digitize faster. Central to this are mobile applications as well as the renewal of core systems. Through high-productivity platforms such as OutSystems, we can provide them with innovative business solutions considerably faster and at lower cost,” says Jan van Hasenbroek, founder and managing partner of IG&H.

“The track record of our new co-workers in Portugal and the sector expertise of IG&H offer us the opportunity to grow more quickly. By joining forces, we can offer our customers a design, build and run solution, and we will become one of OutSystems’ main technology and business partners in Europe,” says Martin Westra, CEO of Isengard.

From now on, both entities will fall under the name ‘IG&H Platform Services.’ Currently, approximately 100 high-quality experts are already active in the IG&H Technology domain. As further growth is anticipated, IG&H will open a new office in Lisbon and a training center in Coimbra (Portugal) in June.

About Isengard Solutions:

Isengard Solutions focuses on the development of innovative customized information systems and offers consultancy and development services based on the OutSystems Low-Code Platform. Founded in 2017, this young company has evolved rapidly over the past year by building both mobile and end-to-end applications.

About OutSystems:

OutSystems is the fast-growing, leading platform for company-wide applications. It was named a ‘leader in Gartner’s Magic Quadrant for Enterprise High-Productivity Application Platforms as a Service’ several years in a row. Founded in Lisbon in 2001, OutSystems is now active in 52 countries and 22 industries. Its uniqueness stems from the fact that it applies the power of low-code software development to both mobile applications and business-critical core processes. Find more information on www.OutSystems.com.

About IG&H:

IG&H Group 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 260 committed professionals who help organizations realize the digital transformation to radical customer focus. IG&H has been recognized as a ‘Great Place to Work’ and has a Net Promotor Score of >60, which is considered very high. Find more information on www.igh.com.

Dutch retailers still rated higher than Amazon and Alibaba

By IGH, News, Retail, Retail

Coolblue has the best customer experience in the Netherlands, according to research by consultancy firm IG&H among 2000 consumers. De Bijenkorf and Bol.com follow second and third. It is surprising that there are no foreign retail chains in the top 5. “Web shops like Amazon and Alibaba do not yet understand the Dutch consumer”, is what retail experts Joris de Bruin and Evelien Kip of IG&H tell us.

“According to the survey, web shops such as Amazon and Alibaba, which are considered the biggest competitors to Dutch shops, do not yet meet the customers’ demands. They can be experienced as confusing and making a purchase often turns out to be unnecessarily complex. This is partly due to the fact of a perceived language gap, and not meeting the high standards Dutch customers have towards user-friendliness of online stores” retail expert De Bruin says.

Previous IG&H research showed that retailers with a relentless focus on personal attention, the right ambiance and inspiring the customer, are most appreciated. “Online, this is what is meant by a user-friendly, attractive website with decision making support. This must be aimed at providing the customer with the right information in order to make the best choice quickly and carefree. Coolblue does this exceptionally well: good filters, extensive product reviews and top-10 choice lists,” says De Bruin. The top 3 is complemented by Albert Heijn and de Bijenkorf, who inspire the customer and create a good atmosphere as well.

It is also worth mentioning that highly-valued web shops outperform the others by means of surprising customers. De Bruin mentions de Bijenkorf and Coolblue as an example. “de Bijenkorf packages all ordered products in a nice box and puts a bow around it for a premium shopping experience. Coolblue has a different approach and provides the packaging with some helpful tips or a dose of humor. It is this kind of small detail that positively surprises the customer. It surpasses customer expectations and that is crucial for a web shop to stand out in the market”.

“Consumer has high expectations for daily groceries”

It is surprising that the supermarkets score just as high as the middle- and high-end retailers on expectations. “Customers do not make a distinction between ‘daily shopping’ or more ‘incidental’ purchases. In both cases, customers remain to have high expectations”, says Kip. In terms of expectations, AH.nl is number 4 and Jumbo is number 6.

On the seventh place we have welcomed a foreign player: Amazon. “Customer expectations for foreign retail chains are not high. Alibaba in particular has a rather low score. Consumers still associate the brand with long lead times and affordable products. The hilarious videos on YouTube in which curious consumers are surprised with a bad buy only confirm that image”, she says.

“Customers expect little service from discount retailers”

Action is number ten, and a retailer operating in the discount, value-for-money segment. “We see the complete opposite as with the retailers from the more expensive segments; a good customer experience is not what the customer expects. The question is whether that is bad. One customer probably gave the best answer: “Action is only about offering the lowest price.” If they continue to meet their strong price proposition, it will not harm them. However, if the general customer expectations in the area of Customer Experience increase further, the question is whether retailers such as Action can adjust in time”, warns De Bruin.

Written by: Evelien Kip (Consultant Retail) and Joris de Bruijn (Manager Retail).
Photo: CoolBlue

Bas Leerink: Collaboration is the new competition in healthcare

By Healthcare, News

The healthcare landscape is changing. Third parties are making their entrances, the sector is searching for more collaboration and at the same time feeling the need for specialization. How can the branch find a balance? IG&H Healthpartner Bas Leerink offers his vision with regards to five big challenges.

Leerink joined IG&H as a partner of the Health practice in January. Prior to this, he was chairman of the executive board at Medisch Spectrum Twente, where he was highly praised for helping the hospital emerge stronger from trying times and making the organization more transparent. He has also worked as a director and executive board member at health insurer Menzis.

  • The healthcare landscape is very fragmented. What needs to happen in order to create more unity?

In our healthcare system, many issues depend on each other. The government decides many things, but hospitals and insurance providers also have a big influence. I would like to see all of these parties work together more closely, deciding priorities and choosing a course based on this. At the moment this occurs far too infrequently, as far as I’m concerned.

Since the start of this year, I have been a future scout for the province of Flevoland. I was hired to formulate a vision regarding healthcare in the province starting in 2020. We at IG&H aren’t there to analyse what went wrong during the bankruptcy, but to find out how we can reach an agreement with all stakeholders to continue in the same direction. You can see that there has been much damage done to the balance between municipalities, doctors, insurance providers, and specialists. They need each other in order to be able to help patients, but they aren’t able to find each other at the moment.

I believe that IG&H’s role is to make it possible again. Together with every party involved, we look at how we can leave the past behind in order to be able to once again focus on caring for the patient. That’s what we are doing it for in the end, not in order to sustain an institution. I look for harmony and connection within organizations and enjoy being able to contribute to this.

  • In the past six years, you have been intensively involved as a hospital director in Value Based Healthcare projects. When is this method useful for healthcare institutions?

Because of the focus on regulations and costs, we sometimes lose sight of how we in healthcare can systematically improve the outcome for the patient. The Value Based Health Care method makes sure the focus is on the patient. You should not ask directors or managers to think about this subject, as patients and professionals are able to perform this task much better. As a board, you must help to facilitate and execute these improvements.

In my previous function, we used Value Based Health Care (VBHC) as an improvement tool between professionals of 7 hospitals, united in the Santeon group.  We were able to create multidisciplinary teams that improved outcomes and costs for patients in 7 hospitals for 11 medical conditions. And the improvements were significant! Not everybody is convinced that VBHC is the way formard for health care, and indeed it is not a solution for all problems. But it definitely is a very powerful way to improve outcomes for patients. At IG&H can create added value in these discussions by bringing people together,  And facilitating the creation of improvement dashboards from the diverse systems that are being used in hospitals.

  • Another current issue is the call for specialization in healthcare. What is your take on that?

In every branch of business that is currently developing, there is a call for specialization. That is now also the case in healthcare. An important question in this debate is whether it is possible as a board of directors of a healthcare organization to make sure that every part of the organization you are responsible for functions optimally. Can these specializations develop according to the latest state of the art standards?

Many directors believe that it is possible for hospitals to specialize in various fields. I think that this is not feasible in the end. Take a look, for example, at the field of pathology. You are substantively educated to do that work; it’s a profession. At the same time, this job is very much in development due to technical possibilities, such as digitalization or new molecular possibilities for ideal diagnostic performance, for example. I don’t think that it is possible for every hospital to be at the forefront of these new developments and to be able to offer these to patients.

  • At the same time, we are seeing that more and more commercial parties are taking over specialized issues in healthcare. How should hospitals deal with this?

We are already seeing that certain laboratories are working together with each other, allowing them to bundle their areas of expertise. In the future, more of these new groups will come into being, maybe even from overseas.

This development is approaching and brings a few questions with it. Hospitals are no longer owners of these organizations. That is new –and exciting- for us in the healthcare branch. How will hospitals and other companies come up with offers and in which way can collaboration be productive? It is important to expressly think about the long term and the value for patients with regards to this.

  • It is clear that e-health is going to play an increasingly large role in healthcare. How should the branch respond to this?

You can already see that hospitals are taking steps in this direction. For example, they are creating patient portals, making medical information such as blood test results available at home. In this manner, it’s possible for patients to follow their own care processes.

Big tech players also collect various data, such as the Apple watch. This information can be connected to a personal platform which allows you to see health trends.

I don’t think it will be long before these kinds of trends are represented everywhere. At the moment, hospitals are not able to respond to them. They are stuck in all kinds of ICT systems and packages that prescribe our internal processes.

If they do not respond in a timely fashion to these developments, they will be overtaken by big players and lose control. That’s why it is important that they start thinking now about ways to for the client to also occupy centre stage in the field of technology.

There are various ways to make this possible. At IG&H, we are big supporters of platform technology. That makes it possible to create a flexible shell around the pre-existing ICT structure, allowing fast and effective applications to be developed. This allows you to control the costs and maintain control as an organization.