Analyzing Disruptive Innovation Technologies in Healthcare Operations

This report provides an analysis of disruptive innovation technologies in healthcare operations. It begins by defining disruptive innovation and its impact on the market, value networks, and established firms. The report then explores economic, social, and technological factors influencing healthcare. It delves into the value chain in operations, focusing on timely processes, supplier and customer connections, and capacity improvements. The report examines value streams, outbound logistics, and the integration of mobile technologies for enhanced service delivery. Further, it explores the value chain in marketing and sales, including the implementation of AI, big data, and machine learning, along with the use of social marketing and mobile applications. The report concludes with an examination of e-commerce capabilities and operations management techniques, such as cost optimization and inventory planning, providing a comprehensive overview of disruptive technologies in healthcare.

Operations
Management
Disruptive Innovation Technologies In
Healthcare

Disruptive Innovation
• Created in the new market along with the “value network” which
eventually disrupts an pre existing “market and value in the
network”
• Create a new market and value network which eventually disrupts
the existing market
• Displacing “established market leading firms, products, services
and alliances”
• Disruptive technologies believe in creating new alliances among
the “firms and products”.

Economic Factors
• At present the GDP of the country is depicted to be higher in compared to
UK, Germany and France.
• Stable “interest rates, rising exchange rates, relatively high levels of
employment along with a considerably low inflation rate”
• The health expenditure exceed by 10% of the gross domestic product
• Health spending continues to slow, not at the same extent as the GDP growth
• Repayment of mortgages are available to purchase property in Australia
thereby encompassing total of 75% to 85% of the valuation based on the
purchase price

Social Factors
• Social stratification class is segregated as “working class, the middle class,
and the upper class”
• The wealthiest 5 to 10 percent is usually regarded with the working “class,
the middle class, and the upper class”
• Main occupations are seen as “accountants, computing specialists, engineers,
and medical doctors”
• Acceptance of the inequalities related to the social class when it comes to
facilitating healthcare functions
• Infant child rearing varies from one country of origin, education, class
background and the religious groups to which the family belongs

Technological Factors
• Technology integration into the major systems in healthcare has been able to
reduce the cost and encourage innovations
• Healthcare Business is includes technologies such as desktop computer or a
fixed-wall phone so that the patients will be able to move to their next task
• Increased mobility with the secured access for the real time data for the
professionals is responsible for delivering faster patient care services, and
enhanced outcomes for the patient
• Australian Policies pertaining to science and technology are identified with
the “concentration of research and development in national research centers

Value Chain in Operations
• Following a timely aspect in the process cycle
• Connect to the suppliers’ value chains, channels value
chain and customer value chains
• Increasing the flow of capacity constraints
• Upgrading the existing services and products
• Enhance information flow, “attending the physician,
departing instructions and information passed to the
diagnosis and departing institute”

Value Stream

Value Chain in Outbound
Logistics
• Moving goods between the warehouses in large quantities within the pre-set of
workflows is straightforward in nature
• Healthcare industry is seen to be growing quickly and more number of patients are
getting rapid delivery of services
• Mobile technologies are seen to be emerging as an important tool for the connected
devices which allows for an increased transparency during the final phase of the
supply chain
• Collaboration between the receiving of orders and dispatch is put forward with
optimizing the process of operations and similar process
• Disruptive technology in the outbound logistics is discerned with Improved service
monitoring

Outbound Logistics for the health care service

Value Chain in Marketing and
Sales
• Implementation of Artificial Intelligence (AI), big data and machine learning in
healthcare service
• Expanding the market with social marketing initiatives
• Platforms used to promote the services of the product has been seen in terms of the
social “media sites such as Facebook, Instagram and Twitter”
• Developing android and IOS apps has been seen in terms of MIMS, MedSearch and
MedicineWise app
• These applications are conducive in providing competitive rates on terms of than
general medical shops
• Disruptive technologies in these areas in seen to be effective in terms of the efficient
procurement and ordering of the products

E-Commerce in healthcare

Capabilities
• Linking the blueprint with “hospital records information treatment and
attending the physician”
• The interconnections are considered to improve the vital statistics and
insurance information
• Operations management in the healthcare is considered with maintaining
of information flows as per the different types of the departing instruction
• Optimization techniques in the blueprint is evident with the application of
methods such as cost optimization, inventory planning and material
requirement planning

References
• Anand, G., & Gray, J. V. (2017). Strategy and organization research in operations management. Journal of Operations
Management, 53–56, 1–8. https://doi.org/10.1016/j.jom.2017.09.001
• Babich, V., & Kouvelis, P. (Eds.). (2015). Call for Papers—Special Issue of Manufacturing & Service Operations Management:
Interface of Finance, Operations, and Risk Management. Manufacturing & Service Operations Management, 17(2), 271-271.
• Bochtis, D. D., & Sørensen, C. G. (2014). Special Issue: Operations management. Biosystems Engineering, 120, 1.
https://doi.org/10.1016/j.biosystemseng.2014.02.011
• Chiarini, A., & Vagnoni, E. (2015). World-class manufacturing by Fiat. Comparison with Toyota Production System from a
Strategic Management, Management Accounting, Operations Management and Performance Measurement dimension.
International Journal of Production Research. https://doi.org/10.1080/00207543.2014.958596
• Gallien, J., Graves, S. C., & Scheller-Wolf, A. (2015). OM Forum—Practice-Based Research in Operations Management: What It
Is, Why Do It, Related Challenges, and How to Overcome Them. Manufacturing & Service Operations Management, 18(1), 5-
14.
• Hendricks, K. B., Hora, M., & Singhal, V. R. (2014). An empirical investigation on the appointments of supply chain and
operations management executives. Management Science, 61(7), 1562-1583.
• Hoyos, M. C., Morales, R. S., & Akhavan-Tabatabaei, R. (2015). OR models with stochastic components in disaster operations
management: A literature survey. Computers & Industrial Engineering, 82, 183-197.

Thank You