Findes der millioner i velfærdsteknologi?

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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.

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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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,%24*-4/&%$,/%3'.&#*:%34.3'**#.$#*%40%34//#0#*%,%=*1.7-#.8%a)*%+1.%($)*%45#*24*%#$%.D$%+1*3#&%(4+%-#*:%#*%G$%12%&#%2<*($#%(6<*0(+)/%+1.%(31/%($,//#%(,0P%VY1*%5,%45#*-45#&#$%&#$%.#$5;*3:%&#*%(31/%$,/ZV%@,%-1*%,%&#$$#%24*/<=%-12$%#$%=*#&$%.#$>5;*3%1$%$*;33#%6)%(4+%#$%34//#3$,58%"#$%.#$5;*3%

Fakta om GateHouse>

5;*#.&#%1&+,.,($*#*#.&#%&,*#3$<*%O,7-1#/%K4.>

(42$Q1*#%$,/%34++'.,31$,4.((D($#+#*8%@,*3(4+>-#&#.(%13$,5,$#$#*%243'(#*#*%(,0%,.&#.24*%I%24*>*#$.,.0(4+*)&#*P%(1$#//,$34++'.,31$,4.:%$*173,.0%40%45#*5)0.,.0%(1+$%*)&0,5.,.0%,.&#.24*%34+>+'.,31$,4.($#3.4/40,%$,/%+,/,$;*%1.5#.&#/(#8%%YB#++#(,&#P%QQQ801$#-4'(#8&3%M4.$13$6#*(4.P%N-4+1(%?8%e#.(#.:%0-h01$#-4'(#8&3

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

&#/$10#*.#%1$%&#%31.%=*'0#%*#('/$1$#*.#%&,*#3$#%-B#++#%,%&#*#(%#0#.%($*1>$#0,>%40%24**#$.,.0('&5,3/,.08Y51&%-1*%&#$%()%=#$D&#$%24*%24*/<=#$ZR4*%&#$%2<*($#%-1*%5,%,%24*/<=#$%=*'0$%$,&%6)%V1$%$*;&#%$,/=10#V%40%(#%6)%40%

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%$,/%/<=#.&#%

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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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Resultater & produkter

kX

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-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&#.&#89.&5,&#*#%#*%+)/0*'66#*.#%40%3'.&#0*'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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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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>>

($*'3$'*%40%34++'.,31$,4.

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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)%($4*$%

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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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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.

!\

"#*%#*%'.&#*5#B(%,%24*/<=#$%=/#5#$%/15#$%#$%0#.#*#/$%*41&+16%24*%2'.&,.08%

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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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!c

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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Health & Medicine

Findes der millioner i velfærdsteknologi?