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Male healthcare professional interacting with supply chain management software

 

Over the past 10 years, I’ve been working closely with leading healthcare organizations as they strive to improve their supply chain operations. So, I was intrigued to see a new AHRMM18 track this year focused on “Clinically Integrated Supply Chain” (or CISC).

 

During the event, supply chain directors, clinicians, and CEOs all addressed this enormous—and enormously important—subject and pushed the dialog forward from a multitude of different perspectives.

 

And therein lies the intrigue.

 

When addressing supply chain integration, we are inherently talking about connecting the traditionally disconnected, and it becomes a complicated—and often messy—state of affairs.


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Once upon a time, agile software development was revolutionary and cellphones were for making cellphone calls, but those times are long gone. Agile is a mainstream best-practice and if you aren’t applying it then I must brand you a laggard. But agile has changed in the last decade, and not always for the better.

 

Back in 2001 it was generally recognized that the principles behind agile were its most important characteristic, but nowadays there is an unhelpful emphasis on its mechanics. The phrase “an agile process” is often heard even though one of those principles states that agile values “individuals and interactions over processes and tools”.

 

Or to put it another way:

 

False agile development visual representation


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It has been said that you can’t manage what you can’t measure.  In the world of analytics, this is our daily mantra.  However, as succinct as the statement may be, you can’t help wondering if it is missing something —  a little something called perspective.

 


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