The Australian Digital Health Agency
This reports sought to examine critically the performance of The Australian Digital Health Agency (the Agency) during 2020 and 2021 using the Gartner Magic Quadrant. As such, researching, comparing and contrasting the 2020 and 2021 Magic Quadrants was essential. The magic quadrant uses snaps, in-depth analyses to provide actionable advice to businesses operating digitally. To effectively analyze and predict market trends, the Gartner Magic Quadrant collects qualitative data from digital platforms and advice companies accordingly.
The Australian Digital Health Agency is a technically enhance medical avenue founded in 2016. The agency digital service relevance surged during the covid-19 pandemic when people were advised to transact digitally. The unforeseen, unfrequented and rapid surge demand for digital health services during the pandemic exposed anomalies within the health agency. The digital health agency was found to employ outdated business and analysis tools despite operating technically fine.
The novel covid-19 pandemic spells a demanding and challenging season for the health sector. Millions of Australian citizens were affected by the pandemic with thousands requiring medical support. The Australian Digital Health Agency was pushed to its limits since people shifted to digital health services. Millions of Australian wanted to access health services online through their medical portals and view their medical records. At such a time, all the resources are strained since everyone wants to access their vaccination, medication and other health related data online simultaneously (Ritchie et a., 2021). For 2020, research indicates that health department were prepared but overwhelmed by their responsibilities. The 2020 magic quadrant for the Australian digital health agencies is based on the following findings:
- Niche players: The development of digital health over the course of time has spearheaded the development of social and technical infrastructure that supports digital health. As such, niche players are limited in that few health authorities are incapable of providing digital health services.
- Visionaries: Well, despite the fact that the idea is well spread, majority of the development is based on hope and hype. Most of the health companies operating in Australian soils have inadequate capacities to support digital health but understand its roles in improving health care.
- Challengers; a few health consultants in the country rose up to the challenges to provide digital health services in 2020.
- Leaders: Deficient in leaders in digital health in 2020. There is room for development
Figure 1
The information presented above is based on the data provided and the application of the magic quadrant in healthcare analysis. In terms of the completeness of vision and the ability to execute them, the 2020 showed that majority of companies and digital heath agencies had the ability to deliver their services but had their visions half-finished.
Figure 2 Business model
The above chart was sourced from Gartner research on digital health. It points out the significance technology in healthcare and also the value it creates for its clients. Source Gartner
The subsequent years after the onset of the covid-19 pandemic offered the health departments and workers and the public at large an opportunity to learner from their failures. People were much eager to access digital health services and the health agencies were much well equipped for the tasks.
Basing on an online survey conducted by Australian Digital Health Agency, their CEO Amanda Cattermole noted the Australians were ready and willing to use digital health services. She says: “This means Australians have seen the benefits of digital health and in this nationwide online survey, they can tell us what the 2022-27 National Digital Health Strategy should include.” According to her the technology is strong, reliable and there is no limit to what it can achieve. (Australian Digital Health Agency, 2021)
Figure 3 2021 Magic quadrant chart
The figure above shows that 2021 offered more leaders into the fields of digital health and reduced the number of niche players in the field. The sector still faces lots of challenges including use of inadequate and out-dated BI resources and decentralization of data. However, the number of visionaries’ players in the market surged as their sensed future opportunities for digital health and hyped by the need to harness its application to other fields. From the above comparisons, the year 2021 provide an upper hand for the growth and development in the digital health services.
2020 Magic Quadrant
According to Phocas Software, Business Intelligence uses software to change quantities of figures into bite-sized insights to inform decision making. The software accumulates the information from ERP in the company’s scheme and other data sets through API. After thorough scrutiny of the data sets, the BI tool boons the findings in reports and dashboards. Generally, BI assists individuals in an association to comprehend how the firm is proceeding and how they can address the potential risks it may encounter (Parenteau et al, 2016). In the scenario mentioned earlier a BI tool termed Dashboard is necessary. The Australian Digital Health Agency should employ such a tool since it is a standard tool for a summary update on a page. It is a modest solicitation created into the software that generates data into graphs and charts depending on consumers’ reviews.
The dashboard will help the agency with an approach of probing the facts so that they can comprehend the drifts by ticking into the fundamental facts. The tool performs the complex duties by uniting and rationalization the strength and spell prerequisite searching for, merging, and querying the figures. The corporation should explore the BI capabilities for enhanced supervision of sales utilities. For instance, ICU Medical, a worldwide medical device, and accessories firm trading medical tools for oncology, vascular therapy, and critical care with numerous merchandise in its portfolio uses the tool to track the company’s sales performance (El Morr & Ali-Hassan, 2019. This could help the agency to exploit its data and use them in making sound, strategic and tactical decisions. The right of entry to combine facts permits more individuals in the firm to pull up.
The introduction of the dashboard tool to the agency is digitalized where mobile BI dashboards will boost the sales team together with their counterparts in making some major decisions without having a boardroom meeting. As a result, the data is pulled out and checked by the finance group with ease and without wasting time. In addition, intending to refine the appreciation and stratification of consumers the company studies various sources of information (Gounder, Iyer & Al Mazyad, 2016, March). According to Sutner’s study, the dashboard is a vital constituent of various BI software tools that are extensively employed to distribute diagnostic data to business executives and workers. The BI dashboard software is comprised of dashboard templates for hastening the project course and the aptitude to tug in both historical and real-time data.
This could be helpful in our scenario since it will help the agency in determining how to curb the COVID-19 pandemic because they now have all the cases recorded daily. Furthermore, dashboard tools compromise collections of widgets, icons, and images added to it to mechanize purposes and improve usability, visual appeal, as well as tabs, and pull-down menus, among other navigation features. In our scenario, the BI dashboard can be associated with a data warehouse, data marts, or data lakes contingent on the data that the agency and its customers need to see (Hall Jr, 2010). The agency will benefit since the BI dashboard integrates documents that provide an at-a-glance look at relevant data values. This will make work much easier for the IT workers and others as data will be made available under the dashboard.
Conclusion
The primary users of BI applications are IT specialists and data scientists. The growing population of BI users in various departments and their ability to use the tool is due to its evolvement. It can also be concluded that almost all BI users share a major role in maintaining the users’ experience simple. It is also clear that the agency has employed individuals to cope with access across a business whose role is to guarantee the user experience matches the job role and statistics veracity is preserved.
References
Australian Digital Health Agency, 2021. The future of healthcare is digital – have your say, think about tomorrow. [online] Digitalhealth.gov.au. Available at: <https://www.digitalhealth.gov.au/newsroom/media-releases/the-future-of-healthcare-is-digital-have-your-say-think-about-tomorrow> [Accessed 19 April 2022].
El Morr, C., & Ali-Hassan, H. (2019). Healthcare, data analytics, and business intelligence. In Analytics in Healthcare (pp. 1-13). Springer, Cham.
Hall Jr, O. P. (2010). Using Dashboard-Based Business Intelligence Systems. 2003 Volume 6 Issue 4, (4).
Parenteau, J., Sallam, R. L., Howson, C., Tapadinhas, J., Schlegel, K., & Oestreich, T. W. (2016). Magic quadrant for business intelligence and analytics platforms. Recuperado de https://www. Gartner. com/doc/reprints.
Gounder, M. S., Iyer, V. V., & Al Mazyad, A. (2016, March). A survey on business intelligence tools for university dashboard development. In 2016 3rd MEC International Conference on Big Data and Smart City (ICBDSC) (pp. 1-7). IEEE
Ritchie, A., Siemensma, G., Fenton, S. H., & Butler-Henderson, K. (2021). Competencies, Education, and Accreditation of the Health Information Workforce. In The Health Information Workforce (pp. 79-95). Springer, Cham.
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