Do you know? OUR CAPABILITY!

CAPABILITY

Capability is an organization’s ability, by virtue of its IT assets and know-how, to create business value

This capability can be, and is usually, attributed to the IT function within an organization. More appropriately it should be attributed to the organization as a whole because no function within an organization is an island. Each gains from the other and in turn enriches them. This value “bleed” from one function to another cannot be quantified in a meaningful way, however, it exists. It can be positive or negative. When the organization plays as a team i.e. the functions collaborate, positive value passes between functions. In this case, the organization’s capability is greater than the sum of its parts. The functions are better off together. Conversely, when the organization does not play as a team i.e. is dysfunctional, then the value bleed is negative. In this case, the organization’s capability is less than the sum of its parts. It follows then that the functions are better off not being with each other! The net of this phenomenon is that no function within an organization would create the same value within another organization. For example, if an IT organization is moved from one company to another, it will deliver more or less but never the same value as it was creating in the original company. This is true of any team. You may have noticed that a player is successful or more successful on one team versus the other

capability

Defining Required IT Capabilities

Every organization's needs are different: Some need IT to focus on delivering the latest and greatest applications, while others need IT to create a robust infrastructure. Let's accept one fact: IT is a service provider and the firm and its employees are its customers. IT must enable the business and ensure that its customers are satisfied with the basic services (for example, keeping servers and email up and running, providing help-desk support) and that all IT operations are efficient and cost-effective. Creating a strategic IT vision requires determining the IT organization's various customer segments and their business needs. Generally customers need a set of capabilities across a range of functions. Typically these capabilities fall into three main areas. Each of these areas must be optimized by the IT organization:

  • IT operational excellence. Critical capabilities that allow IT assets to be managed to take information systems to higher levels of effectiveness and cost efficiency. The objective is to create low-cost, flexible support for the enterprise.
  • Business enablement and process improvement. The ability to transform or improve core business processes within the organization. The goal of core-value and IT-enabling processes is to take value chains and business operations to world-class levels. The measure of success is not cost reduction, but improvements to key business processes.
  • IT innovation. Solutions developed with the business to help achieve breakthrough innovation to improve competitiveness. Initiatives move beyond improving processes to helping create competitive strategies and transforming market dynamics, repositioning a company against its competitors or allowing it to enter markets where it did not previously compete.


Risk Capability: Beyond the Tipping Point

Risk capability is not an application, but rather an algorithmic approach used to evaluate an organization’s unique position and to determine the most effective trajectory to achieve its desired future state. We believe that in each state, from the current to the transition and into the future, careful planning can enable an organization to thrive. That planning looks carefully at an organization’s Foundational Elements through the lens of its future state (Balanced Revenue Portfolio, Economic Sustainability, Targeted Clinical Transformation, Deep Market Understanding and Scalable Technology & Analytics). Each organization will arrive at a Risk Capable solution that is adapted to their unique capacity and transformational agility.

The risk capable organization is one that prioritizes the following critical goals:

  • Responsible Confidence in Economic Portfolio Transition
  • Thoughtful and Deliberate Response to Market Forces
  • Meaningfully Positive Community and Patient Clinical Impacts
  • Organizational Preparedness and Transformational Agility
  • Committed Governance and Collaborative Culture
  • Alignment of Mission and Strategy with Pursuit of Value-based Care

Key Requirements

  • 1. Master of Both // Risk capability requires organizations to operate in an environment inevitably comprised of both FFS and non-FFS characteristics
  • 2. New Lens // The new economy mandates a fresh, wider-angle lens on organizational focus, encompassing strategic decisiveness and ‘real-time’ execution
  • 3. Revenue Portfolio Construction // The best revenue portfolio approach optimizes margin and advances organizational interests
  • 4. True Partnerships // Relationship portfolio considerations are crucial to business model evolution in a post-tipping-point marketplace

Risk Capability

Our Technology Capabilities

Dev Ops

DevOps is a culture which promotes collaboration between Development and Operations Team to deploy code to production faster in an automated & repeatable way. The word 'DevOps' is a combination of two words 'development' and 'operations.'

DevOps helps to increases an organization's speed to deliver applications and services. It allows organizations to serve their customers better and compete more strongly in the market.

DevOps is a continuous process where after monitoring, with new update again work starts from Plan immediately. Below is mentioned the toolchain of the DevOps ecosystem – combination of the tools used by Developers and Operation administrators, along with the well-known tools for each stages.

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CONTINIUOUS DELIVERY

Our goal is to make deployments—whether of a large-scale distributed system, a complex production environment, an embedded system, or an app—predictable, routine affairs that can be performed on demand.

We achieve all this by ensuring our code is always in a deployable state, even in the face of teams of thousands of developers making changes on a daily basis. We thus completely eliminate the integration, testing and hardening phases that traditionally followed “dev complete”, as well as code freezes.

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FULL STACK

A full stack developer is an engineer who can handle all the work of databases, servers, systems engineering, and clients. Depending on the project, what customers need may be a mobile stack, a Web stack, or a native application stack.

In fact, “full stack” refers to the collection of a series of technologies needed to complete a project. “Stack” refers to a collection of sub-modules. These software sub-modules or components combined together to achieve the established function while without the need for other modules.

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DATA SCIENCE

Data science is a "concept to unify statistics, data analysis, machine learning and their related methods" in order to "understand and analyze actual phenomena" with data.

It is now often used interchangeably with earlier concepts like business analytics, business intelligence, predictive modeling, and statistics. In many cases, earlier approaches and solutions are now simply rebranded as "data science" to be more attractive, which can cause the term to become "dilute beyond usefulness.

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