ABSTRACT
PurposeThis paper aims to clarify the relationship between professional services companies and changing customer expectations. It proposes following the digital transformation process and outlines how companies can adopt agile, digital-first ways of doing business to tackle major long-term pain points.Design/methodology/approachThis paper’s author draws on the author’s deep domain expertise on delivering digital transformation projects to businesses and organisations in a variety of industries, including professional services. The author explains the crucial applications for technology to help industry leaders address key business pain points.FindingsThis paper provides insights into how companies have an opportune moment to build long-term digital foundations for greater management, process efficiency and collaboration – with data-driven reporting, end-to-end business management solutions, dedicated HR modules and greater connectivity capabilities. This paper demonstrates that a digital-first approach can help companies achieve higher levels of customer engagement and secure their place in a highly competitive market.Originality/valueThis paper fulfils an identified need to explain how professional services companies can embark on digital transformation journeys to tackle outdated and manual ways of doing business.
ABSTRACT
PURPOSE: To describe the development, implementation, and evaluation of a pharmacy clinical decision support tool designed to increase naloxone coprescription among people at risk for opioid overdose in a large healthcare system. SUMMARY: The Military Health System Opioid Registry and underlying presentation layer were used to develop a clinical decision support capability to improve naloxone coprescription at the pharmacy point of care. Pharmacy personnel use a patient identification card barcode scanner or manually enter a patient's identification number to quickly visualize information on a patient's risk for opioid overdose and medical history related to pain and, when appropriate, receive a recommendation to coprescribe naloxone. The tool was made available to military treatment facility pharmacy locations. An interactive dashboard was developed to support monitoring, utilization, and impact on naloxone coprescription to patients at risk for opioid overdose. CONCLUSION: Initial implementation of the naloxone tool was slow from a lack of end-user awareness. Efforts to increase utilization were, in part, successful owing to a number of enterprise-wide educational initiatives. In early 2020, the naloxone tool was used in 15% of all opioid prescriptions dispensed at a military pharmacy. Data indicate that the frequency of naloxone coprescription to patients at risk for opioid overdose was significantly higher when the naloxone tool was used than when the tool was not used.