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For the latest News and Updates on the HITECH Act, CMS EHR Incentive Program, and Meaningful Use.
PwC’s Health Research Institute (HRI) provides research and analysis on trends impacting various health industries. According to the research report, C-level healthcare executives are concerned that the industry may not be able to absorb and integrate the changes in health IT and have their staffs keep pace with these changes. Additionally, under pressure to meet requirements for the EHR Incentive Program, physicians and hospitals have the greatest need for health IT specialists with 75% of providers in a hiring mode for employees to support their IT priorities.
About HITECH AnswersHITECH Answers is a community hub site dedicated to educating healthcare providers and other stakeholders on the HITECH Act, the CMS EHR Incentive Program, Meaningful Use and other Federal Health IT initiatives.
We live in an era where technology is changing our lives at a rate that every part of society is grappling to keep up with. Here we take a look at 10 digital trust issues that in our view institutions must grow new capabilities to address.
With so many digital processes operating at a level we can’t see or understand, what level of transparency is needed? How will institutions need to monitor and report on digital trust, both internally and externally? Is it sufficient to legitimise data access and analysis through the legal terms and conditions of a customer application for goods or services, for example? The use of people analytics is allowing organisations to attract, develop and retain key talent through the use of HR data. Take wearable technology for example, which can exponentially increase the amount of information available about employees. Using big data to predict behaviour and profile individuals offers obvious business benefits, for example in segmenting customers and predicting their spending habits, in strategic workforce planning or in preventing fraud. Profiling methods also open the door to discrimination and to punishment that may be unfair.
More and more of our daily lives are now governed by automated rules – algorithms to achieve particular outcomes that are constantly adjusted as new information comes in.
Without transparency, how for example can we be sure that decisions are based on causal relationships as opposed to correlation? The increasing use of data and algorithms to automate processes and drive decision-making in business has led to greater efficiency and accuracy across a range of business functions and sectors. The artificial intelligence (AI) debate shows no sign of levelling off, with widely differing views on when computers will have intelligent behaviour that’s equivalent to that of humans, or the extent to which AI is an existential threat to the very future of the human race. The Internet connects people and harnesses information to an extent never seen before, but today it’s unrecognisable from the egalitarian open exchange of information envisaged just half a century ago. The Internet has also become an important source of corporate and government power and influence, as evidenced by the extent to which they handle and manage our data - raising serious questions for greater society about the transparency, ethics and legitimacy of Internet usage in the future. Cyber security is only going to grow in importance as we shift more core societal functions online and we connect more of our physical life to the Internet. As cyber security threats increase it’s likely, if history is any indicator, that governments will seek to access, monitor and control even more of our personal data. Our reliance on technology to enable day-to-day activities has skyrocketed: we check into flights online, access hotel rooms with our mobiles, do online banking.
The issue of where value is created also has large implications for global tax strategies, as corporate assets become increasingly digitalised. As our digital society continues to evolve, business and government will have to win back the trust of sections of society that feel marginalised by a new type of digital divide. Against the backdrop of these digital trust issues, institutions are challenged to adapt their governance and organisational design both rapidly and effectively, or face risks to their long-term sustainability as stakeholder trust levels erode. Organisations – private and public - will have to become comfortable dealing with grey areas and a constantly shifting landscape. By its very nature digital technology – like its siblings biotech and nanotech – has set out to create a new dimension of intelligence that undermines the control humans had over technology in the past like never before. While technology is transforming how institutions relate to their stakeholders, digital trust is but one aspect of trust. Find out how building trust can help you maximise your growth potential and manage risks in the digital age. By understanding the drivers of trust, organisations can create an asset which can be measured and managed.
It’s whether and how the current design of our private and public institutions needs to adapt to cope with these changes and to restore the trust of society – digital trust.
These issues centre around the ethics and control of data access and use, interaction through the Internet, digital risk resilience and value creation in the digital age. The explosion of digital data and the new and innovative ways it’s being leveraged have huge implications for the economic value chain.
The digital revolution has given companies the technologies to collect enormous amounts of data about consumers and employees.
This is turning talent management into a much more scientific, fact-based function than in the past, and more closely linked to business strategy and performance. If we’re able to predict behaviour to a great level of accuracy, should we act before that behaviour is exhibited?
Think of ‘sat navs’ or credit card approvals or websites that suggest what content you might like to consume.
Or consider the blockchain public ledger technology which underlies cryptocurrencies like bitcoin: the technology creates data that by the nature of its origin can be trusted, but is trust based only on effectiveness enough? And with the creation of algorithms that can learn and make predictions from data, independent of any human input, machines are becoming smarter.


Take the so-called Net Neutrality debate in the US – pitting the major Internet Service Providers who want to create a premium-priced superfast Internet for business against consumer rights advocates who argue that there should just be one, equal Internet for all users. What rules need to be established – and who needs to establish them - in order to govern the gatekeepers of our digital information and those who control how we access the Internet?
On a micro level the risk could come from hackers taking control of our connected cars, to give just one recent example.
The same will no doubt be true of companies as they look to protect their vast databases of consumer and employee information along with their systems and digital operations from hackers bent on corporate espionage or even sabotage.
But the speed and effectiveness of response to a crisis, and the ability to manage the recovery process are just as vital.
An institution can achieve an overall level of digital trust with varying combinations of the degree to which the three pillars of legitimacy, effectiveness and transparency are realised.
They’ll have to find the right balance between how they get and use data and the social consequences of those actions – and accept that the line is always moving. In the coming months we’ll look further into how organisations can take concrete action on embedding changes in their design to achieve greater levels of overall trustworthiness. The Institute’s latest report finds that the growing shortage of health information technology (HIT) workers appears greater than previously estimated. And 77% indicated they are reviewing hiring strategies to address gaping holes in health IT. In June, to mark the 800th anniversary of the Magna Carta, we looked at how institutions (organised and purposeful interactions of people based on contract, law or culture) must create and maintain trust through legitimacy, effectiveness and transparency, and how global megatrends like technology are driving the need for a design transformation and a bold new charter for our digital world. The emergent and interconnected nature of these issues – and the regulatory response to them – highlight the challenges organisations face. In a world of (near) zero marginal cost of production and rising relative value of intellectual property, classical cost-based business models and the implications for income generation and distribution, in short social welfare, need to be re-examined. It’s also provided the analytical capabilities to create new knowledge and insights, affecting how this data is used. With personal information now an economic commodity in its own right and potentially the solution to some of society's greatest scourges like disease, how can we achieve an acceptable balance between individual privacy rights and the wider interests of society? But while technology has completely altered the operating environment, rules of behavior are still playing catch-up. Or consider how difficult it is nowadays for employees to keep their personal lives separate from their working existence: employers are using personal information shared via social networks to make character decisions when hiring and to evaluate the risks existing employees pose to the organisation.
Retailers, for example, can map individual customer information to patterns they’ve detected in their vast data stores to derive new information about these shoppers that may make them uncomfortable or – justifiably or not – invoke countervailing measures that the customer isn’t aware of. Should the movement of individuals with certain profiles for example be restricted even before they commit a crime?
One crucial aspect will involve better integration of human and machine collaborations in the workplace, to oversee and maximise the efficiency and effectiveness of algorithmic processes. In the international arena, an increasing number of countries have enacted more restrictive laws governing web access, either for security or privacy reasons. And how should regulatory balance be achieved to address growing concern about the fragmentation of the Internet as more countries set up their own structures, safeguards and barriers? On the macro level there’s the spectre of global cyber warfare targeting crucial energy or security infrastructure, commercial assets or mass transport for example – with businesses caught in the crossfire of rising geopolitical tensions. Consider the power of social media, where an overnight tweet in Australia, for example, could cause a product crisis in Brazil. Whileproposed reform of international tax rules can help address the issue, perhaps the immediate question is whether business simply wants to be trusted to comply with regulation or for making decisions based on principles and values. At the same time, however, increased automation will continue to eliminate certain jobs. Should we see education as a life-long process, with funded schooling for all, so that workers can continually adapt their skills to the changing needs of the economy as technology advances?
The political, societal and cultural background of its environment plays a crucial role here. These will centre around the measurement of trust and of the trust impact of incremental changes in institutional design. The report, entitled Solving the talent equation for health IT, concludes that the healthcare industry is competing for a limited number of IT professionals with companies trying to fill a talent void by recruiting specialists from other industries. The results indicate there is an ongoing challenge in health IT to find workers who understand the industry’s movement to an integrated health system. How – and how quickly - will they have to adapt their design to create trust against this backdrop of digital transformation? The public has been slow to realise just how much personal information companies are collecting and using, but as they become more informed, managing and protecting privacy and data use will become an important barometer of how much companies are trusted by their wider stakeholders.
The ethical use of data is another issue that needs to be addressed – and something that regulators are increasingly calling to question. With so much data about employee performance and actions available to organisations, what governance guidelines and processes are needed to ensure ethical monitoring and data use? Moreover, as an increasing amount of personal information becomes more accessible, cyber threats can shift to personal threats for employees such as blackmail. How should we balance these considerations in the interests of national security when threats are growing across the globe, and where should the line be drawn between data privacy and safety? But unlike traditional laws, there isn’t the same degree of legitimacy let alone transparency. Its new business models enable better use of existing capacity – but have also fuelled debates, in particular the clash between legal regulations that bind existing service providers versus the algorithmic regulations (based for instance on feedback loops) used in these new digital service offerings. To what extent do we need to understand these algorithms and – ultimately - have ‘controls’ or ‘emergency’ buttons to wrest control back from machines?


Governance frameworks will also need to be assessed to ensure a robust system of checks and balances.
With today’s business world characterised by a global digital presence and data flows, this means many more companies are being impacted by laws outside of even their major markets. With the lack of international conventions around this type of warfare, what happens if you deploy a cyber weapon? Where providers distribute physically, the customer as owner is free to use the products how and when they like.
We’ve seen this in themanufacturing and logistics sectors, and will next see it sweep through white collar sectors like accounting and healthcare. The key difference between the previous agricultural and industrial revolutions and the coming artificial intelligence revolution is that jobs will be displaced at a much faster pace than what it will take for humans to reskill. And they’ll have to create a foundation of values to inform compliance, governance and ethical decision-making.
We consider a few questions below in the context of the three pillars of a trustworthy institution. And what measures are needed to educate the public on risks and benefits of technology and actions that individuals can take to manage their technology footprint? Are radically new policies needed to manage trust issues around managerial use of information, ensuring and enforcing legitimacy, compliance and transparency?
Employers need to be wary about both protecting data and choosing what data they capture – and to be aware that there are demographic and cultural differences in what data employees are willing to hand over. While obvious areas for debate include policing, national security and immigration, they can also impact the workplace. How can trust and reputation, so vital to sharing economy, be maintained when some users are wary about how some of these rules are defined and implemented?
While many societies are increasingly comfortable with the growing role of machines as an essential tool to improve everyday life, such measures will be vital in building a greater degree of trust. Contrast these developments however to the Digital Single Market Strategy being proposed in Europe which aims to bring down regulatory barriers.
What measures are needed to protect institutions against leaks, losses and manipulation of data that take into account concerns about privacy and ethics? With so much of our lives dependent on technology, interruptions can be disruptive and expensive. Their ability to do so will greatly influence their level of trust and ultimately their resilience in an ever-changing world. But with the shift to digital distribution, there’s the possibility that customer rights could be reduced or revoked over time.
If not managed effectively, the negative impacts of automation on employment levels and disposable incomes could affect economic growth, as well as the very fabric of society. But what can we learn from history about shaping new laws, charters and movements to adapt to the social chaos wrought by innovation, as we consider an age where work (as we have known it) may no longer be the norm? As the privacy debate is reframed by digital disruption, organisations must look at which direction and to what extent they evolve their information governance strategies and capabilities, and ensure that the mechanisms chosen to balance competing interests are ones that generate trust and confidence amongst their stakeholders and in the general public. Consider employers who use predictive analytics to anticipate future risks and shape policies that could have punitive effects on specific individuals or groups.
The enormous power of algorithms brings with it a need for transparency and accountability - and the level of scrutiny that organisations who wield such power will come under from their stakeholders is only going to increase. Transparency is also important from the viewpoint of governance, risk and compliance: to what extent can we trust machines to control machines?
What do governments and companies need to do in order to regain the trust of an increasingly sceptical public that’s demanding more control over their data? Businesses across sectors have been shaken by the impact of several high-profile IT outages and glitches, eroding digital trust. How can businesses and governments work together to create workable standards for a global economy – including digital business? Or employees who are given wearable technology to encourage fitness and wellbeing in the workplace.
Should we regulate algorithms with algorithms, or have humans doing the job – and do they have the right technical skills in sufficient numbers and speed to regulate effectively? Should they trust that their employers are being genuine in looking after their health or worry that digital health profiling could leave them out-of-pocket for health insurance costs - or even out of a job if they don’t conform to certain standards of health and fitness?
This is particularly relevant given for instance the rapid development of flash trading in the financial markets.
But organisations are challenged by the sheer complexity of their IT services, with layers of infrastructure and multiple service and process interdependencies.
Where should profiling techniques legitimately be used, how transparent should they be, and what checks and balances are needed – keeping in mind different cultures, outlooks, traditions, expectations and laws? They’re also under pressure to deliver with ever greater speed and lower cost - and to spend more time and resources on growth and innovation.
For example what restrictions should there be on the ability of cloud service providers to share information with third parties?
How can companies gain a holistic view of the IT landscape and all its risks, and design the right governance and risk management processes to better manage them?



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