Operational Model to Help Healthcare Organizations become more Patient-Centric [Interview][Transcript]


Guest: Bruce Nixon

Presenter: Wayne Bucklar

Guest Bio: As CEO of Holocentric, an Australian technology company, Bruce is fiercely passionate in his belief that companies can achieve greater performance by better understanding how people, process and technology come together to meet strategic objectives as well as regulatory obligations.

Holocentric has assisted some of Australia’s largest organisations to implement Holocentric’s innovative BMS platform, which uses bespoke modelling software to provide clarity and accountability over all facets of operations. Holocentic’s clients include the Australian Tax Office, Westpac, Qantas, Western Power, UGL Services, Iceland Air and IP Australia.

Segment overview: In today’s Health Supplier Segment, we welcome Holocentric CEO Bruce Nixon here to discuss their company’s Business Management System and product features. According to Bruce, what makes them unique with other BMS providers is that they recognize that to improve performance, organisations must understand how people process and technology come together to satisfy client needs, meet regulatory obligations and achieve business outcomes. Holocentric aims to help organisations improve performance. Their business management system integrates systems, applications, tools and teams into one single repository.

Wayne Bucklar: You’re listening to Health Professional Radio. My name is Wayne Bucklar and my guest today is Bruce Nixon. Bruce joins me from Canberra in Australia. He’s the CEO of Holocentric. Bruce welcome to Health Professional Radio.

Bruce Nixon: Yes, thank you Wayne. A pleasure to be here.

W: Now Bruce, Holocentric, is not a name that immediately describes what it is you do? Can you share with us what it is you do and what the products set is?

B: Yes certainly Wayne. We provide software that helps to reduce the complexity in organizations. So they can be more effective, meet the compliance applications and most importantly in the current times to be more responsive to change.

W: So that’s an enterprise wide solution?

B: Yes. We take a holistic approach because we believe across organizations that everything is connected. The effectiveness of the organization is determined by the way we think really. How do you make sure that you can be effective across the organization by getting that greater understanding of how all the activities that you perform work together to have a very much more better outcome for basically in terms of their customers.

W: Now the health sector as you’d be well aware is a horribly complex beast and sometimes I describe it being the last great cottage industry. Is it something that a hospital would use?

B: Probably. We tend to work more with some of the government organizations. The organizations who create policies and create these appropriate procedures so for example I work with the National Disability Insurance Agency to help them capture the up-righting model for the National Disability Insurance scheme so that can more effective in the way it operates. Designing that, what are the different parts of that scheme and how should they work together most effectively, possibly the ultimate results. Sort of those, there might be service provider to …starting to work with who can work within that scheme or might work within aged care for example in providing services and that’s … as well.

W: We do get a fair part of our audience that are involved in aged care. That again has complexes as a hospital or more complex in some cases I guess.

B: I think any of those … and practices have great deal on complexity and looks like that’s increasing development and reducing, change comes along then, people need to respond to that and work in a different environment from what they’ve been working in the past.

W: The scale of your customers are many in the areas are great big government enterprise. How small can you go down to unpractically be of use?

B: I think that in any organization must get over any number of people but about a hundred people you start to get that kind of complexity. As organizations grow bigger and bigger, the number of combinations of the way things may be enacted increases exponentially. They’re very large organization that horrendously complex. But even some of the smaller ones still have to deal with one of complexity in relation to different compliance applications, different schemes they work with, different procedures they need to follow, the different skill levels they have within people, and the training of those people and how they utilize systems most effectively. So it can be applied very well down to smaller organizations, let’s say a hundred people or less as well.

W: What would be the kind of trigger that would occur for a potential customer to ring you up and say, ‘We need some help’? What sort of organizational or behaviors or characteristics occur that would make people turn to you for the benefits you can bring?

B: Typically, there is some sort of catalyst such as exchange to funding model to an aged care for example going from a block funding model to a consumer or into a funding model. This is a pretty significant change for the industry and how do you respond to that? Do you need to change your business or do you need to rethink the way you provide customer service as part of that new operating model? With greater competition out there, there’s has been change the way you need to behave, the way people need to think to make sure you get better alignment with the way you work. Something like that typically that is the incentive for people, of course with the NDIS, people now need to register for that so the service provider need to work within a scheme. You need to understand how those rules supply, how the plans are developed by their local area coordinators or by the NDIA themselves. And what that means for the participants in the scheme? How do they operate, how they provide the services and making sure they have a much more customer oriented service delivery model in their organization.

W: Bruce for those people who are looking at needing to do something about re-organizing their business models, how do they get in touch with you?

B: We provide our services directly to our clients. They’ll often come to us thru our website which is www.holocentric.com. They will be referred to us quite often by other clients who we’re working with, who have similar experience on the needs of the industry and sometimes thru our business partners who we’re starting to work with.

W: That website www.holocentric.com

B: That is correct, yes. That’s the one.

W: If you just join me, you’ve missed my conversation with Bruce Nixon the CEO for Holocentric, where we’ve been talking about what Holocentric can do, and how it can assist us a piece of software and a system particularly for larger organizations in health who are looking at needing to redesign business models or redesign processing compliance. The good news is, we have a transcript on our website. We also have an audio archive for that conversation on SoundCloud. You can access both of those at the Health Professional Radio website at www.hpr.fm. Bruce I do appreciate your time, I know you’re a busy man and I appreciate you giving HPR some time today.

B: It’s been a pleasure Wayne, thank you for the opportunity.

W: You’re listening in the Health Professional Radio. My name is Wayne Bucklar.

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