Phil Hanson Curzon Consulting Young MCA

Curzon Senior Consultant elected Young MCA chair

23rd November 20193 Minutes

Phil Hanson is new Young MCA chair

Curzon Consulting Senior Consultant, Phil Hanson, has been elected as the new Chair of the Young MCA.

The Young MCA is a professional network for consultants which aims to:

  • Be the voice of young consultants in the consulting industry
  • Enhance the development of young consultants
  • Provide key networking opportunities for young consultants across the UK
  • Increase awareness of the consultancy profession to school leavers and undergraduates

Phil will take over the role in December 2019 following an election by young consultants. The appointment of a new Chair comes at an important time for the Young MCA which is rapidly growing its membership base and is developing new regional networks across the UK.

Phil Hanson said:

“I am delighted to take up the position of Young MCA Chair. I value the important role the organisation plays in attracting the best talent to the industry, supporting its members and inspiring and developing them. I also recognise the significant opportunity that exists to continue to grow and build on the excellent work the Young MCA is already doing, enabling it to engage in more ways with an even wider member base.

Consulting is changing rapidly and I intend to ensure that through the Young MCA, young consultants’ voices are heard, helping them evolve to meet the needs of the clients and industries they serve.”

Tamzen Isacsson, Chief Executive of the MCA, said:

“The Young MCA is an important part of the MCA and supports professionals joining the consulting industry in MCA member firms. 2019 has been a busy year for the Young MCA with new communication activities, a record number of events across the UK and a growing membership base. We are delighted to have welcomed 13 new member firms this year into the MCA and one of the key benefits for firms is the access their young consultants get to events through the Young MCA. We look forward to building on this success in 2020 and the years to come. I would like to thank Josh Hutchison for all his hard work in supporting the Young MCA as Chair and welcome Phil Hanson on board in his new role.”

For more information

To find out more, visit the Management Consultancies Association (MCA) website

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HR organisation

Forming the new organisation around purpose

13th November 20194 Minutes

Managing Consultant Rodrigo Quezada Dighero attends Working Futures on 13 November 2019.  At this event, they’ll be discussing the challenges HR Directors need to overcome to deliver greater productivity, digital transformation and formalise new strategies around organisation purpose.

HR's changing role

HR’s role now is to deliver the performance, frameworks and environments for both people and systems to allow true business transformation. This requires HR to reorganise itself and to grasp the purpose of the organisation and formalise new strategies around the purpose of the company.

We’ll be attending Working Futures on the 13th November 2019. There we will debate these elements and provide the shift in thinking that HR Directors now need to form the productive organisation.

Challenges organisations face

  • Disruptive technologies
  • Low entry barriers, new segments served
  • Short product lifecycles
  • Stress, wider product portfolio, product profitability
  • More demanding customer experience
  • Customer service, customer journey and customer lifecycle
  • Multi-generation workforce – there are now 5 generations in the workforce

The challenges leaders face is how to envision, set and lead a flexible organisation that can quickly adapt and thrive in an ever changing and demanding environment

Creating a flexible and meaningful organisation requires a different approach

Forming strategy around purpose

Purpose:

  • Allows peers and management to set a connection towards something bigger than just business profits
  • Enables a multi-generation workforce to connect around a greater outcome
  • Encourages disruptive design and thinking
  • Allows the company to adapt, move and thrive by creating the products and services that best serve clients
  • Facilitates flexibility to respond rapidly
  • Provides speed to execution and calibration
  • Allows people and teams to risk and innovate
  • Eliminates silos, fostering interdependence, trust and team work

Many high-growth companies use purpose to generate sustained profitable growth, stay relevant in a rapidly changing world, and deepen ties with their stakeholders.

Targets and incentive plans became cross-functional, designed to build capabilities both within and across businesses. And at every step, purpose helps everybody in the company understand the “why”.

Questions leaders can ask about their organisation

Leaders need to constantly assess and calibrate how purpose can guide strategy, and they need to be willing to adjust or redefine this relationship as conditions change. Questions Leaders and People/HR Directors should be asking are:

  • Does your company have a purpose?
  • Do your company have a clear vision?
  • What drives your company’s vision?
  • Is your vision based on a clear purpose?
  • Are your plans and projects tightly connected to your purpose and business outcomes?
  • Are your people aligned around your vision?

How we can help HR Directors to align the organisation around purpose

  • “From There To Here” Design
  • Transformational maps
  • Pathways definition
  • Disruptive design
  • Interdependence and shared outcomes
  • Identifying Blockers and gaps
  • Identifying Behaviours
  • Putting in place new structures

In addition, we can help HR Directors with

  • Strategic Workforce planning
  • Digital Transformation
  • HR Transformation
  • Change management
  • Recruitment Excellence – readiness assessment and implementation
  • Culture
  • People
  • HR Target Operating Model
  • HR Processes
  • HR Supplier Management
  • HR Rewards
  • Talent Acquisition and Management
  • Performance Management
  • HR ITS and Applications (WorkDay, SAP HCM, Oracle HCM)
  • Programme and Implementation Support

Get in touch to find out how we can help your organisation with strategy, digital and HR transformation.

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healthcare perfect storm

Healthcare change: a perfect storm is brewing

11th November 20196 Minutes

Curzon Consulting Healthcare lead, Chetan Trivedi, argues that a perfect storm is approaching in Healthcare, and it’s been brewing for a while…

On one hand, we are seeing an ageing population, with growing multiple comorbidities, requiring more complex care. On the other hand, according to the International Monetary Fund (IMF), in 2017, global debt had reached an all-time high of $184 trillion in nominal terms, the equivalent of 225 percent of GDP.

In order to “move the needle”, Healthcare systems need to radically move away from “tinkering round the edges”, and instead, focus on delivering transformative change (focusing on prevention, implementing new care delivery models enabled by technology, better triaging and stratifying patients to determine best intervention point (hospital, community, home, etc.), leveraging appropriate skills set to treat patient (physician versus pharmacists versus nurse, etc.).

Some of the choices may not be popular, but if left unchecked, on the current trajectory, we will leave the future generation with a formidable challenge.

So, what are the 10 factors generating the perfect storm in healthcare?

1. Economic headwinds

Unprecedented level of total global debt-to-GDP (225%)* during peace time. Simply printing more money, creating more debt or throwing more funds at an outdated healthcare system is not going to help. Health systems need to improve quality and reduce cost-per-capita quickly. Focus on evidence-based disease prevention is key.

*Global debt has reached an all-time high of $184 trillion in nominal terms, the equivalent of 225 percent of GDP in 2017. On average, the world’s debt now exceeds $86,000 in per capita terms, which is more than 2½ times the average income per-capita. International Monetary Fund, 2019

2. Demographic time-bomb

An aging population with multiple comorbidities is requiring more complex care, so healthcare patients need to be better triaged and stratified to determine the best intervention point (hospital, community, home, etc.). The global population aged >60 years numbered 962 million in 2017, more than twice as large as it was in 1980. This figure is expected to double by 2050.**

**United Nations

3. Disease burden proliferation

We are seeing an increased prevalence of long-term chronic conditions such as hypertension and Type 2 diabetes. These are likely to add pressure on primary and secondary care organisations. Healthcare systems need to radically re-think “healthcare” with a greater focus on prevention and alternative care models such as community, home; GP vs. Pharmacist vs. Nurse.

4. Capacity constraints

The overcrowding of hospitals and emergency departments by patients who can been seen outside of the acute setting are causing delays for patients with higher levels of acuity to be seen earlier. Healthcare patients need to be better educated, triaged and stratified to determine the best intervention point (hospital, community, home, etc.).

5. Regulatory changes

Regulators are increasingly playing catch up with a fast paced, rapidly evolving healthcare sector, particularly with respect to innovation and technology. Commissioners are also pushing for greater cost transparency across the entire healthcare sector (i.e. hospital and drug pricing in the US, diagnostic and drug pricing in India, etc.)

6. Technology disruption

Rapid advancements in Artificial Intelligence (AI), Blockchain, Genomics, Telehealth, Remote Monitoring technologies and customised medicines are allowing clinicians to deliver precision healthcare, whilst improving patient experience and lowering cost. Innovation promises to deliver speed, quality and productivity at scale and lower cost.

7. Patient expectations

Consumer expectations are rapidly rising. Younger patients are increasingly seeking to access care on their terms. The Patient-Doctor relationship is being transformed (“The Patient Will See You Now”***). Older patients are expecting far greater quality of life until much later in life, placing a major strain on healthcare systems such as orthopaedics and physiotherapy.

***The Patient Will See You Now, authored by American cardiologist, geneticist, and digital medicine researcher, Eric Topol

8. Healthcare model transformation

There is increasing pressure to develop high quality, less-expensive alternatives to traditional hospital care models. Increasing focus on delivering care in the community and patient’s home. Move towards Integrated Care, Value Based Outcome, etc. models to drive convenience, improved quality and aligned incentives (payers vs. provider).

9. Challenging treatment protocols

Pressure from patients and clinicians to challenge existing disease treatment protocols. For example, healthcare patients with long term chronic conditions such as type 2 diabetes experimenting with low-carb diets to stop and reverse disease. Focus on prevention through life style changes.

10. Healthcare data explosion

An exponential increase in electronic data is being generated across the Healthcare continuum. AI and connected medical devices will take data generation and storage requirements to a scale not seen before. Securing all this data (on potentially a Blockchain) will be a leading priority for all stakeholders across healthcare.

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Digital transformation in infrastructure

Digital transformation across UK infrastructure

7th November 20194 Minutes

Curzon Consulting have partnered with Victoria Trukhanovich to deliver an MBA research project at Cass Business School, on the topic of digital transformation.

Over a series of articles we will explore existing challenges, business requirements, relevant technologies and strategy that needs to be applied by infrastructure organisations in order to design and perform transformative digital change successfully.

In this introductory piece we present a summary of findings on the current state of digital adoption across the infrastructure industry, including the transport, utilities and construction sectors.

Using digital transformation to address challenges

The challenges that companies operating physical infrastructure face include:

    • aging assets
    • frequent incidents of underperformance
    • capacity congestion
    • inefficient capital and maintenance programmes,
    • strong regulations
    • dissatisfied customers

Digital transformation is increasingly viewed as an enabler to address these issues, providing opportunities for infrastructure companies to achieve significant gains in areas of system resilience, capacity utilisation, asset productivity, process efficiency and customer engagement.

Lagging digital maturity

Yet, the digital maturity of infrastructure companies lags behind that of many other industries. Although level of maturity varies across and within sectors, the majority of infrastructure companies have not started to implement digital technologies on a wide scale and digital activities are fragmented. Due to a number of legacy factors, infrastructure companies often lack the capacity to build a clear digital vision and drive technological change throughout the organisation.

Empirical evidence from digital transformation projects, conducted by Curzon Consulting with UK transport infrastructure network owners, water and sewerage companies and airport operators, reveals the common challenge of an inconsistent approach to digital integration. Companies often run innovative, technology-enabled initiatives on a project-by-project basis without systematically integrating technologies in line with strategic objectives.

The digital transformation strategy challenge

A dispersed digital agenda was thus found to be the most pressing challenge for companies to solve in order to assert direction within the transformation process and consolidate digital initiatives around achieving clear business objectives.

This study asks how infrastructure companies should go about developing an effective digital transformation strategy. The urgency of addressing this challenge is exacerbated for companies in competitive markets as digital leaders and emerging start-ups are well positioned to identify adjacent niches and secure dominant shares quickly.

The role of technology

To offer a summary of digital strategy recommendations, we seek to:

  • assess the potential of critical digital technologies to deliver industry objectives
  • identify key capabilities enabled by technological advancements
  • examine the evolutionary timeline of digital transformation
  • analyse organisational functions affected and value outcomes generated

Developing a framework for successful digital transformation delivery

Once developed and agreed at the corporate level a digital strategy framework can be used by infrastructure companies to evolve from an ‘adapting- enterprise systems’ approach into a smart network operator approach. Although each digital transformation programme will have a degree of uniqueness, the framework developed within this study offers a high-level plan for successful development and delivery of digital change in infrastructure sectors.

Effective transition to the state of being a digital-champion also requires a company to make important early decisions often targeted at legacy factors that would otherwise inhibit change. Those decisions include establishing a strong leadership position, engaging an appropriately skilled workforce, removing silo-based barriers, instituting cultural change in the corporate mindset and addressing ways of working throughout the organisation.

This article marks the first in our Digital Change for Infrastructure series.

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home dialysis

Patient experience: the case for home dialysis

1st November 20196 Minutes

We have just completed a major assessment of hospital, satellite and home dialysis delivery models.

Home dialysis: a cost effective solution that improves quality of life

We reviewed the efficacy and cost models associated with hospital, satellite and home dialysis models in multiple countries. In conclusion, whilst it’s not a one size fits all solution, home dialysis is a clear winner for the majority of people on dialysis.

Not only is a home dialysis solution 30-60% more cost effective over hospital and satellite models, it allows patients to perform dialysis in the comfort of their own home, significantly improving quality of life. No longer do patients have to visit a hospital or satellite centre 3 times per week/4-5 hours a session (incl. avg. commute time).

In addition, patients at home can perform nocturnal dialysis, which allows them to maintain a normal working life, which it itself results in wider benefits to the individual and society.

What is Chronic Kidney Disease?

  • There are 5 stages of Chronic Kidney Disease (CKD). Stage 5 is classified as end stage renal disease and is when a patient requires renal replacement therapy (transplant or dialysis)
  • The Glomerular Filtration Rate (GFR) measures the amount of blood that passes through the tiny filters (glomeruli) in the kidneys, each minute
  • The National Service Framework for Renal Services defies normal renal function as estimated GFR = />90 ml/min/1,73M2
  • As Chronic Kidney disease (CKD) progresses the GFR falls
  • Patients in ESRD have three treatment options:
    1) Conservative Treatment – manage symptoms of kidney failure via lifestyle changes
    2) Dialysis Treatment – conduct haemodialysis or peritoneal dialysis
    3) Kidney Transplant – replace kidney; more cost effective over 10 years than dialysis, but shortage of donors, means dialysis segment will grow
  • Patients who commence dialysis can have their treatment at a hospital, satellite (standalone clinic) or home
  • Haemodialysis and Peritoneal dialysis have similar long-term survival rates

curzon consulting chronic kidney disease analysis

How prevalent is Chronic Kidney Disease in England?

  • In England, there are an estimated 2.8m diagnosed and undiagnosed people (6.1%) of the population (>16 years old) that are thought to have CKD (Stage 3-5).
  • In 2018, total population in England was ~56m, of which, >16 years old accounted for 45.4m (81%)
  • CKD affects ~2.8m people over the age of 16. An estimated ~60,000 patients have End-Stage Renal Disease (ESRD), of which, ~30,000 are on dialysis
  • Prevalence rates are rising, largely due to better detection (2.4% in 2007, 4.3% in 2010 and 6.1% in 2017), poor nutrition and lifestyles, which is likely to cause pressure on health budgets
  • Prevalence of chronic kidney disease stage 3-5 is expected to increase to 3.2m people by 2021 and 4.2m by 2036
  • There are ~40,000 premature deaths every year due to chronic kidney disease (that’s enough people to fill the Royal Albert Hall nine times over)
  • Chronic kidney disease diminished quality of life for many people and represents a significant financial burden on the NHS
  • Black, Asian and minority ethnic communities are five times more likely to develop chronic kidney disease than other groups

What are the costs of Chronic Kidney Disease in England?

  • NHS England spends £1.7bn per annum on CKD (more than the combined £1.4bn cost to treat breast, lung, colon and skin cancer)
  • Patients with CKD are likely to develop other health conditions, namely Hypertension, Stroke and/or Myocardial Infarction, resulting in adjacent costs in other non renal areas
  • Mean annual direct cost of Dialysis care per patient is estimated to be £577m/30,000 = £19,233
  • Full reimbursement by NHS and free at point of care

curzon consulting chronic kidney disease cost analysis

Source: Public Health England, CKD Prevalence Estimates published in 2014; Chronic Kidney Disease in England – The Human and Financial Cost; Curzon Consulting analysis

Annual dialysis cost by modality (hospital, satellite and home)

Home dialysis solution is not for all patients. Based on our analysis, when home dialysis is utilised, it can cost up to 40-60% lower than dialysis performed in hospitals and 30-40% lower when compared with satellite clinics

The total annual cost of delivering APD and CAPD is substantially lower than that for HD.

Studies in Belgium, Canada, France, Germany, Italy, Japan, Netherlands, Spain, Sweden, Switzerland, UK and USA also found home-based modalities to be more cost effective.

In some countries, two patients can be treated on CAPD versus HD.

Despite overwhelming clinical and commercial evidence, home-based dialysis remains a small segment.

Payment models drive perverse incentives and therefore influence modality selection.

Find out how we can help you to design and implement this solution

If you’d like to learn how to design and implement an evidence-based home dialysis proposition, which can significantly reduce cost and transform patient quality of life, please get in touch.

Contact Chetan

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