March 14 2018 | 0 Comments | 653 reads Average Rating: 5

Dynamic vs. Static Business Processes: 4 Differences

by Arun Rangamani and Subha Vaidyanathan in Health Analytics

Healthcare business process outsourcing (BPO) organizations typically stay inside well-defined boxes when trying to get work done. So, if there is an established 18-step work process, the goal is to have staff members follow these steps to the letter. With this “static” approach in place, BPO organizations will typically achieve a positive outcome of about 70%. So, a “C” grade – which is typically good enough to pass but nothing to brag about.

What can organizations do if they want to move to the head of the class? Instead of sticking with the written-in-stone standard operating procedures, organizations could adopt “dynamic” processes – which are the opposite of the standard processes currently used. Here are 4 ways that dynamic processes differ from static ones:

1. When operating under a static model, staff members repeat the same actions robotically regardless of outcome. Under a dynamic model, staff members continually modify their actions in an effort to improve outcomes.

2. With static processes in place, successes and failures exist in a vacuum whereas with a dynamic approach, staff members learn from their past and adjust their actions accordingly.

3. When working under a static model, the goal is to follow each step of an established process to the letter, ensuring that no variation enters into the equation. With a dynamic model, processes are continually adjusted based on an analysis of context-specific failures and successes to ensure that each and every step contributes to positive results with the situation at hand.

4. Under a static model, outcomes data is given about as much attention as the oft-forgotten middle child. With dynamic processes, however, organizations typically leverage an analytics system to zero in on outcomes data and provide feedback every step of the way, making it possible to support real-time process improvements that positively change outcomes. As such, when a staff member comes to “step 6” of a standardized 18-step process, he might decide to modify this step based on the knowledge from detailed analysis that indicates that this step will result in failure in the situation at hand.

Indeed, these are just a few of the ways that healthcare BPO organizations can learn from their past successes and failures and subsequently move from C-student to the head of the class. Can you think of other ways that analytics can help BPOs support dynamic models?

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Arun Rangamani
VP, Payment Services Delivery Leader

Arun Rangamani heads the Global Analytics & Technology Centers of Excellence which are based out of SCIO's Chennai office in India. Arun was previously responsible for setting up the SCIO’s global Analytics and Technology portfolios in India prior to moving on to developing the analytics practice from India.

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Subha Vaidyanathan
VP, Technology and Data Management

Subha Vaidyanathan leads the Technology and Data management divisions from Chennai. She has over 15 years of expertise in global delivery.

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