I have been implementing Agile, specifically Scrum, for over 12 years. From relativity small four-person shops to very large organizations where they insisted in assigning 74 people on a team so that everybody was included. I have found that one of the key pillars of success to getting to a<span. . .
Our Client, one of the oldest, self-sustaining Health Information Exchanges (HIE) in the country, was facing significant disruption in their industry. With the passage of the Affordable Care Act (ACA), the healthcare providers and accountable care organizations (ACO) that made up our Client’s customer base suddenly demanded more robust patient<span. . .
Our Client, one of the largest customer-owned health insurance companies in the country, needed to improve the efficiency and the quality of output generated by their IT organization. Their lines of business (LOB) are incredibly diverse, including government, group, and retail consumer healthcare plans. These LOBs exist at different<span. . .
Our Client had identified revenue opportunities within its PBM business that could dramatically increase share growth. Many customers of its PBM business weren’t using our Client’s Specialty Pharmacy (SpRx) offerings, resulting in business lost to competitors. Their goal was to accelerate the growth of its SpRx business and increase its<span. . .
In today's changing world every executive in an organization acknowledges that one of the key challenges facing the businesses today is the inability of their organization to transform faster than the innovations and disruptions in the marketplace. Thought leaders have always debated that organizations need to innovate to stay competitive.<span. . .
Trexin hosted its sixth Thriving Through Disruption event on January 29th in Chicago, at Sepia in the West Loop. A dynamic group of 12 senior executives in healthcare, financial services, manufacturing, and high tech attended the event. Marvin Richardson, Managing Director and co-Founder of Trexin, provided an overview of the<span. . .
Enterprises both large and small often depend on vendors to support their core businesses even though the vendor selection processes are consistently tortuous and disjointed. Initiatives involving vendor selection will kick off and almost immediately struggle to maintain structure and focus, resulting in more confusion leading to poor staff utilization,<span. . .
This is a composite of several experiences from Trexin client interactions we have encountered where companies have engaged in application consolidation into a Cloud/Hybrid model. Typically we encounter a global company with disparate systems and multiple versions distributed in various geographic locations with different teams and governance models. This should<span. . .
The operator of one of the largest airport systems in the nation was undergoing leadership change, and key business stakeholders wanted to consider if the organization was realizing the full possible value from technology that would be required to meet its strategic objectives. The airport organization asked Trexin to conduct<span. . .
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