A few weeks ago, Tasman traveled to Helsinki for HIMSS Europe 2019. We spent our days connecting with healthcare organizations and learning about European health trends, and were even able to spend our evenings exploring the happiest country in the world. There were several presentations that highlighted the way healthcare digitization could improve patient/provider involvement, research, and the paradigm of healthcare. The technology exists, patients and politicians want change, and the industry is creating the IT systems needed to push forward this ambitious vision. We are proud to partner with many organizations around Europe to provide experienced consultants to help with reporting, IT structure, and implementation.
To keep pace with the rapid change of technology, particularly the threats that face us, we must become learning organizations. Staying ahead of the curve involves a culture shift toward focusing efforts on adapting for the future. This is a lot easier said than done, especially for larger organizations.
Designing and driving an implementation towards success is always a challenge. International implementations are no exception. However, we often see that methodologies and what constitutes success can differ dramatically between countries. This makes defining the requirements, the expectations of the system, and the goals of the implementation much more critical. Handling this process well can make your implementation straight-forward and a success.
Let us look at a few things you can do during the scope definition phase that will set you up for success.
The world is a complex thing. When you break it down, it’s a seemingly infinite and complex system of systems. There are personal relationships, business environments, traffic laws, advancements in communications platforms, weather patterns, social structures, and on and on. We, as individuals existing in these systems, must figure out how to navigate them each and every day.
Last week, a few of us at Tasman were able to attend the European UGM at UMCG in Groningen. It was a fantastic opportunity to see the Epic transformation happening across Europe. Being able to connect with such a diverse group of healthcare organizations was a great experience. Everyone was united in their goal to create safer, healthier, and happier patients with Epic. So much experience exists across these organizations. Forums like this exist as a valuable tool to share stories and lessons learned – to the benefit of all.
It’s critical to your business to think critically. You must especially think critically about risk and what it means to your mission.
Cybersecurity risk is no different. Yet most vendors would have you think otherwise. The business of cybersecurity, like every other business, is driven by profit, and few things result in bigger profits than fear. Nearly every vendor today uses fearmongering tactics to increase the chances that gullible customers will fork over loads of money toward their “state-of-the-art” solution. They use spooky language like ransomware, advanced persistent threats, privilege escalation, lateral movement, data exfiltration, and cybergeddon.
The European Union General Data Protection Regulation (GDPR) took effect last Friday, and it has been a long time coming. Many organizations in Europe (and beyond) feel ill-prepared to meet the requirements which, 2 years after approval1, is now officially enforced.
We’ve prepared a quick snapshot of the basic facts you need to know to be “smart” on GDPR.
“Time flies like an arrow; fruit flies like a banana.” This stunning example of both antanaclasis1 and double entendre2 is a good scene setter. The first part will be obvious in the next sentence; the second is just a testament to how my own brain works: bananas are delicious, and they’re also good for health, and, naturally, “health” reminds me of healthcare. Thus, we arrive at the point of this post: it has been a year since the large-scale, multinational ransomware attack that crippled the UK’s National Health System (NHS); what have we learned?
European UGM is coming up this Friday and we at Tasman are getting excited. Conferences like this are the best way to spread knowledge across the broader Epic community. So many conversations start here and they can have a huge impact on you and your organization’s Epic journey. In celebration of that learning, we have put together some ways to make this a great event
In early March, we attended HIMSS ’18 in Las Vegas. It was my first time at a HIMSS conference and I was amazed—and even quite overwhelmed—at the breadth, size, and sheer amount of technology solutions marketed at the event. It was too much for me, and having been in the fields of Information Technology and Cybersecurity for nearly 20 years—I can’t imagine what impact the same spectacle had on those who are new to the field!
But more than the gigantic banners filled with tech buzzwords, interactive displays, and free vendor swag, I was most surprised by the content of most of the cybersecurity presentations. Unfortunately, it was not a pleasant surprise.
A multitude of news stories within the last several months have revealed numerous businesses and products that are not as trustworthy as we, collectively, had previously thought. The first is CCleaner, a computer utility used to clean malicious and potentially unwanted files, such as temporary Internet files, which is, according to developer Piriform, “trusted by millions” for its “award-winning PC optimization.”
So what’s the problem? It was compromised by hackers in August who redirected users to malicious servers hosting their own code rather than Piriform’s servers.
Being connected to the Internet is a tremendous thing: it provides global communication opportunities, access to seemingly endless resources, and allows companies and individuals to extend their influence and impact in ways humanity couldn’t have dreamed of even 30 years ago. But being connected to the Internet also comes with a lot of risk, especially for business owners.
In June 2017, Alex Blau of ideas42, a behavioral science research firm, wrote a compelling piece for Harvard Business Review on the behavioral economics behind the continued underinvestment into cybersecurity by business executives1. His article sums up four principle findings of a year-long research project conducted by his team, and recommends the following strategies for Information Security Officers and teams to overcome these findings: appeal to the emotions of financial decision makers; replace your CEO’s mental model with new success metrics; survey your peers to curb overconfidence; and focus on breaking into your own system.
We believe in a wholistic approach to cybersecurity that accounts for the misconceptions of executives and the many others who have an impact on the plethora of factors impacting a good cybersecurity strategy. Our solutions are tailored to each organization, based on a business risk analysis, unique budget constraints, pre-existing information and security technology and processes, personnel, and organizational priorities. Cybersecurity is not a technology problem; it’s a multi-disciplinary one.
Happy New Year, everyone! Welcome to the first installment of the Tasman blog. This year we are launching new services for our healthcare partners and we want a forum where we can share some of our expertise on different healthcare IT topics; this is that place. It is always our intention to share knowledge and spur discussion, so please feel free to jump right in with us.