Characterization of Source Business Ecosystems

The task of characterizing source business ecosystems consists of two steps, as presented below. The first step develops an understanding of a set of source business ecosystems, and the second step synthesizes a comprehensive view of those source business ecosystems. The initial set of source business ecosystems chosen will depend on the most critical needs; for example, good candidates might be those that are either “in trouble” (burning platforms) today or those for which the requirements are changing dramatically.

Step 1: Develop an inventory of source business ecosystems. The set of internal CMS business ecosystems chosen must be analyzed so that they can be included in the modernization and transformation plan. A proper inventory not only will list the systems but also will document them— including their characteristics and the way in which they interact with other systems. External business ecosystems that interact with internal CMS business ecosystems must also be inventoried and analyzed, at least to an extent, so that the interaction requirements will be understood for modernization and transformation planning.

Step 2: Characterize the source global business ecosystem for the set of business ecosystems chosen. The deep understanding of the existing source business ecosystems developed in Step 1 makes it possible to analyze these ecosystems together for potential shared business services and to determine requirements for the target ecosystem. This approach to comprehensive modeling at the business layer is one of the leading trends for achieving a shared-services organization. From what the committee understands, CMS has developed an analysis along these lines, but only for information ecosystems, not for business ecosystems. The committee argues that a similar analysis of the interactions of the parts of the global business ecosystem is also needed.

CMS requires a comprehensive view of CMS business roles. Decades ago, independent CMS business organizations, each with responsibility for a specific CMS role, developed the business and operational models required for that role. With limited requirements for the roles to interact, each role was developed and operated independently by independent CMS organizations. Over time there were increased requirements for the roles to interact more closely. In 2011, there are significant requirements for a comprehensive view of CMS business roles from both a health care perspective and an operational perspective.



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