Entity

Time filter

Source Type

Stamford, CT, United States

Fukuda H.,Information Services Group
Japanese Journal of Clinical Oncology | Year: 2010

Investigator-initiated clinical trials are essential for improving the standard of care for cancer patients, because pharmaceutical companies do not conduct trials that evaluate combination chemotherapy using drugs from different companies, surgery, radiotherapy or multimodal treatments. Government-sponsored cooperative groups have played a vital role in developing cancer therapeutics since the 1950s in the USA; however, the establishment of these groups in Japan did not take place until 30 years later. Methodological standards for multicenter cancer clinical trials were established in the 1980s by the National Cancer Institute and cooperative groups. The Japan Clinical Oncology Group, one of the largest cooperative groups in the country, was instituted in 1990. Its data center and operations office, formed during the 1990s, applied the standard methods of US cooperative groups. At present, the Japan Clinical Oncology Group consists of 14 subgroups, a Data Center, an Operations Office, nine standing committees and an Executive Committee represented by the Japan Clinical Oncology Group Chair. Quality control and quality assurance at the Japan Clinical Oncology Group, including regular central monitoring, statistical methods, interim analyses, adverse event reporting and site visit audit, have complied with international standards. Other cooperative groups have also been established in Japan since the 1980s; however, nobody figures out all of them. A project involving the restructuring of US cooperative groups has been ongoing since 2005. Learning from the success of this project will permit further progress of the cancer clinical trials enterprise in Japan. © The Author (2010). Published by Oxford University Press. All rights reserved. Source


Clark D.,University of Glasgow | Armstrong M.,Information Services Group | Allan A.,NHS Dumfries and Galloway | Carnon A.,NHS Dumfries and Galloway | Isles C.,Royal Infirmary
Palliative Medicine | Year: 2014

Background: There is a dearth of evidence on the proportion of the hospital population at any one time, that is in the last year of life, and therefore on how hospital policies and services can be oriented to their needs. Aim: To establish the likelihood of death within 12 months of a cohort of hospital inpatients on a given census date. Design: Prevalent cohort study. Participants: In total, 10,743 inpatients in 25 Scottish teaching and general hospitals on 31 March 2010. Results: In all, 3098 (28.8%) patients died during follow-up: 2.9% by 7 days, 8.9% by 30 days, 16.0% by 3 months, 21.2% by 6 months, 25.5% by 9 months and 28.8% by 12 months. Deaths during the index admission accounted for 32.3% of all deaths during the followup year. Mortality rose steeply with age and was three times higher at 1 year for patients aged 85 years and over compared to those who were under 60 years (45.6% vs 13.1%; p < 0.001). In multivariate analyses, men were more likely to die than women (odds ratio: 1.18, 95% confidence interval: 0.95-1.47) as were older patients (odds ratio: 4.99, 95% confidence interval: 3.94-6.33 for those who were 85 years and over compared to those who were under 60 years), deprived patients (odds ratio: 1.17, 95% confidence interval: 1.01-1.35 for most deprived compared to least deprived quintile) and those admitted to a medical specialty (odds ratio: 3.13, 95% confidence interval: 2.48-4.00 compared to surgical patients). Conclusion: Large numbers of hospital inpatients have entered the last year of their lives. Such data could assist in advocacy for these patients and should influence end-of-life care strategies in hospital. © 2013 The Author(s). Source


News Article | October 26, 2015
Site: www.itworld.com

Enterprise outsourcing buyers in the world’s major markets continue to push for shorter, cheaper contracts from their providers. And they’re getting them. So what are they giving up in the bargain? [ Related: The IT outsourcing price wars are on ] “In short, nothing,” says John Keppel, president with outsourcing consultancy Information Services Group (ISG). “Contracts are now more flexible than ever before in their commercial and legal design, with lower restructuring, exit, and change barriers. This gives the buyer tremendous leverage, and forces service providers to be more innovative, efficient and accommodating to win or retain the buyer’s business.” The number of outsourcing contracts signed in the third quarter of 2015 was up nearly 20 percent from the prior year while annual contract vales remained level at $5.6 billion, according to the quarterly ISG Outsourcing Index. The number of awards so far this year is at an all-time high of 1,094, even though annual contract values are down 11 percent over this period last year, says ISG. Enterprises are shopping for specialized services from niche providers and rejecting long-term contracts in order to take advantage of changing technology, pricing pressure and evolving outsourcing models. Just five mega-relationships (contracts valued at more than $100 million annually) were signed during the third quarter. That brings the year-to-date total to 14, the lowest such figure through three quarters in the last decade, according to ISG. These larger deals will not disappear altogether, Keppel insists, but will be signed at a slower rate and in less mature markets outside the U.S. “They are still the domain of the large firms with the scale to deliver that scope of work,” he says. “It will be sometime, if ever, before they go away completely.” In the Americas, specifically, the annual contract value of restructured deals hit its second-higher level in the last decade. The maturity of this market—particularly the U.S.—is driving the renegotiation, says Keppel. “Clearly, companies are looking to leverage their buying power and restructure their contracts to take advantage of lower prices.” IT outsourcing contracts dropped 15 percent for the quarter, as large infrastructure deals gave way to smaller cloud contracts, according to ISG. “Infrastructure is the area most under attack in the As-a-Service economy,” Keppel explains. “It is here we have seen the big new market entrants, the rapid commoditization of offerings, and the real price wars.” This era of full-fledged multisourcing, however, creates complications for IT organizations. “Buyers must take on the complicated task of integrating and managing the services of multiple providers,” Keppel says, “a challenge that requires increasingly more sophisticated internal demand-management capabilities.” [ Related: 9 Tips for How to Use Operating Level Agreements in Multisourcing ] This competitive market is creating revenue risk for traditional outsourcing vendors as well. “However with deals more frequently in play, it also offers opportunities to gain scope from other providers,” Keppel says. “Smaller deals also offer opportunities for smaller niche providers to gain a foothold at larger clients, with their entry point being the ability to offer newer technology or more specialized or innovative solutions.” [ Related: How to Tame Social, Mobile, Analytics and Cloud Multisourcing ] The number of deals valued at less than $40 million reach a record high for the first nine months of 2015. However, deals will not get infinitely shorter and smaller as time goes on. “Companies seem to have found the right balance between flexibility and commitment in the current market,” Keppel says. Most importantly, enterprises are examining — and, in some cases, exercising — the capability to design, source, aggregate and manage services in a multicloud environment, a model ISG dubs “IT-as-a-Service.” Providers that can market their value added services via brokerage platforms and buyers that embrace the role of service integrator will come out on top in this environment, says Keppel. This story, "IT outsourcing buyer’s market creates promise and challenge" was originally published by CIO.


News Article | October 16, 2015
Site: cio.com

That automation will take jobs is a workforce constant. For instance, in 1949 there were 182,500 people employed as telephone operators. It was the peak year. But by last year the number of operators employed by wired carriers had declined to 2,170, according to federal labor data. Something similar is on the verge of taking place in back-office IT services jobs, due to automation improvements, with dramatic job cutbacks being forecast, according to a survey done of representatives from about 170 global sourcing firms. This includes the IT services industry. Nearly a third of those surveyed said they expect job cuts of 25% or higher of their current workforces by 2020, according to a conference poll by the Information Services Group (ISG), a research and advisory services firm. In this survey, 23% predicted workforce cuts of 15% to 25%, and some 28% said the cuts would range from 5% to 15%. Only 5% of respondents said current employment levels will grow. Rob Brindley, a director at ISG, said improvements in automation, as well as continuing improvements in the capabilities of people, are bringing higher reliability and stability to IT systems, reducing calls for support. "Automation is going to be working be working in the background, evaluating events and incidents and resolving them before there is a customer impact," said Brindley. There also tools being developed, such as IPsoft's Amelia cognitive engine, that an also be used to either augment or replace workers as time goes on. The decline in telephone operator jobs has been offset by employment growth in new industries. It's not clear whether the jobs replaced by automation in the years ahead will be offset by growth in new technology areas. While demand is expected to increase for higher-skill jobs, there could be fewer overall jobs. In a 1955 Congressional hearing on "Automation and Technological Change" (PDF) lawmakers and experts discussed the impact of automation on the workforce, and the decline of some types of jobs. "I see only benefits in the long run," said Dr. Vannevar Bush, president of the Carnegie Institution, regarding automation. "It is a different story when it comes to the individual. There may be an overall public benefit in a particular move, and at the same time distress and hardship for individuals," said Bush. This story, "Automation expected to cut workforce needs by 25% at IT services firms" was originally published by Computerworld.


News Article | October 5, 2015
Site: businesswireindia.com

WNS (Holdings) Limited (WNS) (NYSE:WNS), a leading provider of global Business Process Management (BPM) services, today announced it has been named a Top 10 Outsourcing Service Provider by Information Services Group (ISG), a leading technology insights, market intelligence and advisory services company. WNS was among the leading providers in “The Breakthrough 10 Sourcing Standouts” category for the Asia Pacific and EMEA regions based on annual contract value (ACV) won over the last 12 months, according to the Global ISG Outsourcing Index™. The ISG Outsourcing Index™ provides an independent quarterly review of the latest sourcing industry data and trends for enterprises, service providers, analysts and the media. “We are delighted to be recognized as one of the top 10 service providers by ISG. The power to enable our clients to outperform stems from our key differentiators in domain expertise, cutting-edge technology and analytics, global footprint and a client-centric partnership approach that allows us to understand their business inside-out,” said Keshav R. Murugesh, Group CEO, WNS. BPM services improve business performance only when they are combined with industry intimacy. WNS’ pioneering industry approach understands clients’ businesses in-depth. Its deep domain expertise in each industry helps develop keen insights and transform them into leading–edge, impactful business solutions fueled by technology, analytics and process rigor. With a unique client-centric, client-partner approach, WNS creates a well-defined ecosystem that drives internal business strategies of clients by managing end-to-end process cycles, ensuring a significant impact to the top- and bottom-lines for the clients.  Information Services Group (ISG) (NASDAQ: III) is a leading technology insights, market intelligence and advisory services company, serving more than 500 clients around the world to help them achieve operational excellence. ISG supports private and public sector organizations to transform and optimize their operational environments through research, benchmarking, consulting and managed services, with a focus on information technology, business process transformation, program management services and enterprise resource planning. Clients look to ISG for unique insights and innovative solutions for leveraging technology, the deepest data source in the industry, and more than five decades of experience and global leadership in information and advisory services. Based in Stamford, Conn., the company has more than 900 employees and operates in 21 countries.  For additional information, visit www.isg-one.com.     WNS (Holdings) Limited (NYSE: WNS), is a leading global business process management company. WNS offers business value to 200+ global clients by combining operational excellence with deep domain expertise in key industry verticals including Travel, Insurance, Banking and Financial Services, Manufacturing, Retail and Consumer Packaged Goods, Shipping and Logistics, Healthcare and Utilities. WNS delivers an entire spectrum of business process management services such as finance and accounting, customer care, technology solutions, research and analytics and industry specific back office and front office processes. As of June 30, 2015, WNS had 29,672 professionals across 37 delivery centers worldwide including China, Costa Rica, India, Philippines, Poland, Romania, South Africa, Sri Lanka, United Kingdom and the United States. For more information, visit www.wns.com.     This document includes information which may constitute forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, the accuracy of which are necessarily subject to risks, uncertainties, and assumptions as to future events. Factors that could cause actual results to differ materially from those expressed or implied are discussed in our most recent Form 20-F and other filings with the Securities and Exchange Commission. WNS undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise.

Discover hidden collaborations