Teaching an Old Dog New Tricks: Pet Claims Automation at RSA Group

There are several factors simultaneously driving integration of AI in radiology. Firstly, in many countries around the world there is a discrepancy between the number of doctors trained in radiology and the rising demand for diagnostic imaging. This leads to greater demands for work efficiency and productivity. For example, the number of radiology specialists (consultant work- force) in England went up 5% between 2012 and 2015, while in the same period the number of CT and MR scans increased by 29 and 26 percentage points respectively. In Scotland, the gap widened even further (The Royal College of Radiologists 2016). Today, the average radiologist is interpreting an image every three to four seconds, eight hours a day (Choi et al. 2016).Secondly, the image resolution of today’s scanners is continuously improving – resulting in an ever greater volume of data. Indeed, the estimated overall medical data volume doubles every three years, making it harder and harder for radiologists to make good use of the available information without extra help from computerized digital processing. It is desirable, both in radiological research and in clinical diagnostics, to be able to quantitatively analyze this largely unexploited wealth of data and, for example, utilize new measurable imaging biomarkers to assess disease progression and prognosis (O’Connor et al. 2017). Experts see considerable future potential in the transformation of radiology from a discipline of qualitative interpretation to one of quantita- tive analysis, which derives clinically relevant information from extensive data sets (“radiomics”). “Images are more than pictures, they are data,” American radiologist Robert Gillies and his colleagues write (Gillies et al. 2016). Of course, this direction for radiology will require powerful, automated procedures, some of which at least will come under the field of artificial intelligence.

Dr. Partho Sengupta needed a way to accurately identify disease patterns resulting from echocardiograms in order to improve diagnostics and save more lives. Specifically, he wanted to distinguish between two disparate diseases: cardiomyopathy, which directly impacts the heart muscle and often leads to heart failure, and pericarditis, which acts as if the heart is involved but doesn’t actually affect the heart. While both diseases present with similar heart conditions, the treatments are vastly different. For pericarditis, the treatment may include medication and, rarely, surgery. However, if the diagnosis is cardiomyopathy the patient undergoes medical management (i.e. a pacemaker) or in extreme cases, a heart transplant. Misdiagnosis of these disease conditions can put the patient’s life at risk and be very expensive for the hospital. Dr. Sengupta, therefore, looked to Saffron’s Natural Intelligence Platform to help his team increase the diagnosis accuracy of these medical conditions.

To increase efficiency, develop new services, and spread a digital culture across the organization, Enel is executing an enterprise-wide digitalization strategy. Central to achieving the Fortune 100 company’s goals is the large-scale deployment of the C3 AI Suite and applications. Enel operates the world’s largest enterprise IoT system with 20 million smart meters across Italy and Spain.

KeyBank, one of the nation's largest bank-based financial services companies, embarked on a national digital bank initiative following the acquisition of Laurel Road, a digital consumer lending business. The initiative aimed to build a digital bank focused on healthcare professionals looking to refinance student loans and buy homes. A significant challenge was reducing the time to market for new products by democratizing data and decoupling systems across the IT landscape. Like many large enterprises, KeyBank had a variety of vendor applications, custom applications, and other systems that were tightly coupled to one another. New projects often required developing specific point-to-point integrations for exchanging data, which did not address the needs of other downstream systems that could benefit from the same data.

Bank Rakyat Indonesia (Bank BRI), one of the largest banks in Indonesia, was faced with the challenge of increasing financial inclusion among unbanked Indonesians. The bank had an ambitious target of having 84 percent of Indonesians participating in the banking system by 2022. However, the bank's legacy technologies were proving to be a hindrance in achieving this goal. Each of the bank's products had their own public APIs, which were difficult to manage, secure, and monetize. Additionally, the process of onboarding new partners using host-to-host and VPN technology was time-consuming, taking up to six months. The bank also faced the challenge of reaching a largely rural population, with an estimated $8.3 billion in currency being held outside the banking system.

The client, a leading specialist digital challenger bank based in the UK, was faced with the challenge of redesigning and rebuilding their mobile banking application. The goal was to provide a more convenient way for their customers, primarily small businesses, entrepreneurs, and consumers, to interact with their platform. Additionally, they needed to implement Open Banking, a mandatory requirement from the UK financial institution. Prior to this, the client had outsourced the development of its mobile app to other vendors. However, they needed a strong team that would take over the development completely and implement new features to improve the functionality for both the client and its customers.