Detecting Fake Pills

It’s no exaggeration to compare illicit medicines with the nuclear and biological weapons of mass destruction we all fear. These WMDs, though, are largely aimed at people in poor countries who are already facing a multitude of social and economic ills. Sadly, these “track and trace” approaches suffer from a fundamental shortcoming: They authenticate the package, not its contents. A package of medicine is assumed to be genuine simply because it has a valid security mark. Unscrupulous manufacturers can readily circumvent such measures by putting the wrong stuff in the right package. And these approaches offer no help in detecting degradation.

I read this interesting article from my IEEE Spectrum subscription and I immediately correlated that with my recent experience of fake or substandard pills. The magnitude of the problem is humongous. Diabetic medicines that are not effective, to cancer cells that are not killed completely and eventually escape to proliferate further and become out of control to seemingly innocuous infections that are treated not with adequate dose (MIC levels). Sometimes, it scares me to think a patient dying because he had inadequate dose of chemo, and who knows, the antibiotic resistant bugs have evolved due to human greed. It is a massive industry fraud and the entire supply chain is involved.

Fake Pills

In my experience, substandard medicines are not just common in developing and underdeveloped nations. Recently, I took my pills for evaluation to Walgreen’s, a major pharmacy retailer, to inform them that the medicine I got from them was not effective, that a similar pill from another brand was effective and that, another patient, who was given a pill with same but one quarter ingredient had matching size. They evaluated and informed that the manufacturer from China was discontinued. However, their tracking was impressive, there was a alpha numeric inscribed on the tablet, which was visible only with a lens. This Alpha numeric correlated with the source and manufacturer.

It’s no exaggeration to compare illicit medicines with the nuclear and biological weapons of mass destruction we all fear. These WMDs, though, are largely aimed at people in poor countries who are already facing a multitude of social and economic ills. Sadly, these “track and trace” approaches suffer from a fundamental shortcoming: They authenticate the package, not its contents. A package of medicine is assumed to be genuine simply because it has a valid security mark. Unscrupulous manufacturers can readily circumvent such measures by putting the wrong stuff in the right package. And these approaches offer no help in detecting degradation.

When you purchase medicine at the drugstore, you assume that it’s what you think it is and that the active ingredient in the drug is present in the specified concentration. Unfortunately, your assumption might be all wrong. Counterfeit and substandard medicines have become widespread, particularly in low- and middle-income countries with weak regulatory systems. Indeed, according to the World Health Organization (WHO), one out of 10 medicines sold in developing countries should be considered “substandard.” Your drug could even be an outright fake.

Using a physical phenomenon called nuclear quadrupole resonance (NQR), you can test your pill and eat it, too. Nuclear quadrupole resonance requires an atomic nucleus with a nonspherical distribution of positive electric charge, which creates an electric quadrupole moment. The word quadrupole refers to the four electric poles that produce an equivalent nonspherical charge distribution when added to a set of spherically distributed charges. The electronic tester measures the NQR response of the sample at different frequencies. The resulting NQR spectrum is generated by energy transitions within the atomic nuclei of the chemical, providing a unique fingerprint for that compound. Nuclear quadrupole resonance is useful for testing specimens that are solids or powders, but not liquids. While that’s an obvious limitation, NQR has a lot of other things going for it. In particular, it’s insensitive to the presence of coatings or packaging materials. So it can be used to examine pills while they’re still in the bottle or blister pack. Indeed, it could be used to test an entire shipping carton of such bottles or packs, or a drum of powdered material. What’s more, the equipment could be built at low cost and would be amenable to miniaturization. And because NQR instrumentation relies on radio waves of relatively low frequency and power, it is inherently safe and could be used without special training. The prototype drug-­authentication device is portable, performs measurements automatically, and doesn’t require any special skills to operate. It could thus be used anywhere in the drug supply chain. It is estimated that such a device could be manufactured at a cost of about $100, which would, presumably, translate to a price for the end user of less than $1,000.

Credits –

The technology was invented at Nanoscape Research Laboratory Florida and Case Western University by Swarup Bhunia, a professor of electrical and computer engineering at the former, and Soumyajit Mandal, an assistant professor of electrical engineering and computer science works at the later, where he oversees the Integrated Circuits and Sensor Physics Lab. This article was published on August 21, 2019 in IEEE Spectrum and was accessed from my account. Excerpts are copied and credited.

https://spectrum.ieee.org/biomedical/devices/detecting-fake-pills-with-nuclear-quadrupole-resonance

Business Impact – Chaos From Cloud Transformation

Introduction

From my consulting and advisory discussions with the C-Suite and mid-management across customers from various verticals, certain patterns are discernible. It is increasingly evident that cloud transformation is beset with chaos – piecemeal initiatives, black holes that create a lack of enterprise wide vision, costly migrations, and a disconnect with enterprise goals and objectives.  Multi-cloud is adding to this noise and destroying enterprise value. A mechanism is missing to orchestrate and seamlessly integrate cloud transformation with visibility on risks, controls and accountability to achieve desired value.

Business Impact of Chaos From Cloud Transformation

To cite an example, a major global auto manufacturer had multiple business units (BU’s) independently embarking on cloud initiatives. Individual BU’s had their own roadmaps, pipelines, priorities, and metrics at various stages of maturity. Independently, they seemed to be on the right path. However, competing dependencies between different teams, duplication of efforts from piecemeal, siloed initiatives created a lack of integrated vision for the enterprise cloud transformation. My consulting engagement lead to an integrated enterprise wide cloud strategy that was aligned with the business goals and customer objectives resulting in US$ 2.2 million annual savings, speeding Go-To-Market strategy and providing anticipated benefits.

Collating from experiences across verticals such as home goods, toys, oil and gas, and banking revealed a spectrum of symptoms impeding migration. Most prominent amongst these were – lack of shared visibility on enterprise cloud transformation, disparate maturity of different BU’s, under or over provisioning of resources, double bubble from out of control spinning of instances, cultural and organizational inertia, improper adoption of agile structure, vendor risk and resource optimization, issues from data, security and inadequate standardization of compliance framework and challenges with technical debt.

What Lands A Cloud Transformation Into Chaos?

A cause analysis revealed that the above symptoms are associated with several underlying factors. Foremost amongst them is the lack of cloud strategy that aligns with unified vision and business objectives, lack of systemic approach and methodology towards enterprise cloud operating state, apprehension on autonomy within a federated centralized structure, inadequate ownership and accountability, inadequate threshold for risk management, operational governance constrained to automation and visualization of logs, monitoring and dashboards, etc.

Current Solutions to Control Chaos with Cloud

To deal with these challenges, a supporting ecosystem sprung up with services and offering such as function specific vendor products or services (Apptio’s Cost TBM Management), Agile (mindset) development, operational governance tools, Enterprise GRC, IT and Security Governance, etc.

Proposed Approach

A holistic, integrated, life cycle view was lacking. Also, sustaining migration requires creating robust processes and enabling a mechanism for visibility, accountability, and establishing controls. Realizing this, I conceptualized and envisioned the idea of integrated cloud governance that leveraged existing enterprise capital, its current state and objectives, and its future operating state and risks. Integrated cloud governance with a holistic lifecycle approach was a new idea in 2018, with my employer and within the industry. I evangelized it internally to get the buy-in to build the competencies and cross-pollinated the idea within the industry to have a common vocabulary and framework. Industry collaboration with peers and end users was important to mature and make it robust.

Building Internal and Industry Collaborations

I collaborated internally and externally to expound this offering. I cited two prominent advantages to my executive leadership – an enhanced potential for value realization for the customer and an opportunity to better understand the customer footprint. I proposed this idea at the Object Management Group (OMG), an industry consortium focused on developing vendor agnostic standards, with whom I had previously worked in updating the cloud migration standards. Our proposal won overwhelming support at the OMG’s plenary session. In June 2019, a ‘Practice Guide to Cloud Governance’ was published.

Solution Details and Benefits

I developed a comprehensive framework that identifies the risks associated with the different facets of an enterprise cloud journey. I proposed an end to end (E2E) enterprise wide approach, framework, and methodology that would integrate the existing tools to offer a visualization of the E2E metrics and KPIs. It also provides accountability and controls as well as offer a federated policy engine and offer enough autonomy to BU’s without stunting their individual goals and objectives. The benefits are both tangible (cost saving, faster GTM, greater realization of benefits from cloud) and intangible (customer satisfaction, faster ability to align with business, etc.).

Systems Integrators (such as Wipro, IBM) and end customers such as T-Mobile, Thomson Reuters, and several others adopted the guidelines and methodology as a best practice. This guideline turned out to be a high impact publication with over 200 downloads per week across the globe. This innovation provides a framework for the industry to evolve cloud transformation.

Conclusion:

Integrated Cloud Governance offers significant tangible and intangible value for the customer, the industry, and the shareholders.My objective was to provide the highest quality of service to our customers. This is an example of how I identified a gap, built an innovative solution, and collaborated across the industry to advocate the customer interests. 

References: A new Practical Guide to Cloud Governance

https://www.omg.org/cloud/deliverables/practical-guide-to-cloud-governance.pdf (June 2019)

https://www.omg.org/cloud/deliverables/CSCC-Migrating-Applications-to-Public-Cloud-Services-Roadmap-for-Success.pdf (Feb 2018)