Digitizing the doctor’s office: 7 ways technology will shape healthcare in 2013 | gigaom.com


doctor digital

SUMMARY:

What does the boom in digital health mean for the health care industry overall? As a new PricewaterhouseCoopers report lists the top issues in health care, we take a look the ways in which technology could shape the industry…” At the Consumer Electronics Show this week, all kinds of health devices and apps are taking center stage. But beyond potentially improving the health of individuals, what does the boom in digital health mean for the health care industry over all?

by  | gigaom.com

This week, PricewaterhouseCoopers (PwC) released its annual report on the top health industry issues. The document touches on everything from state debates over establishing Affordable Care Act-mandated health insurance exchanges to employers’ new role in providing health care to the growing influence of the consumer. Chris Wasden, PwC’s Global Healthcare Innovation Leader, chatted with me about how technology specifically fits into the bigger picture and the ways in which it will impact the industry in the next few months and years. Leer más “Digitizing the doctor’s office: 7 ways technology will shape healthcare in 2013 | gigaom.com”

Are QR codes in your hospital’s clinical future?


By Sara Jackson | fiercemobilehealthcare.com

QR codes have a solid place in hospital marketing and public relations–helping patients to learn about the hospital’s services, get reminders about important appointments, and more.

But now ubiquitous little barcode squares are moving into the clinical side of healthcare. A year-long pilot project in Marin County, Calif., turned the codes into on-the-spot patient information resources for EMTs.

Two emergency response agencies in the county partnered up with Lifesquare, a QR code developer, and distributed QR stickers at local CVS pharmacies. Patients loaded up the codes with their medication lists, which then were embedded on the stickers. Afterward, patients were asked to place the stickers somewhere easily accessible for emergency workers in a crisis–like on a cell phone, for example.

Now EMTs can read the codes in people’s homes on their iPhones, and have an instant list of the patient’s medical conditions, medications and other information, according to a story at ITworld.

“It could benefit so many folks,” Mike Giannini, Marin County Fire Department EMS Battalion Chief, tells ITworld. “The consumer for the piece of mind, us for information at the scene, it’s just a time-saving piece and beyond that it could do so much for health care at a much larger, grander scale if physicians embrace it.” Leer más “Are QR codes in your hospital’s clinical future?”

Reviving Entrepreneurship

America’s economic culture has traditionally been distinguished by a willingness to pursue opportunities; a parallel willingness to adopt new products and services; social, legal, and economic tolerance for failure; and the ability to efficiently redeploy people and money. All this has led to a highly evolved system for allocating human and financial capital to entrepreneurial ventures, which has brought the U.S. enormous advantage.

But this entrepreneurial engine is showing serious signs of weakness. Considerably fewer new businesses are formed in the United States today than in the past, creating fewer new jobs. Venture capital funding has contracted in both amount and breadth, and initial public offerings of small-cap companies have sharply declined. In other markets, including China and Brazil, those indicators are moving in the opposite direction.

As U.S. policy makers wake up to the need to reinvigorate entrepreneurial ventures, they must recognize entrepreneurship as a process, not an act. Their decisions change the climate for new enterprises at each stage of that process, sometimes dramatically—whether or not those decisions are made with entrepreneurship in mind.

Spot an Opportunity

Basic and Translational Science
U.S. government funding of basic research has paid off handsomely in the past. Private capital has been able to leverage federally supported discoveries, allowing them to be translated into valuable commercial applications. But the level and nature of government research funding are problematic today. As resources tighten up, decisions about what to fund grow ever more conservative. Labs have difficulty obtaining capital for the projects with the greatest potential societal payback, because those projects tend to be highly speculative and to challenge conventional wisdom. The U.S. needs to find a way to facilitate the right kinds of “risky” research.


by Josh Lerner and William Sahlman http://hbr.org/2012/03/reviving-entrepreneurship/ar/
Photograph: Topical Press
Agency/Stringer/Getty Images: Orville Wright lands a glider, 1911
America’s economic culture has traditionally been distinguished by a willingness to pursue opportunities; a parallel willingness to adopt new products and services; social, legal, and economic tolerance for failure; and the ability to efficiently redeploy people and money. All this has led to a highly evolved system for allocating human and financial capital to entrepreneurial ventures, which has brought the U.S. enormous advantage.

But this entrepreneurial engine is showing serious signs of weakness. Considerably fewer new businesses are formed in the United States today than in the past, creating fewer new jobs. Venture capital funding has contracted in both amount and breadth, and initial public offerings of small-cap companies have sharply declined. In other markets, including China and Brazil, those indicators are moving in the opposite direction.

As U.S. policy makers wake up to the need to reinvigorate entrepreneurial ventures, they must recognize entrepreneurship as a process, not an act. Their decisions change the climate for new enterprises at each stage of that process, sometimes dramatically—whether or not those decisions are made with entrepreneurship in mind.

Spot an Opportunity

Basic and Translational Science
U.S. government funding of basic research has paid off handsomely in the past. Private capital has been able to leverage federally supported discoveries, allowing them to be translated into valuable commercial applications. But the level and nature of government research funding are problematic today. As resources tighten up, decisions about what to fund grow ever more conservative. Labs have difficulty obtaining capital for the projects with the greatest potential societal payback, because those projects tend to be highly speculative and to challenge conventional wisdom. The U.S. needs to find a way to facilitate the right kinds of “risky” research. Leer más “Reviving Entrepreneurship”

Digital Health

The digital revolution continues. Music, television, books, shopping, politics, and now… health care.

The health industry is poised to be next in the ever-growing list of industrial sectors to be transformed by digital technology.

Already there are electronic medical records, EKGs for smartphones, personal trainer apps, and calorie counters galore! But innovation in health care is booming as innovators launch applications and technologies that make health care more convenient, efficient, and affordable. Here are some of the key trends we see shaping up in the space.
1. Weight loss plans go digital.

Many of us are already familiar with the plethora of apps that promise to give us a healthier lifestyle. Motivational weight loss apps and calorie counters are in no short supply. Take, for example, Skimble’s Workout Trainer app that allows the user to follow along to professional workout routines using their mobile, iPad, or Apple TV.


by Audrey | http://anidea.com/news/digital-health/ The digital revolution 
continues.  Music, television, books, shopping, politics, 
and now… health care

The health industry is poised to be next in the ever-growing list of industrial sectors to be transformed by digital technology.

Already there are electronic medical records, EKGs for smartphones, personal trainer apps, and calorie counters galore! But innovation in health care is booming as innovators launch applications and technologies that make health care more convenient, efficient, and affordable. Here are some of the key trends we see shaping up in the space.

1. Weight loss plans go digital.

Many of us are already familiar with the plethora of apps that promise to give us a healthier lifestyle. Motivational weight loss apps and calorie counters are in no short supply. Take, for example, Skimble’s Workout Trainer app that allows the user to follow along to professional workout routines using their mobile, iPad, or Apple TV.

ski

Workout Trainer App

Fitbit, the new Nike+ Fuel Band, and Up by Jawbone are also capitalizing on this movement. All three devices monitor consumers’ energy and activity levels and upload the findings to their mobile device. The mobile apps help users keep track of the findings over time, inspiring people to live healthier lifestyles.

nike

15 Insights from 15 Years – Notes from a PR and Ad Agency Survivor

This year marks Bailey Gardiner’s 15th year. Recently, I’ve been spending some time reflecting on what I have learned about agency life during that time. Yes folks, it’s time to tear back the onion peel and look a bit more deeply into this world of “integrated communications” and agency life. For some of you, this will be an affirmation of what you live. For others it will be a glimpse into a business that is quite unlike what many of you call “work” each day. It isn’t a whole lot like Mad Men portrays it to be (except for the drinking), but it’s sure been a great ride for us.


This year marks Bailey Gardiner’s 15th year. Recently, I’ve been spending some time reflecting on what I have learned about agency life during that time. Yes folks, it’s time to tear back the onion peel and look a bit more deeply into this world of “integrated communications” and agency life. For some of you, this will be an affirmation of what you live. For others it will be a glimpse into a business that is quite unlike what many of you call “work” each day. It isn’t a whole lot like Mad Men portrays it to be (except for the drinking), but it’s sure been a great ride for us.

1. Most people who start an agency are really good at one thing, and that thing is rarely running a business. From hyper-talented creative types to type-A account people (ahem), we rise through the ranks of our agencies and decide it’s time to start our own thing. So exciting. Look! We have clients. Wow! Our first office. Zikes! We’re winning awards. Wait, what? What do you mean I have to spend time on human resources, payroll, health care, legal contracts, the clogged kitchen sink? This industry needs to get better at training its rising stars to be managers and not just good fill-in-the-blanks.

2. People who have self-confidence in presentations will rise to the top. I’ve watched really talented people choke in presentations and it’s not pretty. Get good at it. Go to Toastmasters. Say yes to every presentation opportunity. I’ve also seen lots of people overcome their fear and go on to be outstanding presenters. It has definitely helped their careers. Leer más “15 Insights from 15 Years – Notes from a PR and Ad Agency Survivor”

Who Has Innovative Ideas? Employees.

The trick is knowing how to tap into them. One answer: innovation communities.

Let’s take the mystery out of innovation and its inspirations.

Most great ideas for enhancing corporate growth and profits aren’t discovered in the lab late at night, or in the isolation of the executive suite. They come from the people who daily fight the company’s battles, who serve the customers, explore new markets and fend off the competition.

In other words, the employees.

Companies that have successfully made innovation part of their regular continuing strategy did so by harnessing the creative energies and the insights of their employees across functions and ranks. That’s easy to say. But how, exactly, did they do it? One powerful answer, we found, is in what we like to call innovation communities.
Questions to Ask Yourself

1. Does your company leave innovation to an R&D team without input from groups that work directly with customers?
2. Are your best managers and staff increasingly restless and cynical because they aren’t being given the opportunity to shape your company’s future?
3. If you asked 10 employees what they thought management considered to be fruitful areas for innovation, would you get 10 different answers?
4. When you talk of employee-generated innovation with your management team, do they act dismissively?
5. Does your management team think it’s too costly and disruptive to hold regular cross-function innovation discussions?

If you answered yes to any of these questions, your company probably needs to rethink how it inspires innovative ideas. Regularly hosting what we call innovation communities can save companies money while enhancing future leadership, growth and profits.

Every company does it a little differently, but innovation communities typically grow from a seed planted by senior management—a desire for a new product, market or business process. A forum of employees then work together to make desire a reality.

Innovation communities tackle projects too big, too risky and too expensive to be pursued by individual operating units. They can be created with little additional cost, because no consultants are needed. After all, those in the midst of the fray already know most of the details relevant to the project.

A lot of senior managers think the opposite: that the people around them don’t understand what’s needed or are incapable of seeing the big picture. This is why some call in consultants. But we say this often shows a signal lack of strategic courage and resolve. We say trust your own people.

Innovation communities are a way of giving new shape and purpose to knowledge that your employees already possess. The detailed discussions that take place, led by senior managers, often represent a company’s most productive and economical engine for increased profits.

Here, then, are seven key characteristics that we have identified as being part of successful innovation communities.

CREATE THE SPACE TO INNOVATE. Line managers and employees occupied with operational issues normally don’t have the time to sit around and discuss ideas that lead to cross-organizational innovation. Innovation communities create a space in which employees from across the organization can exchange ideas.

At first, participants typically meet face to face at a central location, often company headquarters, then shift to virtual meetings for follow-up sessions. The most important thing is blocking out time free of daily responsibilities to devote to discussion and creative thinking.
Executive Adviser

Innovations in management theory & business strategy – a collaboration with The Wall Street Journal

Senior management sets the agenda. A clear statement of purpose and themes for discussion are set forth. Participants are free to discuss ideas without concerns about hierarchy and quarterly financial results.

Each year at food retailer Supervalu Inc., 35 to 40 mid- and director-level managers break up into four teams to discuss strategic issues suggested by executives in the different business units. The managers discuss issues outside their own areas of expertise and work on their leadership development at the same time. Over periods of five to six months, they hold electronic meetings at least weekly and meet in person at least five to six times, all while continuing to perform their regular duties.

Japanese pharmaceutical maker Eisai Co. has convened more than 400 innovation communities since 2005 to focus on health-care-related issues such as examining possible new structures and sizes of medicines—for instance, a medication now on the market in Japan in a jelly-like substance that Alzheimer’s patients can swallow easily—and devising social programs for the families of Alzheimer’s victims. Every Eisai employee world-wide participates in at least one such project, and spends time with patients as well. The company thinks connecting in person with patients is crucial because it helps employees see and understand issues that the patients think are important, and so enhances the employees’ ability to see beyond pure data.

GET A BROAD VARIETY OF VIEWPOINTS. It’s essential to involve people from different functions, locations and ranks, not only for their unique perspectives, but also to ensure buy-in throughout the company afterward. Innovation communities focus on creating enthusiasm as well as new products. At Honda Motor Co., innovation groups in the U.S. draw members from sales, engineering and development, and from different business units across North America. Some companies, like General Electric Co., involve consumers and business clients in new-product discussions as well.

Sometimes groups seek out certain kinds of participants. Best Buy Co., for example, assembled mostly women employees, from store cashiers to corporate executives, to discuss how to make its stores more attractive to female consumers. The inspiration: Best Buy considered women a seriously underserved market segment with high growth potential. Store data also revealed that women customers tended to return less merchandise than men did, and so generated more profits.

CREATE A CONVERSATION BETWEEN SENIOR MANAGEMENT AND PARTICIPANTS. By definition, innovation communities can’t work in isolation: To create sustainable cross-organizational innovation, it’s important that ideas flow to senior managers. If they don’t, innovations will tend to have limited, local effects that don’t benefit the organization as a whole.
See Also

Further reading from MIT Sloan Management Review

* Six Myths About Informal Networks—and How To Overcome Them
Rob Cross, Nitin Nohria and Andrew Parker
Informal groups of employees do much vital work.
* Four Keys to Managing Emergence
Ann Majchrzak, Dave Logan, Ron McCurdy and Mathias Kirchmer
Encouraging spurts of participatory innovation.
* An Inside View of IBM’s ‘Innovation Jam’
Osvald M. Bjelland and Robert Chapman Wood
What happened when IBM brought 150,000 employees and stakeholders together.

Discussions about innovation should be open but guided conversations between senior managers and lower-ranking participants. Everyone has to be on the same page, especially when it comes to understanding the competitive environment and how to respond.



http://sloanreview.mit.edu/executive-adviser/articles/2010/3/5234/who-has-innovative-ideas-employees/

By JC Spender and Bruce Strong

The trick is knowing how to tap into them. One answer: innovation communities.


Let’s take the mystery out of innovation and its inspirations.

Most great ideas for enhancing corporate growth and profits aren’t discovered in the lab late at night, or in the isolation of the executive suite. They come from the people who daily fight the company’s battles, who serve the customers, explore new markets and fend off the competition.

In other words, the employees.

Companies that have successfully made innovation part of their regular continuing strategy did so by harnessing the creative energies and the insights of their employees across functions and ranks. That’s easy to say. But how, exactly, did they do it? One powerful answer, we found, is in what we like to call innovation communities.

Questions to Ask Yourself
  1. Does your company leave innovation to an R&D team without input from groups that work directly with customers?
  2. Are your best managers and staff increasingly restless and cynical because they aren’t being given the opportunity to shape your company’s future?
  3. If you asked 10 employees what they thought management considered to be fruitful areas for innovation, would you get 10 different answers?
  4. When you talk of employee-generated innovation with your management team, do they act dismissively?
  5. Does your management team think it’s too costly and disruptive to hold regular cross-function innovation discussions?

If you answered yes to any of these questions, your company probably needs to rethink how it inspires innovative ideas. Regularly hosting what we call innovation communities can save companies money while enhancing future leadership, growth and profits.

Every company does it a little differently, but innovation communities typically grow from a seed planted by senior management—a desire for a new product, market or business process. A forum of employees then work together to make desire a reality.

Innovation communities tackle projects too big, too risky and too expensive to be pursued by individual operating units. They can be created with little additional cost, because no consultants are needed. After all, those in the midst of the fray already know most of the details relevant to the project.

A lot of senior managers think the opposite: that the people around them don’t understand what’s needed or are incapable of seeing the big picture. This is why some call in consultants. But we say this often shows a signal lack of strategic courage and resolve. We say trust your own people.

Innovation communities are a way of giving new shape and purpose to knowledge that your employees already possess. The detailed discussions that take place, led by senior managers, often represent a company’s most productive and economical engine for increased profits.

Here, then, are seven key characteristics that we have identified as being part of successful innovation communities.

CREATE THE SPACE TO INNOVATE. Line managers and employees occupied with operational issues normally don’t have the time to sit around and discuss ideas that lead to cross-organizational innovation. Innovation communities create a space in which employees from across the organization can exchange ideas.

At first, participants typically meet face to face at a central location, often company headquarters, then shift to virtual meetings for follow-up sessions. The most important thing is blocking out time free of daily responsibilities to devote to discussion and creative thinking.

Executive Adviser

Innovations in management theory & business strategy – a collaboration with The Wall Street Journal

Senior management sets the agenda. A clear statement of purpose and themes for discussion are set forth. Participants are free to discuss ideas without concerns about hierarchy and quarterly financial results.

Each year at food retailer Supervalu Inc., 35 to 40 mid- and director-level managers break up into four teams to discuss strategic issues suggested by executives in the different business units. The managers discuss issues outside their own areas of expertise and work on their leadership development at the same time. Over periods of five to six months, they hold electronic meetings at least weekly and meet in person at least five to six times, all while continuing to perform their regular duties.

Japanese pharmaceutical maker Eisai Co. has convened more than 400 innovation communities since 2005 to focus on health-care-related issues such as examining possible new structures and sizes of medicines—for instance, a medication now on the market in Japan in a jelly-like substance that Alzheimer’s patients can swallow easily—and devising social programs for the families of Alzheimer’s victims. Every Eisai employee world-wide participates in at least one such project, and spends time with patients as well. The company thinks connecting in person with patients is crucial because it helps employees see and understand issues that the patients think are important, and so enhances the employees’ ability to see beyond pure data.

GET A BROAD VARIETY OF VIEWPOINTS. It’s essential to involve people from different functions, locations and ranks, not only for their unique perspectives, but also to ensure buy-in throughout the company afterward. Innovation communities focus on creating enthusiasm as well as new products. At Honda Motor Co., innovation groups in the U.S. draw members from sales, engineering and development, and from different business units across North America. Some companies, like General Electric Co., involve consumers and business clients in new-product discussions as well.

Sometimes groups seek out certain kinds of participants. Best Buy Co., for example, assembled mostly women employees, from store cashiers to corporate executives, to discuss how to make its stores more attractive to female consumers. The inspiration: Best Buy considered women a seriously underserved market segment with high growth potential. Store data also revealed that women customers tended to return less merchandise than men did, and so generated more profits.

CREATE A CONVERSATION BETWEEN SENIOR MANAGEMENT AND PARTICIPANTS. By definition, innovation communities can’t work in isolation: To create sustainable cross-organizational innovation, it’s important that ideas flow to senior managers. If they don’t, innovations will tend to have limited, local effects that don’t benefit the organization as a whole.

See Also

Further reading from MIT Sloan Management Review

Discussions about innovation should be open but guided conversations between senior managers and lower-ranking participants. Everyone has to be on the same page, especially when it comes to understanding the competitive environment and how to respond.
Leer más “Who Has Innovative Ideas? Employees.”

USC Brings Together Filmmakers, Engineers, Doctors for Its New Body Computing Center

The implications for this unique collaboration are truly endless, Dr. Leslie Saxon, executive director of the Center for Body Computing, tells Fast Company, ranging from creating realistic virtual reality environments to help treat post-traumatic stress, to creating minuscule implanted devices which can be placed in the body to provide ongoing, accurate health data for patients and their providers. Thanks to the filmmaking aspect, patients will be able to understand this information through data visualization, motion graphics and a dedication to storytelling that helps them engage emotionally with their own wellness — in an experience that’s not unlike going to see a sci-fi film, says Saxon.

“People think about their own health as an ongoing narrative,” says Saxon. “As they interact with increasingly sophisticated devices for medical information they will best understand that information if it’s delivered via engaging visual storytelling.”


BY Alissa Walker | http://www.fastcompany.com

How can the goofy computer-generated gait of Jar Jar Binks and a smartphone that measures air pollution help the future of health care? The three concepts are more closely related than you think. So close, in fact, that a new cross-disciplinary school established at the University of Southern California hopes to combine technological wizardry of filmmaking with the product-design capabilities of an engineering school to help patients and physicians better understand health and wellness.

The new Center for Body Computing will reside in the school’s Keck School of Medicine and collaborate extensively with USC’s School of Cinematic Arts (which just got fancy new digs thanks to alumnus George Lucas) and the Viterbi School of Engineering. The filmmaking and engineering schools already work closely together on projects for the Institute of Creative Technologies, which is best known for developing products to help train or treat soldiers exposed to extreme situations in combat. We wrote about one of their collaborations, the IED Battle Drill, where theme park engineers and Hollywood producers created a simulated experience of a roadside bomb attack. Leer más “USC Brings Together Filmmakers, Engineers, Doctors for Its New Body Computing Center”

Designing the Soft Side of Customer Service

In service environments, customers have complex needs. Even in the most mundane encounters, emotions are lurking under the surface. Your job is to make those feelings positive.

When people think about innovation in customer service, they usually think in terms of technological or process enhancements that make service delivery faster or more efficient. In recent years, restaurants have introduced hand-held devices that buzz patrons when their table is ready, and supermarkets offer customers self-service checkout lines. While such innovations may simplify matters for customers, service organizations rarely stop to consider the overall psychology that shapes service encounters. Indeed, despite the plethora of articles and books about managing the customer experience, many key psychological variables that influence customer perceptions — the subtle enhancements that help define a positive experience — have yet to be defined or articulated fully.

Organizations often measure the outcomes of service encounters in concrete terms such as on-time flight arrivals or the time to resolve a customer’s call. However, the subjective outcomes — the emotions and the feelings — are more difficult to describe: Did the passenger enjoy the flight? Did the customer who called the service center with a problem hang up feeling better about the provider? Much as having a deeper understanding of systems dynamics and process analysis has pushed companies to re-engineer their operations to achieve explicit outcomes, findings from behavioral decision- making research, cognitive psychology and social psychology can point service providers to ideas for redesigning the psychological or implicit aspects of service encounters.


Service and Quality

By Sriram Dasu and Richard B. Chase

In service environments, customers have complex needs. Even in the most mundane encounters, emotions are lurking under the surface. Your job is to make those feelings positive.

When people think about innovation in customer service, they usually think in terms of technological or process enhancements that make service delivery faster or more efficient. In recent years, restaurants have introduced hand-held devices that buzz patrons when their table is ready, and supermarkets offer customers self-service checkout lines. While such innovations may simplify matters for customers, service organizations rarely stop to consider the overall psychology that shapes service encounters. Indeed, despite the plethora of articles and books about managing the customer experience, many key psychological variables that influence customer perceptions — the subtle enhancements that help define a positive experience — have yet to be defined or articulated fully.

Organizations often measure the outcomes of service encounters in concrete terms such as on-time flight arrivals or the time to resolve a customer’s call. However, the subjective outcomes — the emotions and the feelings — are more difficult to describe: Did the passenger enjoy the flight? Did the customer who called the service center with a problem hang up feeling better about the provider? Much as having a deeper understanding of systems dynamics and process analysis has pushed companies to re-engineer their operations to achieve explicit outcomes, findings from behavioral decision- making research, cognitive psychology and social psychology can point service providers to ideas for redesigning the psychological or implicit aspects of service encounters. Leer más “Designing the Soft Side of Customer Service”

The Creativity Crisis? What Creativity Crisis?

The most important thing to understand about America’s “crisis of creativity” is that there isn’t one. The notion that American business creativity is either at risk or in decline is laughable. Arguments that “Yankee ingenuity” is ebbing into oxymoron are ludicrous. They invite ridicule. So here it comes.

Yes, America’s economy is awful. But so what? Hard times haven’t nicked, dented or damaged this country’s creative core competence. To the contrary, they’ve made more people more interested in being more creative. Spend serious time at research university labs. Or sit in on 10K business plan competitions. Or wander through Silicon Valley incubators and Texas industrial parks. Or listen to top-tier venture capitalists. You’ll be impressed. There’s no shortage of creativity and ingenuity here.

The evidence overwhelmingly suggests the only measurable “creativity crisis” America faces is an embarrassment of riches. We’re spoiled for choice.


The most important thing to understand about America’s “crisis of creativity” is that there isn’t one. The notion that American business creativity is either at risk or in decline is laughable. Arguments that “Yankee ingenuity” is ebbing into oxymoron are ludicrous. They invite ridicule. So here it comes.

Yes, America’s economy is awful. But so what? Hard times haven’t nicked, dented or damaged this country’s creative core competence. To the contrary, they’ve made more people more interested in being more creative. Spend serious time at research university labs. Or sit in on 10K business plan competitions. Or wander through Silicon Valley incubators and Texas industrial parks. Or listen to top-tier venture capitalists. You’ll be impressed. There’s no shortage of creativity and ingenuity here.

The evidence overwhelmingly suggests the only measurable “creativity crisis” America faces is an embarrassment of riches. We’re spoiled for choice. Leer más “The Creativity Crisis? What Creativity Crisis?”

Marketing To Women: Focus On Relationships

“I’m a woman. I think, feel and see differently. How well do you think you really know me?

There are few smart guys (even experienced husbands) who wouldn’t welcome these words of wisdom when jammed up in a “what did I do now?” situation. Of course, truly knowing and understanding women doesn’t just apply to relationships. (I know I’m on thin ice writing this – but I am trying to make a broader point, so please hang in there with me).

Women are the primary purchase decision-makers in most American households. According to one study, women make up the majority of all consumer purchases — clothes, computers, new homes, vacations, healthcare, food, etc. It was found that although both partners work in a particular household, it’s the women that direct how 80% of the combined income gets spent!

So what does this mean for marketers, especially those of the male kind? (and by the way, this includes women marketers – because so much of the profession has been historically documented by men)


“I’m a woman. I think, feel and see differently. How well do you think you really know me?

There are few smart guys (even experienced husbands) who wouldn’t welcome these words of wisdom when jammed up in a “what did I do now?” situation. Of course, truly knowing and understanding women doesn’t just apply to relationships. (I know I’m on thin ice writing this – but I am trying to make a broader point, so please hang in there with me).

Women are the primary purchase decision-makers in most American households. According to one study, women make up the majority of all consumer purchases — clothes, computers, new homes, vacations, healthcare, food, etc. It was found that although both partners work in a particular household, it’s the women that direct how 80% of the combined income gets spent!

So what does this mean for marketers, especially those of the male kind? (and by the way, this includes women marketers – because so much of the profession has been historically documented by men) Leer más “Marketing To Women: Focus On Relationships”

The Long-Term Jobless: Left Behind

Workers in technology, telecom, and finance are at greatest risk because skills in the fast-changing industries can quickly become obsolete

By Timothy R. Homan and Zachary Tracer

To understand the potential consequences of long-term unemployment, consider the job prospects of Sheldon Fisher and Douglas Lawson. In January, Fisher, 53, was dismissed from a software company in Washington State. Lawson, 34, lost his job in October with a builder in South Carolina. Now the technology industry is bouncing back while construction remains in the dumps, and Washington’s jobless rate is 8.9 percent, vs. South Carolina’s 10.7 percent. Still, Lawson’s prospects may be better than Fisher’s.

That’s because being jobless for a long time hurts workers in some industries far more than in others. The technology sector is known for such rapid change that those out of work for even a few months can find themselves with out-of-date skills. Construction skills are far less likely to grow stale. “I never forget what I know. … I’m not worried about doing the work once I get it,” says Lawson, who has applied for about 30 jobs so far. Fisher, by contrast, is considering leaving information technology altogether, though he says he’s not sure what else he’s qualified to do. After applying for about 100 jobs in his first half-year out of work, Fisher began to worry that employers might think he was getting rusty. “Then everything after six months just makes it worse,” he says.

The average duration of unemployment in the U.S. jumped to a record 35.2 weeks in June, up from 16.5 weeks when the recession began in December 2007, according to the Labor Dept. Today, almost half of unemployed Americans have been out of work for 27 weeks or more (the official definition of long-term unemployment), vs. 30 percent in June 2009.
Perishable Skills

Industries with highly perishable skill sets include health-care technology, telecommunications, and finance, where regulations have changed dramatically in the past year. The toughest, though, may be information technology. Companies in that sector have cut payrolls for 32 of the last 33 months, through June, for a cumulative loss of some 312,000 jobs, or about 10 percent. In technology, “if you’ve been out of work for a year or two, you’re probably somewhat outdated,” says Shami Khorana, president of HCL America, the U.S. arm of New Delhi-based HCL Technologies, which employs about 5,000 workers in the U.S. He plans to hire at least an additional 600 people as the economy improves and anticipates retraining some candidates with obsolete skills.

Unemployed workers in construction, retail, low-level health-care jobs, and teaching are more likely to be attractive to employers once hiring picks up because such jobs don’t change as quickly, experts say. “You don’t get the sense that residential construction has changed that much in the past decade,” says Harry J. Holzer, an economist at Georgetown University and the Urban Institute in Washington. The skills needed to work at a grocery or clothing store—running the cash register, for instance—are “rudimentary,” he says.


Workers in technology, telecom, and finance are at greatest risk because skills in the fast-changing industries can quickly become obsolete

By Timothy R. Homan and Zachary Tracer

To understand the potential consequences of long-term unemployment, consider the job prospects of Sheldon Fisher and Douglas Lawson. In January, Fisher, 53, was dismissed from a software company in Washington State. Lawson, 34, lost his job in October with a builder in South Carolina. Now the technology industry is bouncing back while construction remains in the dumps, and Washington’s jobless rate is 8.9 percent, vs. South Carolina’s 10.7 percent. Still, Lawson’s prospects may be better than Fisher’s.

That’s because being jobless for a long time hurts workers in some industries far more than in others. The technology sector is known for such rapid change that those out of work for even a few months can find themselves with out-of-date skills. Construction skills are far less likely to grow stale. “I never forget what I know. … I’m not worried about doing the work once I get it,” says Lawson, who has applied for about 30 jobs so far. Fisher, by contrast, is considering leaving information technology altogether, though he says he’s not sure what else he’s qualified to do. After applying for about 100 jobs in his first half-year out of work, Fisher began to worry that employers might think he was getting rusty. “Then everything after six months just makes it worse,” he says.

The average duration of unemployment in the U.S. jumped to a record 35.2 weeks in June, up from 16.5 weeks when the recession began in December 2007, according to the Labor Dept. Today, almost half of unemployed Americans have been out of work for 27 weeks or more (the official definition of long-term unemployment), vs. 30 percent in June 2009.

Perishable Skills

Industries with highly perishable skill sets include health-care technology, telecommunications, and finance, where regulations have changed dramatically in the past year. The toughest, though, may be information technology. Companies in that sector have cut payrolls for 32 of the last 33 months, through June, for a cumulative loss of some 312,000 jobs, or about 10 percent. In technology, “if you’ve been out of work for a year or two, you’re probably somewhat outdated,” says Shami Khorana, president of HCL America, the U.S. arm of New Delhi-based HCL Technologies, which employs about 5,000 workers in the U.S. He plans to hire at least an additional 600 people as the economy improves and anticipates retraining some candidates with obsolete skills.

Unemployed workers in construction, retail, low-level health-care jobs, and teaching are more likely to be attractive to employers once hiring picks up because such jobs don’t change as quickly, experts say. “You don’t get the sense that residential construction has changed that much in the past decade,” says Harry J. Holzer, an economist at Georgetown University and the Urban Institute in Washington. The skills needed to work at a grocery or clothing store—running the cash register, for instance—are “rudimentary,” he says. Leer más “The Long-Term Jobless: Left Behind”

Do We Retire at 65? An Innovation Story

Here’s an interesting question:

Why is the Retirement Age 65 in most developed countries?

I’ll give you a second to think about it. Or google it.

Here’s a hint: the retirement age of 65 was first selected in 1880.

Here’s the answer: the retirement age was set at 65 because when it was first introduced by Otto von Bismarck, hardly anyone lived that long. Here’s a quick rundown on that:

The age of 65 was originally selected as the time for retirement by the “Iron Chancellor,” Otto von Bismark of Germany, when he introduced a social security system to appeal to the German working class and combat the power of the Socialist Party in Germany during the late 1800s. Somewhat cynically, Bismark knew that the program would cost little because the average German worker never reached 65, and many of those who did lived only a few years beyond that age. When the United States finally passed a social security law in 1935 (more than 55 years after the conservative German chancellor introduced it in Germany), the average life expectancy in America was only 61.7 years.


Posted by TimothyKastelle

Here’s an interesting question:
Why is the Retirement Age 65 in most developed countries?
I’ll give you a second to think about it. Or google it.
Here’s a hint: the retirement age of 65 was first selected in 1880.
Here’s the answer: the retirement age was set at 65 because when it was first introduced by Otto von […]

Here’s an interesting question:

Why is the Retirement Age 65 in most developed countries?

I’ll give you a second to think about it. Or google it.

Here’s a hint: the retirement age of 65 was first selected in 1880.

Here’s the answer: the retirement age was set at 65 because when it was first introduced by Otto von Bismarck, hardly anyone lived that long. Here’s a quick rundown on that:

The age of 65 was originally selected as the time for retirement by the “Iron Chancellor,” Otto von Bismark of Germany, when he introduced a social security system to appeal to the German working class and combat the power of the Socialist Party in Germany during the late 1800s. Somewhat cynically, Bismark knew that the program would cost little because the average German worker never reached 65, and many of those who did lived only a few years beyond that age. When the United States finally passed a social security law in 1935 (more than 55 years after the conservative German chancellor introduced it in Germany), the average life expectancy in America was only 61.7 years. Leer más “Do We Retire at 65? An Innovation Story”

The Value of a Leader: Mayo Clinic’s New Center for Social Media

This week, the Mayo Clinic announced the launch of its very own Center for Social Media – a first-of-its-kind social media center focused on health care. “Through this center we intend to lead the health care community in applying these revolutionary tools to spread knowledge and encourage collaboration among providers, improving health care quality everywhere” said Mayo Clinic president and CEO John Noseworthy, MD.

This announcement is a great step in the further acceptance and application of social media to advance patient health, and it got me thinking about the concept of leadership.

Leadership can be defined as “a process whereby an individual (or organization, in this case) influences a group of individuals to achieve a common goal [Northouse, 2007].” Whether that leader is an official one, such as a trade association or federal agency, or an informal influencer, we all look to leaders for guidance and validation that we are doing the right thing.

Given the complex nature of health care communication, the value that Mayo Clinic’s new Center will provide is in its role as the formal leader – or champion – for the health care community. They have the opportunity to step up and help institutions considering stepping into the space feel confident that they can trust the Mayo Clinic to lead them in the right direction. The ways that I see the Mayo Clinic can best do this is S.H.A.R.E.

* Showcase the value of integrating social media into health care through analyzing and assessing their own efforts.
* Harness their position as an existing leader to cast a wide influence in the health care community.
* Arm others with the resources needed to implement social media programs – resources are often one of the main reasons that organizations like health care facilities shy away from social media.
* Rally the health care community to work together towards a common goal by serving as the convener of conversation on the subject.
* Educate through a structured and centralized on-demand curriculum specific to their needs that health care facilities would not have access to otherwise.


by Chris Heydt

take-me-to-your-leader

This week, the Mayo Clinic announced the launch of its very own Center for Social Media – a first-of-its-kind social media center focused on health care. “Through this center we intend to lead the health care community in applying these revolutionary tools to spread knowledge and encourage collaboration among providers, improving health care quality everywhere” said Mayo Clinic president and CEO John Noseworthy, MD.

This announcement is a great step in the further acceptance and application of social media to advance patient health, and it got me thinking about the concept of leadership.

Leadership can be defined as “a process whereby an individual (or organization, in this case) influences a group of individuals to achieve a common goal [Northouse, 2007].” Whether that leader is an official one, such as a trade association or federal agency, or an informal influencer, we all look to leaders for guidance and validation that we are doing the right thing.

Given the complex nature of health care communication, the value that Mayo Clinic’s new Center will provide is in its role as the formal leader – or champion – for the health care community. They have the opportunity to step up and help institutions considering stepping into the space feel confident that they can trust the Mayo Clinic to lead them in the right direction. The ways that I see the Mayo Clinic can best do this is S.H.A.R.E.

  • Showcase the value of integrating social media into health care through analyzing and assessing their own efforts.
  • Harness their position as an existing leader to cast a wide influence in the health care community.
  • Arm others with the resources needed to implement social media programs – resources are often one of the main reasons that organizations like health care facilities shy away from social media.
  • Rally the health care community to work together towards a common goal by serving as the convener of conversation on the subject.
  • Educate through a structured and centralized on-demand curriculum specific to their needs that health care facilities would not have access to otherwise. Leer más “The Value of a Leader: Mayo Clinic’s New Center for Social Media”

Huge Growth Projected for Web Tech, Software, Systems Job Market


RECOMENDADO / RECOMMENDED
Written by Abraham Hyatt

blue employee signLooking for a job? You’re probably about to find one. By the year 2018 there will be 1.4 million job openings for so-called “computer specialists” – that’s everyone from developers to database administrators – according to the U.S. Bureau of Labor Statistics.

The non-hardware-related job market is expected to grow faster than almost any other sector in the country. For instance, jobs for systems and application software developers are expected to grow 30%-34%. The number of network systems and data communications jobs will explode by 53%.

The BLS’ analysis, which measures from 2008 to 2018, found that only a few other job sectors are expanding as fast as tech. Health care is also at the top of the list – which makes sense considering the growing needs of the aging Baby Boomer generation. But many “computer specialist” jobs are unique in that they have some of the lowest replacement rates in the nation. That means those double-digit growth figures represent almost entirely new jobs.

Editors Note: This post is part of a series ReadWriteWeb is producing in partnership with Tableau Software, where we examine interesting data sets relevant to technology trends today. You can use Tableau Public to create interactive visualizations like this and publish them to your own blog or website or anywhere online. This is the last week to enter Tableau‘s User Generated Graph Contest. Winner will receive a free trip to Web 2.0 and $500. Sign up before March 26. Leer más “Huge Growth Projected for Web Tech, Software, Systems Job Market”