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jerryking : hospitals   35

The Medical News Site That Saw the Coronavirus Coming Months Ago - The New York Times
By Marc Tracy
March 30, 2020
“We’re not seeing stories first because we’re smarter, faster or more savvy,” ...“It’s just because this is the world we’ve been plugged into the whole time. We were built for this.”.........Stat was started by the financier John W. Henry, the principal owner of the Boston Red Sox and the Liverpool Football Club. Before determining that Boston should have a site to cover the industries of its many hospitals, research labs and biotech start-ups, Mr. Henry bought The Boston Globe from The New York Times Company for $70 million in 2013.........“This realization John had was that we need to tell the story of what’s happening in life sciences, and that story needs to come from Boston,”....  belief was that there was a demand for a news outlet dedicated to health and medicine.....With articles written in a straightforward style, Stat is meant for a general audience. But it wants to win over specialists, too — readers like William Hanage, a professor of epidemiology at the Harvard School of Public Health, who praised the site’s coverage as “accessible” yet “still rigorous.”
“There is no single place on the internet that I would go to better update myself on the diversity of views that are out and circulating,”.......Ms. Branswell’s reporting on the coronavirus had made her “a godlike figure to people who are infectious-disease epidemiologists.”.......In October, Helen Branswell profiled the World Health Organization’s head of health emergencies, Mike Ryan. “We’re not ready,” Dr. Ryan told her. “If we can’t stop Ebola, what hope do we have of stopping … Disease X?”....She also spends time on Twitter, where she serves up reliable information from experts in the field.
“Helen used Twitter the exact same way with Ebola, with Zika, with SARS,” Mr. Ukman said. “She’s really, really good at communicating information about an infectious disease.”

Disease X, incidentally, is the holding name for a “black swan” — an unknown pathogen that could glide in from nowhere to trigger panic. Preparedness is not all about facing down familiar foes. It is also about being ready for adversaries that have not yet shown their hand. [JCK: expand our imaginations. The next catastrophe may take an unprecedented form----Simon Kuper]
ahead_of_the_curve  biotech  Boston  COVID-19  digital_media  healthcare  hospitals  industry_expertise  investigative_journalism  journalism  life_sciences  medical  medical_communication  news  newsletters  newspapers  niches  paywalls  science  Sharon_Begley  specialization  start_ups  storytelling  subscriptions  viruses  websites 
4 days ago by jerryking
Tornado-Ravaged Hospital Took Storm-Smart Approach During Rebuild - Risk & Compliance Journal.
Aug 30, 2017 | WSJ | By Ben DiPietro.

...................“Preparation for what these events can be–and belief they can actually happen–is important so you make sure you are preparing for them,” ....trying to undertake whatever is your organizational mission in the midst of a tornado or other devastating event is much harder, given the high emotions and stress that manifests itself at such moments.

“Understand the possibilities and pre-planning will make that go a lot better,”

As Hurricane Harvey has shown, extreme weather events can devastate a region’s infrastructure. Hospital operator Mercy had its own experience of this in 2011 when a tornado ripped through Joplin, Mo., killing 161 people and destroying its hospital.

Hospital operator Mercy took the lessons it learned from that tornado experience and incorporated them into the design of the new hospital–and also changed the way it plans and prepares for disasters. The new facility reflects a careful risk assessment, as Mercy took into account not only the physical risk of tornadoes but the risks to power supplies and medical supplies.

“We always prepare, always have drills for emergencies, but you never quite can prepare for losing an entire campus,” ....“Now we are preparing for that…it definitely changed the way we look at emergency management.”

** Protecting What Matters Most **
Mercy took the lessons it learned from that devastating weather event and applied them when it was time to build its latest hospital, which was constructed in a way to better withstand tornadoes while providing more secure systems infrastructure and adding backup systems to ensure operations continued unimpeded, ......Even the way medical supplies were stored was changed; instead of storing supplies in the basement, where they were inaccessible in the immediate aftermath of the tornado, they now are kept on each floor so staff don’t need to go hunting around for things they need during an emergency.....“The first priority is to save lives, the second is to minimize damage to the facility,”

** Focus on the Worst **
many companies worry about low-severity, high-frequency events–those things that happen a lot. They instead need to focus more on high-severity events that can cause a company to impair its resilience. “....identify and work on a worst-case scenario and make sure it is understood and the company is financially prepared for it,”

work with its key vendors and suppliers to know what each will do in the face of a disaster or unexpected disruption. “...large companies [should] know their key vendors prior to any major incidents,” ...“Vendors become partners at that time and you need to know people will do what you need them to do.”

A company needs to assess what is most important to its operations, map who their vendors are in those areas and engage them in various loss scenarios .... It should review its insurance policy language against possible weather events, identify any gaps and either revise policies to fill those holes or to at least make sure executives understand what the risks are of leaving those gaps unattended.
See also :
What to Do Before Disaster Strikes - ☑
September 27, 2005 | WSJ | By GEORGE ANDERS.
start by cataloging what could go wrong. GM, for example, has created "vulnerability maps" that identify more than 100 hazards, ranging from wind damage to embezzlement. Such maps make it easier for managers to focus on areas of greatest risk or gravest peril.
low_probability  disasters  Hurricane_Harvey  extreme_weather_events  hospitals  tornadoes  design  rebuilding  preparation  emergencies  lessons_learned  worst-case  natural_calamities  anticipating  insurance  vulnerabilities  large_companies  redundancies  business-continuity  thinking_tragically  high-risk  risk-management  isolation  compounded  network_risk  black_swan  beforemath  frequency_and_severity  resilience  improbables  George_Anders  hazards  disaster_preparedness  what_really_matters 
september 2017 by jerryking
On the Case at Mount Sinai, It’s Dr. Data -

“Data-ism: The Revolution Transforming Decision Making, Consumer Behavior, and Almost Everything Else,” by Steve Lohr,
Steve_Lohr  data  data_driven  data_scientists  Wall_Street  Facebook  hospitals  medical  books  Cloudera  consumer_behavior 
march 2015 by jerryking
Don’t blame the flu for ER congestion - The Globe and Mail
The Globe and Mail
Published Tuesday, Jan. 06 2015,

Our emergency rooms are overflowing because of bad planning and misplaced priorities....Influenza is one of the most common and predictable infectious diseases on Earth. In Canada, it spreads from west to east and peaks at roughly the same time each year, near the end of December or early January.

Just as predictably, hospital ERs are besieged, most notably during the Christmas to New Year’s period.

There is more illness in the winter – not just flu, but gastroenteritis, colds and other pathogens spread by coughing and sneezing in close quarters....The larger issue is that our health system does nothing to anticipate and adjust to these problems. On the contrary, it is irresponsibly inflexible.

During the holiday season, retail outlets extend their hours, add additional staff, stock more supplies, and so on. All sensible stuff – Planning 101, if you will – designed to make life easier for the consumer.

Hospitals, and the health system more generally, do the opposite: During the holiday season, they reduce or close a range of services, from hospital beds to primary care clinics, and funnel patients to jam-packed emergency rooms.
adjustments  André_Picard  anticipating  community_care  congestion  emergency_rooms  flu_outbreaks  pathogens  planning  primary-care  healthcare  home_care  hospitals  inflexibility  influenza  overcapacity  overflow 
january 2015 by jerryking
Healthcare brought into the digital realm
January 9, 2013 | | World Finance | by Rueben Devlin and Mike Marasco
PPP  hospitals  Toronto  healthcare 
april 2013 by jerryking
Should GE Go Into the Hospital Biz?
November 20, 2002 | | By HOLMAN W. JENKINS, JR

We're talking a $400 billion industry slated to grow inexorably, thanks to aging baby boomers with large resources to spend on their hypochondria and an incentive system that encourages them not to skimp on anything that might make them feel better. Yet hospitals still operate on a piecework, cottage-industry model. Giant strides could be made just by eliminating handwritten clinical data and the bountiful errors flowing therefrom. This ought to be a big opportunity for Jeff Immelt.

GE loves to talk about building up service complements to its manufacturing business....Hospitals are local businesses so the scale required to be dominant in a local market doesn't mean buying a significant position in the whole industry coast to coast.
Holman_Jenkins  GE  hospitals  Jeffrey_Immelt 
march 2013 by jerryking
Exploring the Market With a Start-Up Firm -
July 19, 2005 | WSJ | By PAULETTE THOMAS | Staff Reporter of THE WALL STREET JOURNAL.
THE LESSON: Don't lock into a business concept until you have tested the market.
small_business  case_studies  Sodexho  hospitals  dvds  experimentation  testing  explorations 
may 2012 by jerryking
Finding a New Niche May Offer Better Chance at Fat Margins -
May 13, 2003 | WSJ | By JEFF BAILEY | Staff Reporter of THE WALL STREET JOURNAL
These days, with information and capital zipping around at warp speed, a business or industry with fat margins essentially has a target painted on its back.

And yet, plenty of small and midsize companies in less-than-glamorous industries manage, some year after year, to post enviable margins. Some have patents or other intellectual property that protect them from competition. Others have invested large sums in plant and equipment to acquire economies of scale that scare off new market entrants. Some defend themselves by knitting together extensive sales-and-distribution networks that would take years to replicate.
patents  intellectual_property  entrepreneur  business_models  dealerships  automotive_industry  barcodes  medical_devices  hospitals  niches  unglamorous  differentiation  proprietary  small_business  mid-market  barriers_to_entry  economies_of_scale  margins  warp_speed  defensive_tactics  distribution_channels 
may 2012 by jerryking
Lessons From a Lender -
May 8, 2006 | WSJ | By DAVID ENRICH
Lessons From a Lender
How a small-business investment company decides where to put its money
SBICs  hospitals  venture_capital  vc  funding  finance 
april 2012 by jerryking
Ways to deal with the tough customers
Nov. 24, 2011| The Financial Timesp12. | Michael Skapinker

The UK department of health and the Design Council have been looking at why these attacks happen and have discovered that experiences like mine are a common trigger: people think someone is jumping the queue or taking advantage of them.

The Design Council has now presented proposals on how to reduce hospital aggression through better management and design. As I listened to their online seminar I thought how much other organisations and businesses would benefit from similar thinking. It is not just violence that they could head off with better management and design, but irritation or simple customer disenchantment.
....Where had I recently read similar sentiments? On the Financial Times letters page - about immigration control at London's Heathrow airport. Ken Walsh, a US business traveller, was a typical complainant. "The queue for non-European Union citizens stretched around the corner, down the corridor and nearly to France," he wrote. "Meanwhile there was hardly anyone and frequently no one in the EU queue. There were three border control officers in that queue who were often standing around chatting."

When flights are delayed or trains cancelled, you see the same frustrations that you see in casualty departments: people are milling around, no one knows what is happening, the staff are nowhere to be seen or are doing something else.

That these are transport examples is no surprise. Like hospitals, they involve people making transitions when they are tired and stressed.

The hospital design consultants advise giving patients a better idea of what will happen to them at each stage, where they are in the system, and when their turn is likely to come. Smart phone apps could allow people to track progress. They suggest staff take notes about when frustration builds and what the pinch points are.
design  customer_experience  mobile_applications  queuing  hospitals  airports  frictions  stressful  pain_points 
november 2011 by jerryking
For Data Crunchers, a Glittering Prize -
Million Prize, Health Insurer Raises Stakes on the Data-Crunching
algorithms  hospitals  predictive_modeling  data_mining  contests  massive_data_sets  data_driven 
march 2011 by jerryking
Are Charity Fundraisers Spying on You?
May 18, 2010 | SmartMoney Magazine | by Anne Kadet. Donor
research isn’t new, of course. In a bygone era, fund-raising sleuths
spent days at the library and county clerk’s office, scribbling facts on
index cards. More recently, major charities have spent large sums on
donor data to prepare for capital campaigns. But now, for as little as
$3,000 a year, even smaller nonprofits—like the Cape Cod Commercial Hook
Fishermen’s Association—can use databases that estimate everything from
a donor’s net worth to the size of her mortgage. According to nonprofit
marketing-research firm Campbell Rinker, nearly half of all charities
now use these tools to research donors.
privacy  charities  target_marketing  scuttlebutt  hospitals  nonprofit  fundraising  data_mining  high_net_worth  personal_finance  estate_planning 
may 2010 by jerryking
From intrapreneurship to entrepreneurship: Is technical expertise sufficient?- a case study
Spring 2003 | New England Journal of Entrepreneurship. Vol. 6, Iss. 1; pg. 55 | by John E Woodilla.
ProQuest  commercialization  software  hospitals  RFP 
april 2010 by jerryking
Some Considerations for Commercializing In-House Software
6/27/2007 | McGuireWoods LLP | Co authors are Derek Roach, Stephen Gold and Michael Hepburn.
in-house  software  commercialization  hospitals 
april 2010 by jerryking
The Real Cost of Information Technology
March 2, 1998 | JBA International |

The price per user (price per seat) of an application package can easily
be read from a vendor's price list. The real costs of in-house
developed software are not as easily available. For example, the Gartner
Group suggest, "a fully loaded cost of user development can be as high
as $3,140 (across the entire user base) per user, per annum." The pros
and cons of the package or in-house development route need to be
examined very closely with this in mind.
in-house  software  hospitals  user_bases 
april 2010 by jerryking
IT Forecast for 2010 |
"making money off of in-house developed software is usually more of a pipe dream than not."
hospitals  software  business_planning  in-house 
april 2010 by jerryking
UH developing cancer treatment software
Jan 28, 2000 | Pacific Business News Vol. 37, Iss. 47; pg. 24 | by Jacob Kamhis.
ProQuest  hospitals  software  commercialization  marketing  in-house 
april 2010 by jerryking
Hospitals implement new buy decision software marketed under joint venture ProQuest
Apr 2006 | Hospital Materials Management |

ProQuest (hospital w/20 (commercialize w/8 software))
ProQuest  proposals  hospitals  software  business_planning  in-house 
april 2010 by jerryking
Patient Growth -
OCTOBER 25, 2004 | Wall Street Journal | by PAUL DAVIES
growth  hospitals 
february 2010 by jerryking Changing Gears
April 25, 2008 | Globe & Mail | by JOSHUA KNELMAN. Their
goal: Improve the experience of cancer patients at Toronto's Princess
Margaret Hospital. GEAR 1 DEEP USER UNDERSTANDING - Grichko and Leung
spent weeks hanging around PMH. GEAR 2 IDEATION AND PROTOTYPING The team
sat down with 20 PMH staffers—managers, surgeons, nurses and support
workers. "The idea of brainstorming is to have no limits—think big,"
says Leung. GEAR 3 STRATEGIC BUSINESS DESIGN Grichko and Leung asked
two key questions: "What do we need, and what's possible?" The answer
was simple: to create a better waiting-room chair
brainstorming  design  design_thinking  furniture  hospitals  idea_generation  ideation  innovation  MBAs  observations  OCAD  product_design  prototyping  Rotman  strategic_thinking  thinking_big 
february 2009 by jerryking
June 14, 2008 G&M article by KELLY GRANT that documents how
behind-the-scenes tale of how Toronto's hospitals, universities and
cultural institutions win the eye-popping donations that put rival
cities to shame. Re. P. Condon.
charities  Colleges_&_Universities  cultural_institutions  donations  donors  fundraising  gift_ideas  high_net_worth  hospitals  philanthropy  recognition_policies  tips  Toronto 
february 2009 by jerryking

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