I just returned from the American Medical Group Association and was fascinated to learn how some medical groups have turned to social networking sites and using technology to appeal to young physicians during the recruiting process. One large group out on the east coast build a face book page to profile their physicians and the work environment and within 30 days of launching the site, had 60 “friends”. Then they started a blog on written by a new family practice doctor who described her experience at the group since finishing her medical training. There was such a positive response to the blog, and so much dialogue between the blogging physician and the potential recruits, the group hosted a family style dinner with several of the high potential recruits. During dinner they took photos of everyone and then posted those photos on their Facebook site which really helped strengthen the relationship between the new recruits and the medical group.
Leveraging social networking sites has reduce the medical group’s cost of recruiting by increasing the number of physicians who want to come to their group before the group even reaches out to them. The younger medical students already feel like they are part of the group’s community, have a better sense of the group culture and practice environment, and they appreciate the fact the group is communicating with them in the manner they want to be communicated with. In effect, the group’s progressive attitude toward using technology has become a competitive advantage in the marketplace
Thursday, March 5, 2009
Saturday, February 21, 2009
Peter
Peter’s discussion during class on Thursday was excellent. Since I do not come from a technical background, I had no idea how webpage content is stored or how companies such as godengo.com partner with several specialty firms to push that content to individual users. It is a really fascinating system and I find it amazing how firms specialize in one niche of the process. This level of specialization could lead to a fragmented system, but the way Peter described it, it appears quite integrated and fluid.
I also appreciated Peter talking to us about being an effective manager. Particularly, I appreciated him calling out the importance of knowing how to interview and attract talent. I am doing a fellowship next year and because of Peter, when I talk to my future boss next month, I am going to request that I be part of the interview process for several different prospective employees. It seems so obvious, but when I looked back over my work experience, I had only been involved in directly hiring one person. I also appreciated his guidance to get comfortable dealing with anyone. I have worked hard over the last couple of years and during my two internships to get more comfortable with senior leaders in an organization. I believe it paid off because part of the interview process for my fellowship was presenting to the leadership team (all the C’s and VPs) of a $2+ billion organization. I still have a long way to go, but this point really hit home for me.
Thank you Peter for taking the time to speak to our class and I hope you will continue to be a guest lecturer in Doug’s class. We want to learn and you have a wealth of experience and knowledge to impart onto us.
I also appreciated Peter talking to us about being an effective manager. Particularly, I appreciated him calling out the importance of knowing how to interview and attract talent. I am doing a fellowship next year and because of Peter, when I talk to my future boss next month, I am going to request that I be part of the interview process for several different prospective employees. It seems so obvious, but when I looked back over my work experience, I had only been involved in directly hiring one person. I also appreciated his guidance to get comfortable dealing with anyone. I have worked hard over the last couple of years and during my two internships to get more comfortable with senior leaders in an organization. I believe it paid off because part of the interview process for my fellowship was presenting to the leadership team (all the C’s and VPs) of a $2+ billion organization. I still have a long way to go, but this point really hit home for me.
Thank you Peter for taking the time to speak to our class and I hope you will continue to be a guest lecturer in Doug’s class. We want to learn and you have a wealth of experience and knowledge to impart onto us.
N is for Knowledge
It seems like most of the examples of companies that have implemented SOA are generally large, such as IKEA or a regional BlueCross BlueShield health Plan. I am wondering about small businesses and at what point does SOA make financial and/or operational sense to managers of these smaller companies? And what if they are in the growth stage and plan to increase size dramatically over the next 3-5 years? Do you wait to implement SOA until your business reaches a certain size or complexity, or is it more prudent to get out in front of the issue and implement SOA in advance of this projected growth?
I also have a quick rant on information driven organizations. Businesses would like to claim to be information driven and at some macro level that is true, but it is simply amazing to me how scarce data can be at the user level. I have worked at a few different companies and participated in 3 CCE projects and firms that you would know should have tons of information on their own internal operations or on their customers, are severely lacking. The might have enough to be directionally correct, but not very precise. One company I worked for has been in business for many, many years but because a significant portion of their data is trapped in some legacy system that doesn’t talk to the newer (last 20 years) system, they didn’t have access to this historical data. If fact, one IT person told me the company has over 1 billion lines of data on all its customers, but because of IT limitations, can only access a tiny fraction of that information. An in this case, information is a real, tangible competitive advantage because it empowers the company to more accurately forecast its product pricing.
In other news, I took my dog to the vet after class and she gained 16 pounds in one year! Her appearance, in veterinarian clinical terms, is abnormal. Hardly PC. I am just happy that she assumed responsibility for my grad school weight gain- what team player.
I also have a quick rant on information driven organizations. Businesses would like to claim to be information driven and at some macro level that is true, but it is simply amazing to me how scarce data can be at the user level. I have worked at a few different companies and participated in 3 CCE projects and firms that you would know should have tons of information on their own internal operations or on their customers, are severely lacking. The might have enough to be directionally correct, but not very precise. One company I worked for has been in business for many, many years but because a significant portion of their data is trapped in some legacy system that doesn’t talk to the newer (last 20 years) system, they didn’t have access to this historical data. If fact, one IT person told me the company has over 1 billion lines of data on all its customers, but because of IT limitations, can only access a tiny fraction of that information. An in this case, information is a real, tangible competitive advantage because it empowers the company to more accurately forecast its product pricing.
In other news, I took my dog to the vet after class and she gained 16 pounds in one year! Her appearance, in veterinarian clinical terms, is abnormal. Hardly PC. I am just happy that she assumed responsibility for my grad school weight gain- what team player.
Sunday, February 15, 2009
Component Model
It really took me awhile thinking about componentization modeling to internalize how valuable it could be in identifying new products or services that a firm could offer to supplement existing revenues. But after reading and thinking about this technique, and then attempting the “organization’s learning department” assignment for the first time, I came to appreciate its value.
However, it is only a first step. Even if potential services can be identified, there are many internal tacit and cultural aspects that must be aligned in order to take advantage of this finding. For example, is the firm entrepreneurial enough to actually take this new service to market? I believe in many firms the road that begins with identifying a new idea and ends with capitalizing on that idea can be a long, arduous trip. It may require corporate restructuring or other major change to take this idea to market.
I hope in the near future we will take some of these challenges into account. The potential exists for this technique to redefine a firm’s product offerings or enhance its place in the market. However, I think it may be naïve to not discuss and identify the challenges.
However, it is only a first step. Even if potential services can be identified, there are many internal tacit and cultural aspects that must be aligned in order to take advantage of this finding. For example, is the firm entrepreneurial enough to actually take this new service to market? I believe in many firms the road that begins with identifying a new idea and ends with capitalizing on that idea can be a long, arduous trip. It may require corporate restructuring or other major change to take this idea to market.
I hope in the near future we will take some of these challenges into account. The potential exists for this technique to redefine a firm’s product offerings or enhance its place in the market. However, I think it may be naïve to not discuss and identify the challenges.
Tuesday, February 10, 2009
Today was a good day
What could be better than discussing www.persiankitty.com, followed by Mater’s and Johnson, and then to top it off with a game of Twister? I don’t know either. I just wish I could have had a couple of beers during class to really top the afternoon off. By the way, has anyone checked out that link yet?
This was definitely a class that will stick in my mind for more than just the reasons outlined in the paragraph above. First, I believe that you cannot get to efficiency without first having a high degree of intimacy throughout key parts of the organization. Technology can improve efficiency, but generally some guy or girl has to acquire the right technology, tell the machine what to do, and then make sure the machine is completing the appropriate tasks to the necessary specifications. With few exceptions, I just don’t think the organization can achieve a strong level of commitment from that employee without feeling attached to the organization or the folks who make up that organization. Without commitment, you will not get that employee to operate efficiently which results in underperformance. Without high levels of performance from the employees, the organization will be inefficient.
Secondly, I want to comment on the enterprise applications segment of class. I worked at a consultancy that rolled out an internal enterprise application for managing engagement tasks such as billing, expense tracking, and other financial measures. It was a complete flop because the system could not properly interface with the old system. As a result, billings for projects were off by tens of thousands of dollars and the firm could not properly report quarterly or annual revenues. Furthermore, the number of hours employees worked on the project were not tracked properly and contributed the poor reporting of consultant utilization rates. That utilization rate is used in annual performance reviews and if it is not accurate, employees are not fairly evaluated and their compensation is effected. It was a complete disaster and contributed a mass exodus from the company. Needless to say, the company (which is public) was punished by investors and lost key accounts as a result. So, the twister game in class was a great illustration of what can happen when the promise of enterprise applications is not realized.
This was definitely a class that will stick in my mind for more than just the reasons outlined in the paragraph above. First, I believe that you cannot get to efficiency without first having a high degree of intimacy throughout key parts of the organization. Technology can improve efficiency, but generally some guy or girl has to acquire the right technology, tell the machine what to do, and then make sure the machine is completing the appropriate tasks to the necessary specifications. With few exceptions, I just don’t think the organization can achieve a strong level of commitment from that employee without feeling attached to the organization or the folks who make up that organization. Without commitment, you will not get that employee to operate efficiently which results in underperformance. Without high levels of performance from the employees, the organization will be inefficient.
Secondly, I want to comment on the enterprise applications segment of class. I worked at a consultancy that rolled out an internal enterprise application for managing engagement tasks such as billing, expense tracking, and other financial measures. It was a complete flop because the system could not properly interface with the old system. As a result, billings for projects were off by tens of thousands of dollars and the firm could not properly report quarterly or annual revenues. Furthermore, the number of hours employees worked on the project were not tracked properly and contributed the poor reporting of consultant utilization rates. That utilization rate is used in annual performance reviews and if it is not accurate, employees are not fairly evaluated and their compensation is effected. It was a complete disaster and contributed a mass exodus from the company. Needless to say, the company (which is public) was punished by investors and lost key accounts as a result. So, the twister game in class was a great illustration of what can happen when the promise of enterprise applications is not realized.
Monday, February 9, 2009
The next day
I really thought there would be more swearing during Cole's presentation, but I guess the blogger's from last semester really ruined it for us. Oh well, we had to "settle" for a great education on the role of technology in the construction industry. I was fascinated by the BIM software that allows the builders to transform architect's blueprints into an electronic model that more clearly and apparently more accurately, shows the placement of all the steel, wires, plumbing, and HVAC infrastructure. I had no idea, until Cole's presentation, that construction companies relied so heavily on technology to reduce errors, control costs, and more the job run more smoothly.
I was also amazed by the satellite technology that Mortenson uses to establish communications with workers at remote locations. As a former military man, this seemingly simple and efficient means of communications would make most commanders drool. To have internet and voice communications established in 15 minutes anywhere in the country is simply amazing. Now, if only the Carlson School could learn from these best practices and keep their wireless internet up and running as smoothly.
I was also amazed by the satellite technology that Mortenson uses to establish communications with workers at remote locations. As a former military man, this seemingly simple and efficient means of communications would make most commanders drool. To have internet and voice communications established in 15 minutes anywhere in the country is simply amazing. Now, if only the Carlson School could learn from these best practices and keep their wireless internet up and running as smoothly.
Wednesday, January 28, 2009
Day 3
I should probably branch out and not just relate technology to healthcare, but it is interesting to me, so whatever. The topic of shared standards is particularly interesting as they relate to electronic medical records of healthcare facilities because right here in Minneapolis we have multiple silos of EMRs that are great on their own but bad for the community as a whole. I say that because these hospitals are investing literally hundreds of millions of dollars into these EMR packages to improve communication internally within a system. However, there is seemingly little or no collaboration between the systems, which leaves the patient with the short end of the stick. If you are in a car accident and are sent to HCMC, but normally you go to Fairview, the HCMC doctors will not have the immediate access to your medical records that they need-especially if you (the patient) are unable to communicate. Are you allergic to morphine derivatives? That’s a problem if the HCMC emergency room physician doesn’t know that because your health records are trapped on the Fairview Information highway.
It is just amazing to me that these organizations, which are non-profit and supposed to be serving the good of the community, refuse to collaborate on one of the most significant developments in the history of healthcare delivery. The result is excess spending after the fact to try and patch these behemoth information systems together at some point in the future, or simply resigning to the fact that you better have an emergency close to a hospital that is part of a health system that your physician is aligned with.
To me interoperability just makes since and with some joint-planning 5 years ago, these local hospital systems could have had so much more for their money, and for their patients, than what they have right now.
It is just amazing to me that these organizations, which are non-profit and supposed to be serving the good of the community, refuse to collaborate on one of the most significant developments in the history of healthcare delivery. The result is excess spending after the fact to try and patch these behemoth information systems together at some point in the future, or simply resigning to the fact that you better have an emergency close to a hospital that is part of a health system that your physician is aligned with.
To me interoperability just makes since and with some joint-planning 5 years ago, these local hospital systems could have had so much more for their money, and for their patients, than what they have right now.
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