IBM Developer Ecosystem Blog
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What if the real-time sharing and exchange of widely dispersed patient information could significantly lower medical costs and improve healthcare to millions of uninsured, impoverished people?
A coalition of hospitals unifies patient records with an exemplary solution that slashes costs, enables unprecedented collaboration and transforms specialty healthcare for rural Americans.
What was the situation?
After a devastating hurricane left 1.5 million poverty-line patients without healthcare facilities, a regional health sciences center instigated a partnership with 24 rural hospitals to improve access to specialty care across the region. The challenge, however, was significant: Because many of the region’s patients visited multiple medical facilities, medical histories were dispersed and fragmented. To realize the vision of providing remote patient evaluations via telemedicine, the center needed to link its member hospitals online and provide doctors with access to a single, aggregated view of a patient’s record—while keeping the original data in place and without risking security, privacy or confidentiality.
What makes it Smarter?
As more and more healthcare providers seek to improve care and cut costs, creating alliances with other facilities presents an attractive solution as long as doctors can readily share and access dispersed patient medical records. With the help of IBM Business Partner CareFX, this alliance of hospitals deployed an innovative web portal solution that aggregates patients’ medical information such as lab results, prescribed medications and allergy information from across heterogeneous hospital information systems into a single view, without moving any data from its native applications. The solution makes it possible for doctors and specialists to collaborate remotely, identify trends in a patient’s health, make better clinical decisions and see discharge notes from other caregivers so that proper treatments and follow-up care can be provided. The system has profoundly affected costs saving the hospitals millions of dollars associated with duplicated or unnecessary testing, imaging and laboratory investigation.
What were the real business results?
• Reduced duplicate testing by 93 percent at participating hospitals
• Shortened patient wait time to see specialists from weeks or months to 24 to 48 hours
• Saved significant costs associated with shorter hospital visits and reduced admissions
See the full story here: http://bit.ly/jg86Xy
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Guest post by Jeff Saperstein, co-founder of CVC Group and co-author of Service Thinking: The Seven Principles to Discover Innovative Opportunities
Chief Marketing Officers (CMO's) are experiencing great uncertainty with constant disruptive change: 79% expect a high level of complexity over the next five years and 52% feel unprepared for this complexity. The major sources of these game-changers are Data explosion (77%), Social Media (68%), and Growth of Channel and Device Choices (65%).
So CMO’s are navigating a very complex landscape. Their former certainty is being replaced by continuous experimentation with unpredictable results. Historically, resource allocation for CMO’s followed a “waterfall” process: allocate enough to broad-scale reach media such as TV advertising, then apportion the remainder to successively lower priority touch-points until the budget was fully allocated. Today’s resource allocation challenge is far less clear, and more “agile”. Budget must be continuously reallocated and redistributed among a new array of digital channels, with frequent review, re-assessment and revision.
ROI in the historical context was linked to marketing process and the broadly accepted “sales funnel” – reach translated into awareness, thence to consideration, purchase and loyalty. Each stage could be measured, and progress and efficiency could be tracked. In the new, “agile” world of spending and continuous reallocation, and numerous competing engagement models, ROI is a much more elusive concept.
Digital Agencies have emerged to meet the new demands for agility that can bridge the gap and identify opportunities to help Marketers succeed.
Rosetta (a subsidiary of Publicis), a major Platinum Sponsor of the IBM Smarter Commerce Global Summit 2014 Tampa, is one of the foremost full service agencies that have mastered delivery across technology platforms and connected devices. Both a Strategy (Insights) and Communications (Relevant Branded Interactions) company, Rosetta is a pioneer in transitioning Marketing best practices onto the Cloud with sophisticated Analytics and Social. Rosetta positions its client service process as: Identify, Engage, Activate and Build to drive measurable business impact.
Rosetta's opportunity, and others who serve as digital marketing integrators to the CMO, is to substitute a clear direction to replace the uncertainty. How can CMO's (or C Suite Executives who hire agencies such as Rosetta) use all the digital new tools together to deliver great customer experiences. The emotional value proposition is to give Clients a feeling of confidence as they navigate in the uncharted waters of Cloud, Analytics and Social.
I caught up with Gary Schechner, Sr. VP Marketing, Rosetta at the Tampa Conference for an extended interview on how he sees the new role of Marketing and challenges for the CMO. During a one and a half hour conversation we discovered that we knew some of the same people (the Good, the Bad, and the Ugly) from Gary's first job in the Donaldson Group Ad Agency in San Francisco. So Gary's twenty-year perspective on the Marketing/Advertising business gives him a great view of the arc of change from before the Web emerged to begin the great disruption occurring in the marketing, advertising, and communications fields.
Here are Gary's thoughts on the role of the CMO, the use of metrics, the challenge to monetize analytics, the approaches and methods to value customer sentiment, and the experience and attitudes new professionals should have if their want to enter the ever-evolving Marketing field:
How does the role of CMO change?
Historically, Marketing was a Brand Guardian. Today we play a mini-IT role as well, so analytics should be used on top of the marketing tools and levers we pull. Ideally, the CMO should have experience on both the Agency and Client side; he/she should know which tactics to take from the toolbox, and now use data to optimize marketing programs.
Marketers need to bring to bear a team (internally or externally) to understand what the data means (analytics). More importantly, they should have a seat at table with CTO and CEO and become more involved in bigger IT platforms for the company.
Social provides us with a new feedback mechanism. Social gives greater sense of “data exhaust” from the customer decision journey. Look at all the touch-points in the data map for new insights.
How well do you think new, better Metrics have been integrated into the CMO’s function?
There is a general lack of support for marketing analytics for CMO's. As a simple example, one could draw from existing email addresses to tag each person through the entire purchase cycle. One of the biggest challenges is that the data exists in a number of places, so it is hard to establish best practices for the data available to you. Rosetta specializes in rules based engines: personalized engagement engines that scales it at a massive rate, enabling the ability to be constantly responsive to each individual.
So the CMO should understand the customer journey (individual, segmented, as well as aggregate): how does the experience of the customer become hindered by the enterprise? For example, why ask for the same customer information more than once across devices, channels, and products/services?
How do you Monetize Analytics?
There is value in aggregate analytics, and value of the data deal. Healthcare is a big vertical for Rosetta. Premier Health is one of our clients (like an Amazon for medical supplies). They pull together the clinical data for providers. There is huge value to what is working in aggregated data. Keep it as anonymous and yet personalized. There should be material benefit/ROI.
A Brand extension profit center could be the aggregated information that contributes to the bottom-line and also to the perceived value of the enterprise.
There is also great value in smart analysis of data: Marketers can get customer insights from the data.
Marketers should be asking the question of how do you shorten that path to purchase. Once they have the customer in dialog they should not need to remarket continually to that customer.
What are directions for Metrics on Sentiment and Value Creation?
I hope it does not go in a Yelp direction. We need better control. As a cross-industry benchmark that we can all reference, there is value in Net Promoter Scores. What will be interesting will depend on metrics by sales channels. Different levels of customer service expectations: Neiman Marcus or Amazon. Clearly, there is a different experience for a purchaser of the same item. .
How did you come to own my product? Manufacturers need to develop closer relationship and likelihood of new benchmarks.
Automotive companies are a good example of how sentiment and touch points work. Will be interested to see what emerges. The flood of data will be like nothing we have ever seen before. There is hope and promise no manufacturer will ever release a car that will not be successful; they just will not be able to survive the scrutiny of the social marketplace and the competitive advantage of auto manufacturers who become savvy in the personal customer insights that can be both personalized and aggregated.
Traditional branding now has to match the experience you are promising. Each enterprise is one swipe away from losing a customer forever. Customer engagement is now more a one on one relationship.
Letting peers themselves create solutions—through message boards— is useful; however, if there are problems and the manufacturer does not address them, then the loyalty is to the community and not to the manufacturer. Immediate acknowledgement of the complaint is important. If you miss out to be part of peer to peer (monitoring the forums) and being part of the conversation, then you have failed to use Social. How service was defined before and how it is defined now are really different with Analytics and Social.
What experience, skills, and qualities are you looking for from people to work in this field?
People who have curiosity to ask why and what if (causality). Strong analytics background is helpful; therefore, a well -seasoned investment banker could make the transition into marketing. Lastly, is the attitude for risk-taking: keep trying approaches and solutions to learn.
 IBM “ From Stretched to Strengthened CMO Study”, 2011
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Find out what SugarCRM's Larry Augustin has to say about building customer relationships, the Social App Throwndown at IBM Connect and more!
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Taken from original blog post by Rich Griffith
IBM Power Systems is putting data to work! On April 23, we introduced Power Systems built for bigger data demands in the cloud, expanding world's first Linux-based open server ecosystem. This provides you with tools tuned for a platform that boosts productivity and performance by removing constraints imposed by commodity architecture, along with accelerating compute and data-intensive tasks that improves cloud economics.
While I trust that you have already gotten started building and deploying on this, I would like to throw a challenge your way: the IBM Linux on Power App Throwdown at IBM Innovate 2014.
If you plan on attending IBM Innovate 2014 and have an app in the works, this is the challenge for you. We are looking for Business Partners, developers and startups that can demonstrate and promote their solutions that run on the Linux on POWER platform to an audience of IBM clients, sellers, Business Partners and developers at IBM Innovate 2014.
If you have what it takes, send us a 2-4 minute video demonstrating your solution’s use of IBM’s Linux on Power, along with a 500-word abstract about how your solutions works, the benefits if provides and how it is integrated with the IBM Linux on Power platform. You have until 5 pm EST on Wednesday, May 21 to submit, so get to it!
Don’t miss this once in a lifetime chance to gain massive exposure about your solution! Hear what past winners are saying about their experiences.
For more information and to submit your video, please visit at http
Register for Innovate 2014 at ibm.com/innovate
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Now THIS is smarter!! "Every time he avoids a hospital admission or emergency-room visit, Esse splits the savings with the patient's private insurer."
On a computer in his St. Louis medical office, Dr. John Rice often pulls up a list of his 10 patients with the largest bills. They suffer from diabetes, heart disease, or emphysema. They sometimes land in the hospital where they rack up a long list of charges.
Rice's job is to make sure they don't set foot in that emergency room. To accomplish this, the chief medical officer of Esse Health, an 80-physician practice, does what policy makers say too few doctors do now and what they hope all doctors will do in the future. Using technology supplied by a private insurer, Rice has a window into his patients' health that extends far beyond the clinic's examining rooms. He can tell when patients have stopped taking their medication or when they're overdue for a routine test. Armed with that information, he can direct his staff to fill out a prescription and deliver it to a patient's home or schedule an appointment at a diagnostics lab. Rice once spent $40 on cab fare for a patient whose daughter couldn't pick her up from the hospital—a bargain, considering an additional day's stay would have cost $1,500.
The 57-year-old internist has a good incentive to take these extra steps. Every time he avoids a hospital admission or emergency-room visit, Esse splits the savings with the patient's private insurer. "I don't do it because I'm a great guy, I do it because I get paid to do it," says Rice. By Rice's estimates, his elderly patients spend 39 percent fewer days in the hospital over the course of a year than Medicare patients nationwide.President Barack Obama's health-care overhaul is just beginning to deliver on one of its goals: spurring physicians, hospitals, and health insurers to work together more closely to deliver better care at lower costs. The 2010 law calls for the creation of so-called accountable-care organizations. The idea behind ACOs is that doctors and hospitals agree to share with insurers the financial risk of caring for patients. In exchange, they get a cut of insurers' savings, under a formula that benchmarks the cost of treating an individual against a broader sample of patients.
Full story at http://www.businessweek.com/magazine/content/11_27/b4235033373819.htm
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The IBM Linux on Power App Throwdown at Innovate is happening today! We've got 5 finalists vying to win this year's app throwdown, and you can help decide who wins!
All 5 finalists have videos you can check out at our IBM App Throwdown website. Go to the website and click on the TWEET YOUR VOTE button for your favorite finalists!
You have until 2 pm Eastern today to vote!
Here's the name of our 5 finalists. Maybe you know one!
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Guest blog post from Sandy Carter
Just imagine... you on stage talking about your mobile app solution to thousands of people. Does that sound good to you? If so, I invite you to participate in the IBM Mobile App Throwdown at Impact 2014!
Earlier this year at IBM Pulse, we held an App Throwdown event where 21 companies submitted their mobile app solutions to be highlighted at the conference in front of thousands of people. It was a great event, and our winner was MyMenu!
I could go on about MyMenu's strength as a mobile app solution in the restaurant industry, but I think it is more powerful to hear it straight from Mike Little, CEO of MyMenu:
Mike said he found great value in his company's participation in the App Throwdown,and I loved that he used the strength of IBM BlueMix to implement the MyMenu solution in real-time!
The App Throwdown at Impact will be even bigger! This is your chance to get up on stage and demonstrate your mobile app solution that uses parts of our MobileFirst portfolio or our newly announced IBM BlueMix.
The deadline to submit your application is April 13, 2014.
MyMenu won our last App Throwdown. Will you be next? Don't miss this great opportunity!
At Connect 2014 Sandy Carter talks to Beverly Macy of Social Media Radio about key trends in 2014, the importance of an organization's Ecosystem and changes in the B2B space.
Click here for more information on Social Media Radio.
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Every year, IBM recognizes its Business Partners who have delivered outstanding solutions using IBM products and services that have driven real business value. Receiving a Beacon Award is a great source of pride for our partners and a great new platform for connecting with future clients. Beacon Award winners gain visibility with IBM clients and the industry, have a unique opportunity to demonstrate their success, and a new way of differentiating their solutions from their competitors.
To be eligible, Business Partners must nominate themselves! This is easy to do and you can find all of the information here: 2015 Beacon Award Nominations.
I'll give you a quick run down of what's included. After you choose which award you want to nominate yourself for, create a compelling story about your solution and results that you've had. Don't forget to use metrics and ROI to create a compelling story and distinguish yourself from the crowd. Finally, include client references. Tell us what your clients' problems were and how your IBM solution solved it. We want to hear your innovative stories!
Nominations close November 21, 2014 at 11:59 PM EST.
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What is the latest innovation happening in the commerce space? How are startups helping retailers and CMOs engage customers like never before?
Attend this webcast on May 22 to learn the latest developments from entrepreneurs in this space.