It’s a Bird, It’s a Plane, It’s… an Automated Flying Ambulance? Inspiration and Our Innovator Awards | Mark Hagland | Healthcare Blogs Skip to content Skip to navigation

It’s a Bird, It’s a Plane, It’s… an Automated Flying Ambulance? Inspiration and Our Innovator Awards

December 3, 2016
| Reprints
The deadline for submissions to our Innovator Awards Program is this week—time to submit!

Amazing things are happening every day in the worlds of science and technology. To take just one example, on December 2, LiveScience online published an article under the headline, “Flying Robotic Ambulance Completes First Solo Test Flight.” Jesse Empsak, a Live Science contributor, wrote this:

“A new automated, flying ambulance completed its first solo flight, offering a potential solution for challenging search and rescue missions. Completing such missions in rough terrain or combat zones can be tricky, with helicopters currently offering the best transportation option in most cases. But these vehicles need clear areas to land, and in the case of war zones, helicopters tend to attract enemy fire. Earlier this month, Israeli company Urban Aeronautics completed a test flight for a robotic flying vehicle that could one day go where helicopters can't.”

As Empsak wrote, “On Nov. 14, the company flew its robotic flyer, dubbed the Cormorant, on the craft's first solo flight over real terrain. The autonomous vehicle is designed to eventually carry people or equipment (as reflected in its former name, the AirMule) without a human pilot on board. Urban Aeronautics said the test was ‘a significant achievement for a student pilot, human or nonhuman,’ and said the company is ‘proud’ of the vehicle's performance.”


Urban Aeronautics' new Cormorant ambulance

Empsak went on to write, “The Cormorant uses ducted fans rather than propellers or rotors to fly. These fans are effectively shielded rotors, which means the aircraft doesn't need to worry about bumping into a wall and damaging the rotors. Another set of fans propels the vehicle forward, according to Urban Aeronautics. The robotic flyer pilots itself entirely through laser altimeters, radar and sensors. The system is "smart" enough to self-correct when it makes mistakes, company officials said. In a video released by Urban Aeronautics, the Cormorant tries to land, stops itself and then corrects its landing position.” It is, as the reporter noted, “effectively a decision-making system that can figure out what to do if the inputs from the sensors are off in some way.” In other words, it is a self-guided non-rotor helicopter that could potentially rescue people and equipment in battle zones, or in physical spaces tremendously dangerous to human rescuers, such as massive forest fires or areas of volcanic activity.

The development of the Cormorant is yet another sign that we are in a golden age of scientific and technological development. And, truthfully, we are entering a period of renaissance in terms of innovation in healthcare delivery, as the “Mother of Invention” that is necessity—straitened circumstances because of exploding healthcare costs in the U.S., and subsequent payment cuts and curbs—is compelling innovation forward—certainly in the U.S.

Indeed, what we at Healthcare Informatics are seeing is a flourishing of new approaches to care delivery that are leveraging healthcare IT to optimize population health management, care management, clinician workflow, and administrative processes, among other elements, across hospitals, medical groups, and health systems. And it is in that context that we at the magazine have spent a decade now honoring those at the forefront of healthcare IT, through our Healthcare Informatics Innovator Awards Program. Our program recognizes leadership teams from patient care organizations—hospitals, medical groups, integrated health systems, and other healthcare organizations—that have effectively deployed information technology in order to improve clinical, administrative, financial, or organizational performance. The Program also distinguishes vendor solution providers that have helped their clients shine in enhancing clinician workflow, exchanging data, or cutting down costs.

Are you and your colleagues creating innovation in your organizations? The innovation involved can be of any kind that has moved your organization forward, along clinical, operational, financial, or organizational lines; and that benefits your community in some concrete way. But you need to act quickly: our deadline is in just two days. Please click on this link and submit today! Winners will be recognized via coverage in our January issue, a special recognition event during the HIMSS Conference in February, and potential speaking engagements as part of our Healthcare Informatics Health IT Summit Series.

We also have a separate program for vendors. Simply follow the link to the vendor innovators program.

We are proud of our program, and of its ability to recognize innovation in healthcare. Who knows? You and your colleagues may have developed the healthcare equivalent of the Cormorant. If so, you deserve the recognition our program offers. Please make sure to send us your submission today—and, good luck to all entrants!

 

 

 

 

 

The Health IT Summits gather 250+ healthcare leaders in cities across the U.S. to present important new insights, collaborate on ideas, and to have a little fun - Find a Summit Near You!


/blogs/mark-hagland/leadership/it-s-bird-it-s-plane-it-s-automated-flying-ambulance-inspiration-and
/article/leadership/modern-healthcare-cio-cmo-and-cto

The Modern Healthcare CIO, CMO, and CTO

December 10, 2018
by Lori Williams, Industry Voice, vice president of fulfillment, Gigster
| Reprints
Disruption in the healthcare space comes primarily from the expansion of data’s role in the industry, and the healthcare C-suite’s familiarity with that expansion will help drive company and industry success

For the healthcare C-suite executive, the industry has never been more complex—nor has it ever contained so much potential. Emerging technologies mixed with political uncertainty has created an environment where incredible amounts of healthcare data are revolutionizing how patient care is handled, but patients remain uncertain about the future of their own health. With better data and the means to draw insights from it, healthcare CIOs, CMOs and CTOs are in a position to help address patients’ uncertainties and make hospitals and clinics more accessible and effective than ever before.

Here’s a look at how the role of the modern healthcare CIO, CMO and CTO is changing:

The Modern Healthcare CIO
The modern healthcare CIO’s role has evolved to become more innovative. No longer a title reserved strictly for engineers and IT professionals, today’s healthcare CIOs are focused on information science instead of simply setting up network infrastructure or providing back-end support. The trend towards a more data-centric role began as hospitals rolled out electronic health records, equipping individuals with better access to healthcare provider data. Through enterprise data warehousing, CIOs are becoming masters of data management, governance and predictive analytics, and passing along the many benefits of those knowledge bases to patients.

The Modern Healthcare CMO
The confusing healthcare landscape makes the role of a healthcare CMO more necessary than ever before. Thanks to ongoing regulatory changes, uncertainty surrounding the Affordable Care Act, and shifting consumer expectations for on-demand services, healthcare CMOs are responsible for helping patients navigate their way through a complex and opaque industry. As patients continue to assume the role of consumers, carrying out comparison shopping as they would for any other industry, CMOs must be adept in crafting a healthcare provider’s brand and messaging.

At the same time, CMOs must also ensure that healthcare providers offer a modern online experience, ensuring websites are mobile-optimized and social media accounts are generating engagement. This also means CMOs need to help move marketing efforts into the 21st century, transitioning away from direct mail or billboards towards digital marketing and CRM tools. Because if they don’t, there are plenty of med tech startups that will promptly eat into their market share.

The Modern Healthcare CTO
Unlike healthcare CTOs of the past who remained siloed off from the rest of the organization, today’s modern healthcare CTO is fully engaged with healthcare providers and their technology stacks, utilizing new software and hardware to improve daily workflows. The CTO is enabling the transition to patient-oriented self-service operations, enabling patients to carry out administrative tasks like scheduling appointments or refilling prescriptions over the internet. Because medical data is often stored in a variety of different sources, it’s critical for the CTO to be able to keep these systems interoperable with one another. For hospitals riddled with legacy software, CTOs should expect to continue employing middleware solutions to bridge the gap between old and new.

Members of the healthcare industry C-suite have the power to transform lives, and the CIO, CMO and CTO have roles that directly affect a provider’s ability to carry out positive change. With better data from the CTO’s tech stack, the CIO can use better analytics to help providers determine the best solutions for their patients, marketed to consumers by the CMO through modern platforms in clear, easy-to-understand language.

Lori Williams currently serves as Gigster’s vice president of fulfillment. Prior to joining Gigster, Lori was the general manager for Appririo.


More From Healthcare Informatics

/blogs/heather-landi/what-does-your-magnum-opus-look-few-operatic-thoughts

What Does Your Magnum Opus Look Like? A Few Operatic Thoughts

| Reprints
Click To View Gallery

I was given the privilege and pleasure recently of presenting, for the second year in a row, a lecture on Richard Wagner’s “Ring” cycle, as the leading opera company in my city, a world-class opera house, has been putting on, in yearly succession, the four operas of the “Ring of the Nibelung” cycle by German composer Richard Wagner (1813-1883). Last year, the second opera in the tetratology, “Die Walküre,” was performed; this year, the third opera, “Siegfried.” After the concluding opera, “Götterdämmerung,” is performed, the entire cycle will be presented in festival format, always a major cultural event. I spoke on “Siegfried.”

I’ve been fortunate to have seen six complete “Ring” cycles in live opera houses in different cities, and I can tell you, it’s a life-changing experience, as this four-opera work (16 hours of music altogether), sits at the absolute summit of western art. Richard Wagner was a hideous human being himself, but spent numerous years working on something that changed the course of classical music and redefined opera.

What’s more, from the summer of 1848, when Wagner wrote a first sketch of the libretti, or texts, of the operas, until their true compositional completion in 1871, more than 23 years were to pass; and it would be another five years before the tetralogy was fully presented, in a purpose-built new opera house in the Bavarian town of Bayreuth. It was a herculean feat to create the entire text of these four long operas, and compose 16 hours of music that would completely redefine the concept of opera. Indeed, when the crowned heads of Europe, the great living composers, and the 19th-century European intelligentsia and glitterati, gathered at the new Festspielhaus in Bayreuth in 1876, many were so overwhelmed by what they saw and heard, that they were rendered speechless. Even now, 142 years later, first time Ring-goers are overwhelmed by the breadth and sweep, the musical and dramatic audacity, and uniqueness of the “Ring” operas, with their story of gods, giants, dwarves, flying Valkyries, Rhinemaidens, one huge dragon, humans, gold mined from a river, magic swords and spears, and of course, a gold ring whose possessor can control the world and its fate.

Even just looking at the third opera, “Siegfried,” Wagner struggled mightily. For one thing, being essentially a grifter and a cad, Wagner borrowed/took money from everyone who would lend/give it, and often had affairs with the wives of the patrons bankrolling his compositional work, leaving his life in constant chaos, as he fled from one city to the next. One such wife, Mathilde Wesendonck, inspired the opera “Tristan und Isolde,” groundbreaking operas that Wagner wrote during a 12-year hiatus in his composition of “Siegfried.” And “Tristan” itself changed the entirety of classical music, its tonality-challenging chromaticism.

Well, no one is expecting anyone to match the unique creativity of Wagner’s “Ring” cycle. But the leaders of U.S. patient care organizations are doing a lot of important things these days, including using formal continuous improvement methodologies to rework core patient care delivery processes in order to transition into value-based healthcare. What’s more, as our Special Report on Leadership outlines, the entire role of the CIO is being rethought now, as the demands for leadership and strategic capabilities are catapulting that role forward; and patient care organizations are beginning to make real headway in advancing equality for women and people of color among the ranks of healthcare IT leaders and managers.

So while no one is expecting anyone to create an operatic tetralogy that will change the face of music, there are plenty of heroic endeavors open to anyone willing to envision the healthcare system of the future. The opportunities are as limitless as the imagination.

Related Insights For: Leadership

/blogs/tim-tolan/leadership/using-performance-management-scale

Using Performance Management to Scale

| Reprints
Performance management is so much more than just a year-end performance review
Click To View Gallery

Performance management and goal setting have always been part of my DNA. It’s like a compass that tells us we are steering the ship in the right direction or gives us a chance to course correct if we wander off track. It’s hard for any organization to determine how they are doing unless there are clear measurable objectives. CIOs and their leaders need monthly, quarterly and annual goals to measure how you and your team are doing against the plan. I also firmly believe they should be S.M.A.R.T. goals: Specific, Measurable, Achievable, Relevant and Time-based.

Once the goals have been established, you need a written plan. I like three-year rolling plans so you can look into the future and describe your vision of what your organization will look like 36 months out. Then you can work back to the second year, and eventually the first year, to give you the framework for what you need to accomplish in the next 12 months. I suggest you do it with your managers. It makes them accountable to the organization since they are involved in the formation of the plan.

Your plan must be a living document to be used frequently during team meetings throughout the year to see how you are performing as a team and individually. This is not a process you invest in to review at year-end to see how you performed. By then it’s too late. It must be reviewed on a consistent basis to make sure everyone is on track. Performance management is so much more than just a year-end performance review. If there are individuals who are not performing against the plan, you can use the plan as a tool to performance manage them to re-engage as an important member of the team. 

I just returned from the Scale-up Conference in Denver and learned so much about taking goal setting and performance management to a whole new level by adopting the "Rockefeller Habits," as written by Verne Harnish. After reading the book, everything changed for me in the way we will be doing our planning, goal setting and performance management forever. It’s so brilliant and easy to understand. Here they are:

Rockefeller Habit #1: The executive team is healthy and aligned

Rockefeller Habit #2: Everyone is aligned with the #1 thing that needs to be accomplished this quarter to move the organization forward

Rockefeller Habit #3: Communication rhythm is established and information moves through the organization accurately and quickly

Rockefeller Habit #4: Every facet of the organization has a person assigned with accountability for ensuring goals are met

Rockefeller Habit #5: Ongoing employee input is collected to identify obstacles and opportunities

Rockefeller Habit #6: Reporting and analysis of customer feedback data is as frequent and accurate as financial data

Rockefeller Habit #7: Core values and purpose are “alive” in the organization

Rockefeller Habit #8: Employees can articulate the key components of the company’s strategy accurately

Rockefeller Habit #9: All employees can answer quantitatively whether they had a good day or week

Rockefeller Habit #10: The company’s plans and performance are visible to everyone

Accountability is no longer hard to measure since the entire plan is visible to everyone throughout the organization. Each part of your team should have key people accountable for every functional part of your organization. No more guessing is required. I’ve read countless books about leadership, performance management and goal setting, as I’ve been an avid student on the subject for decades.

These ten habits, once adopted and measured regularly, can change any organization that wants to grow and scale, and keep everyone accountable along the way.

See more on Leadership

betebet sohbet hattı betebet bahis siteleringsbahis