STRONG FINISH and FAST START

STRONG FINISH and FAST START Seems like yesterday everyone was kicking off 2015.  Where did the year go?  For some, it was a great year, and for others not so great. Regardless, transitions are a time to reflect.  What worked?  What didn’t work?  What needs to change? I thought a bit of humor would be welcomed to help jump start your process of reflection.   Hopefully it will strike a chord and not hit a nerve…  😉 Here is to Read More …

POV: Harvard Business Review – Outsmart Your Own Biases.

Point-of-View: Outsmart Your Own Biases Harvard Business Review (HBR) May 2015 Summary: Dangerous to rely too heavily on what experts call System 1 thinking – automatic judgments from associations stored in memory – instead of logically working through the information that’s readily available (System 2 thinking). System 2 thinking can also be dangerous because of deliberate reasoning gone awry, cognitive limitations, or laziness. Everyone is susceptible to such biases, especially when we are fatigued, stressed, or multi-tasking. Out of survival Read More …

POV: Harvard Business Review – Making the Consensus Sale

Point-of-View: Making the Consensus Sale Harvard Business Review (HBR) March 2015 Summary: On average 5.4 people have to formally sign-off on B2B purchases. Best way to build customer consensus isn’t to do a better job of connecting individual customer stakeholders to the supplier but to more effectively connect customer stakeholders to one another. Problem definition and solution identification are much more difficult for buyers to reach consensus than supplier selection. Suppliers focus too much on supplier selection. By the time Read More …

POV: Inside the Box

You Decide… Brainstorming (outside the box) or Brainforming (inside the box) by Drew Boyd and Jacob Goldenberg Summary: We are all creatures of habits. Habits simplify our lives by triggering familiar thoughts and actions to get us thru the day – getting up, eating breakfast, going to work, making decisions. Behind every habit is a template – a repeatable and “code able” pattern. Templates “limit” us in a way to boost our productive/creative output. Highly effective (intuitive) people don’t realize Read More …

Endless Wanting: A Tale of Wile E. Coyote

And, here’s what you missed… Healthcare is continuously evolving. We are on a mission to margin; rising costs are unsustainable. There is little room for error; hospitals are at risk of closing, and demand for health services already exceeds supply. Reviewing economic indicators, industry trends, and our own financial solvency, effectiveness and profitability regularly will inform our decisions with needed perspective. There is no silver-bullet, or single solution, however elaborate, to transform this accidental wasteland. We all have a role Read More …

Economy and Industry and Financials! Oh my!

Scared? Don’t be. You’re safe at your desk or with your cell phone (i.e. pacifier), and you’re far from the dangerous Wolf of Wall Street… Or are you? If you’re like me, you’ve read oodles of articles about healthcare and heard enough soundbites to think you have the story. Maybe “you’d rather take the butcher’s word for it” and leave it there. Thing is, if you let yourself be a student, and draw your own conclusions after a little research about Read More …

POV: How to save the world (or at least yourself) from bad meetings

When we find ourselves nodding along with an article, or screaming in disagreement, we start a dialogue. This one hit home. Based on David Grady’s TED Talk: How to save the world (or at least yourself) from bad meetings, here’s our point-of view (POV). We’re nodding with you, David! David Grady’s TED Talk: How to save the world (or at least yourself) from bad meetings SUMMARY OF DAVID’S TALK  We would not let our peers steal our chair from our office, yet Read More …

POV Harvard Business Review: The Effective Decision

Point-of-View: The Effective Decision Harvard Business Review (HBR) January/February 1967 Summary: Every decision is a risk-taking judgment. Effective executives make decisions as a systematic process with clearly defined elements in a distinct sequence of steps. Decision-Making Process: classify the type of problem (generic, unique), define the problem, specify the answer (must accomplish), decide what is right (not acceptable), build into the decision the action to carry It out, test the validity of the decision (vs. actual course of events) Most Read More …

The 1 through 10 of Healthcare’s Mission to Margin

  Healthcare is one of the oldest industries around. We need it. Good news for me on the job security front, but a little more concerning when I consider the big picture: In the US, we can’t afford rising healthcare costs and the horizon is shifting yet again, which means, wait for it… more costs! How did our healthcare ecosystem become this accidental wasteland, and how do we slow rising costs when we need to keep changing? When I started Read More …