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MedEdge Presentation 6 20-13

  1. 1. The Passion of the Journey Starting a new business and a new field John Abele MEDEDGE SUMMIT York Region June 20, 2013
  2. 2. The bigger the house, the longer it takes to answer the door. “I cut this out and hung it over my desk in 1972”
  3. 3. I always valued talking directly to the docs. AHA, 1974
  4. 4. Dr. Andres Gruntzig, holding our steerable catheter, AHA, 1976
  5. 5. BSC partners, Pete Nicholas, John Abele, 1979
  6. 6. BSC think tank, “Greek Diner” , Watertown, Mass.
  7. 7. History of BSC from the 70’s to 2001
  8. 8. Pioneering book on the power of culture on business success, 1982
  9. 9. One of the best selling business book in history…also on culture.
  10. 10. “In Search of Excellence”, 1982 8 Principles, • A bias for action, active decision making - 'getting on with it'. Facilitate quick decision making & problem solving tends to avoid bureaucratic control • Close to the customer - learning from the people served by the business. • Autonomy and entrepreneurship - fostering innovation and nurturing 'champions'. • Productivity through people- treating rank and file employees as a source of quality. • Hands-on, value-driven - management philosophy that guides everyday practice - management showing its commitment. • Stick to the knitting - stay with the business that you know. • Simple form, lean staff - some of the best companies have minimal HQ staff. • Simultaneous loose-tight properties - autonomy in shop-floor activities plus centralized values. Still relevant in 2013
  11. 11. November, 1995 One of the most successful new business magazines, by the former editors of the Harvard Business Review. They broke the rules.
  12. 12. } Pete and John were charter investors and thanked in the masthead for many years.
  13. 13. What are the differences between big and small companies?
  14. 14. Big Pro Con ____________________________ • Money • People • Experience • Connections • Diverse resources • Market power • Can go to scale • Bureaucratic • Slow • Political • Risk averse • Cost inefficient development • Requires detailed plans and budget • Don’t know what they know • Unfriendly to inventors
  15. 15. Small Pro Con ____________________________ • Fast • Resourceful • Risk taking • Apolitical • Works around the clock • Can change quickly • Always optimistic • Undercapitalized • Never enough people • Never enough tools • No reputation • Lack of depth • Lack connections • Don’t know that they don’t know • Always optimistic
  16. 16. How do you balance the difference?
  17. 17. Leverage Assets • Intellectual • Geographical • Technological • Information • Financial • Marketing • Strategic Internally, externally, within, between
  18. 18. Orbiting the Giant Hairball: A corporate Fool’s Guide to Surviving with Grace
  19. 19. Too Much Innovation?
  20. 20. Cleveland Clinic
  21. 21. Mayo Clinic
  22. 22. Health Systems
  23. 23. University of Pennsylvania
  24. 24. Cities Everywhere
  25. 25. Small can be BIG
  26. 26. And BIG can be Small
  27. 27. Technology enhances Convergence • Terabyte/exobyte memories...SmartPhone sensors/virtual doctors. • Personal medical search engines know who you are, where you are, what’s wrong. • Data gets bigger, more accessible faster. • Wikis, blogs, collaboration software enhance collective intelligence. • Decision making software/computers… “Watson will see you now”. • Integrated imaging/diagnosis/therapy
  28. 28. CONVERGENCE in many areas • Disciplines: Cardiology, EP, Neuroscience, Radiology, Surgery, GI, Urology • Science: Biology, Chemistry, Physics, Nanotechnology • Business: Pharma, Biotech, Devices • Diagnostics and therapeutics • Fusion imaging • Technology: IT with everything, bioinformatics, nanotechnology
  29. 29. The Arab Spring comes to Health Care Democratization of Knowledge Democratization of Power
  30. 30. Bottoms Up Health Reform: Some Examples More TransparencyMore Transparency More Participation by Patients More choice
  31. 31. Crowdsourcing as a powerful business tool
  32. 32. Network science, the ultimate disrupter
  33. 33. Design Thinking Systems Thinking Integrated Thinking Eco Thinking Big Picture Thinking
  34. 34. www.kingbridgecentre.com My conference center in King City, Ontario. New experiments in collaboration
  35. 35. The Kingbridge Mission The Design of Meetings Organizations are most productive when there is great communication. Great communication can occur when people are stimulated, provoked and challenged in an atmosphere of trust, respect and accountability.
  36. 36. iPod versus iTunes We need more systems solutions so we can use our wonderful technology
  37. 37. Big or Small, Innovation Starts with Leadership
  38. 38. Leadership starts with values.
  39. 39. Leaders invest in what they believe. -It’s not a job. It’s a religion. Pseudo leaders focus on image, not substance.
  40. 40. Leaders have unshakable integrity. • They care about what’s right • They aren’t afraid to speak out. Pseudo leaders want results at any cost.
  41. 41. Leaders want to create something of value. Pseudo leaders want to be rich.
  42. 42. Leaders don’t follow a formula. • They do zero based thinking every day • They question assumptions • They question authority • They question themselves (true confidence) • They provoke, challenge, test, play Pseudo leaders do what they think will please the boss.
  43. 43. Leaders are proactive. Pseudo leaders react.
  44. 44. Leaders are self- critical. • They want the best solution • They are open to the best advice. Pseudo leaders “don’t make mistakes.” • They kill the messenger • Criticism is unpatriotic
  45. 45. Be willing to test yourself
  46. 46. How Do We Rate? • Trust • Communication • Coordination • Collaboration • Sense of urgency • Transparency • Freedom from fear of failure • Willingness to kill projects • Organization-wide optimization
  47. 47. People have been trying to collaborate since the beginning of people
  48. 48. The Babel Collaboration Center. Didn’t work too well.
  49. 49. When I asked the editors whether I could collaborate with the other authors, I was told “we don’t do things that way”.
  50. 50. Building an organization is a continuous process. Evolve or die.
  51. 51. “No one owns the industry. It belongs only to the best - to those who keep it growing, producing, alive. We’re in it today, but tomorrow it belongs to whoever does it better.” Unknown
  52. 52. Invention is everywhere. This open source one could be the foundation of many devices and applications.

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