Security breaches are no fun. Your organization's name is splashed all over the news. Your reputation takes a hit. Your patients' trust is eroded. And the prospect of a hefty monetary settlement is something few want to think about. But it's not the end of the world.
By Brian Cotton
Last week my company, Frost & Sullivan, hosted a panel discussion in Silicon Valley called, “Smart Cities Solutions,” as part of our Global Growth, Innovation and Leadership exchange. Comprised of municipal government officials and corporate executives, the panel spent 90 minutes discussing the process of building smart cities. Ironically, it wasn’t until the last few minutes of the session that they got around to talking about the citizen.
This got me thinking. As a consultant in the Smart City industry, I have a behind-the-scenes perspective on the development of Smart Cities. And building a successful SmartCity takes time, money, political will, and above all citizen support.
To make informed decisions and be able to support citizens, we need to understand some things about Smart Cities. After all, Frost & Sullivan’s new Smart Cities study is predicting that by 2025, there’ll be 26 Smart Cities in place globally and another 90 cities on the way to becoming smart. So the chances are good that many of us will be living in one.
At Frost & Sullivan, we think of a SmartCity as a set of key players working together to provide services to citizens, with a framework of technology supporting it all. A city is “smart” when the key players use the technology to understand, manage, and predict things relevant to their mandate to serve its citizens. Importantly, the players need to collaborate so that unnecessary overlap is avoided. (For example, I can’t understand why streets are routinely torn up repeatedly to install new water lines, then power cables, then sewer lines. That’s definitely not smart.)
In the SmartCity there are two types of players. First, there is Municipal Government, which uses a Smart City to drive down the costs of creating and delivering services, to solve discrete problems like public safety or traffic, and to holistically build a city with the capabilities to sustain future growth. Then there are Technology Companies and Consultants who supply technology, capital and know-how to help build the physical and digital infrastructures and deliver SmartCity services.
But if there’s a third player in these solutions, it would be the Citizens themselves. They are a critical piece in Smarter Cities planning because the services we define are designed to enable them to live better lives through improved communities. We also fund the development and operation of the Smart City with our taxes, so in essence, the citizens own the Smart City and the capabilities it brings. To that end, we are truly partners in the development of “Smart.”
In a Smart City, the government uses the capabilities of the city to capture data and insight (such as usage patterns) to understand the needs of citizens and address them effectively.
But in order for the system to work, we as smart citizens can’t stop at just using the services – we need to provide feedback on them. Our interaction with government directs it and its technology partners, to improve and develop additional smart capabilities and services.
Every citizen in a Smart City is responsible for being actively engaged in shaping how the city serves them. After all, the Smart City is really about them.
The post Considering the Citizen When Planning Smarter Cities appeared first on A Smarter Planet Blog.
The start date for Stage 2 of the meaningful use incentive program, expected to begin Oct. 1, 2013 for hospitals and Jan. 1, 2014 for eligible providers is once again up for discussion. This is not the first time that lawmakers have called for a delay. This July, at a Senate Finance Committee meeting, the debate was rekindled to no avail.
By Richard Silberman, Writer/Researcher, IBM Communications
Andy Stanford-Clark built his first sensor when he was six years old to alert his mom if it started raining after she had hung the wash out to dry. His “rain detector” involved nothing more than a few copper strips on a small board that attached to the clothesline and a little box in the house that beeped, alerting her to bring in the laundry.
Already at that young age, Stanford-Clark was able to recognize a problem and solve it with a simple solution. Today, 40 years later, he is still doing the same thing, but on a much grander scale.
As an IBM Master Inventor, Distinguished Engineer and Chief Technologist for IBM’s Smarter Energy business in the UK, Stanford-Clark is one of the world’s leading innovators and proponents of smarter energy solutions and a pioneer in using sensors and real-time monitoring to reduce energy consumption.
From his role at IBM working with clients to his experimental “house that twitters” to his efforts to help his home turf, the Isle of Wight, become energy independent, Stanford-Clark is relentless in his inventiveness and determination to help solve the planet’s energy challenges.
Using sensors to slash energy consumption
For Stanford-Clark, sensors hold the key to reversing humanity’s energy woes. His grand vision includes every home wired with simple, affordable sensors that automatically transmit data on power usage so individuals can easily monitor and reduce their energy consumption.
Stanford-Clark began installing sensors in his own home over ten years ago in a mission to reduce his family’s energy consumption. Today, lights and appliances are attached to wireless sensors that send real-time updates to his phone via Twitter, alerting him when he’s using too much power.
Using a messaging protocol he co-invented, MQTT, Stanford-Clark can control his home’s power consumption from anywhere in the world from a Web browser or from his mobile phone. Stanford-Clark’s use of sensors and MQTT helped him cut his electricity bill by one third.
Saving the planet one island at a time
Stanford-Clark’s energy-monitoring innovations have broad implications well beyond his house. Many solutions for his IBM clients had their origins in Stanford-Clark’s home experiments. And Stanford-Clark’s solutions are already being installed in other houses across the Isle of Wight as part of the Ecoisland project, a groundbreaking initiative that could potentially make the island energy self-sufficient by 2020.
All these intersecting efforts exemplify Stanford-Clark’s passion to save the planet “one island at a time.” Rather than try to transform a whole country at once, his vision is to take small regions and turn them into smart grids and then federate them into one “uber-smart grid.”
“The Ecoisland project will provide a ‘greenprint’ for how we can establish smart grids all over the world,” Stanford-Clark said. “I believe we’re finally on our way toward realizing real change.”
Building a better mousetrap
Through his innovative use of sensors, Twitter and MQTT, Stanford-Clark is a leading advocate of the Internet of Things, which alerts people to relevant information about the world around them without requiring them to seek it out.
Stanford-Clark can attach sensors to seemingly any inanimate object and enable it to communicate with humans. For instance, fed up with constantly checking the many mousetraps around his house, Stanford-Clark attached sensors to each one and now automatically gets a tweet whenever a trap is triggered.
Tired of rushing to the ferry to commute to work only to find it was delayed or cancelled due to weather conditions, Stanford-Clark hooked Twitter to the boat’s GPS to get real-time updates on its actual status.
The future will see a proliferation of objects communicating with people in this way now that MQTT has been accepted as an industry standard protocol. While Stanford-Clark embraces the emergence of “one big happy Internet of Things,” he understands people’s concerns about a Big Brother scenario with ever more devices hooked to sensors and pushing personal data across the Internet.
“It’s a legitimate concern, but my take is that you have to give something away to get something back in return, and most people are willing to do that,” Stanford-Clark said.
Consumers gladly give up information in stores to earn points for future purchases, Stanford-Clark noted. “In the case of energy, you get much more in return for giving your energy company access to your usage patterns,” he said. “You can save money–and help save the planet.”
The post Meet Andy Stanford-Clark: Another Person for a Smarter Planet appeared first on A Smarter Planet Blog.
Health information exchange organizations continue to rely on paper and fax to provide data among hospitals, according to a new HIMSS Analytics report released today.
The report, sponsored by ASG, examines the current state of information exchange among U.S. hospitals and explores the opportunities for improving the collection and exchange of patient data.
Here are the key findings:
Billions of tax dollars are being invested in the healthcare sector in the name of getting providers moved from paper to electronic records. But while updating hardware and implementing software programs are perhaps the most visible elements of the digital transition, an equally important shift is happening more or less behind the scenes in the world of coding.
Robert developed the firms PMED analytics products including comparative effectiveness analysis and predictive analytics for clinical and economic outcomes. He has industrial experience in developing models for healthcare payers, providers, life sciences, financial services and manufacturing. Robert holds an MBA with a focus on finance from Washington University, Olin School of Business, and a BS in Business Administration with focus on finance from Regis University. He is an adjunct with the Hatchery Program, Skandalaris Center for Entrepreneurial Studies at the Olin School of Business and a frequent lecturer on business valuation, planning, financial modeling and analytics. He is a member of the William Greenleaf Eliot Society and the YPO (Young Presidents Organization).
Ben has over 30 years of experience in the management of high technology companies and in venture capital in Silicon Valley, Southern California, and St. Louis, MO. As CEO, he has led startup, early-stage, growth-stage, and mid-sized companies, both private and public in the software, defense electronics, medical electronics, environmental, and biotechnology market spaces. Recruited into the Federal Government in 2006, he turned around a $400M program, bringing the new biometric US passport into production. A Captain in the Navy Reserve, he was recalled to active duty in 2007; deploying to Afghanistan, he led efforts to increase intelligence sharing and coordinate operations between Afghanistan, Pakistan, and ISAF—awarded Bronze Star. Upon demobilization, Ben commanded Navy Intelligence Reserve Region Southwest, in San Diego until his retirement from the Navy in 2011. Currently, Ben is a founding partner of Carthage Intellectual Capital Management, and is an adjunct in management at Webster University and business at Grantham University Mark Skousen School of Business. Ben holds an MBA from Harvard Business School, MS in Operations Research from Stanford University, MSS in Strategic Studies from the US Army War College, and a BS in Mathematics from Stanford University. Community efforts include: Director Employment Initiative Program for Missouri ESGR; mentor and judge for the Skandalaris Center for Entrepreneurial studies at Washington University and for the St. Louis Information Technology Entrepreneur Network.
Todd has extensive experience in developing analytic and predictive models for athletics and healthcare. Mr. Steussie holds an MBA from Northwestern University, Kellogg School of Management, and a B.A. in Interdisciplinary Studies, Economic Theory from University of California, Berkeley. He earned certificates in Business Management, Entrepreneurship, Negotiations, Risk Analysis and Modeling from the University of Pennsylvania, Wharton Business School. He also holds certificates in Entrepreneurship and Team Building from Harvard University, Harvard School of Business.
Eric is an Assistant Professor, Internal Medicine at Saint Louis University School of Medicine, an Assistant Professor, Health Management & Policy with St. Louis University School of Public Health, and a faculty member for the St. Louis University Center for Outcomes Research (SLUCOR). Dr. Armbrecht has previously served as Executive Director of a non-profit community health organization, Vice President of Research and Development for a diabetes technology company, Director of Health Improvement for an association of large employers and Principal of a public health research and consulting practice. Dr. Armbrecht holds a bachelor of science from the University of Notre Dame, Master of Science from Johns Hopkins University (biotechnology) and a doctor of philosophy (health services research / outcomes research) from the Saint Louis University School of Public Health. He is a board member of the St. Louis Diabetes Coalition, the advisory board for the State of Missouri Arthritis and Osteoporosis Program, Co-Principal Investigator with the Washington University Diabetes Center and Co-Chair, Education and Research Committee for the National Business Health Coalition.
Jim trained in Cardiothoracic Surgery under Dr. David Sabiston at Duke University, where he remained on the faculty as an Assistant Professor, then Associate Professor of Surgery. Jim subsequently became the first Evarts A. Graham Professor of Surgery and Chief of the Division of Cardiothoracic Surgery at Washington University School of Medicine and Barnes Hospital in St. Louis, Missouri, a position he held for 14-years. In July, 2000, he retired as the Professor and Chairman of the Department of Cardiothoracic Surgery at Georgetown University Medical Center. On July 1, 2006, Jim became the Emeritus Evarts A. Graham Professor of Surgery at Washington University School of Medicine. He has been the President of the American Association for Thoracic Surgery, Editor of the Seminars in Thoracic and Cardiovascular Surgery, Editor of Operative Techniques in Thoracic and Cardiovascular Surgery, Chairman of the Residency Review Committee for Thoracic Surgery, a Director of the American Board of Thoracic Surgery, and a member of the Surgical Study Section at the NIH. Jim is best known for his work in the field of cardiac arrhythmia surgery and the development of the Cox-Maze Procedure which is considered the “gold standard’ for the treatment of atrial fibrillation. Jim has trained many prominent surgeons in America, Europe and Asia and has served as the Guest Lecturer, Visiting Professor or Guest Surgeon over 200 times and in over 30 countries. Jim was honored in Paris, France as one of only thirty “Pioneers in Cardiothoracic Surgery” for the First 50 Years of the Specialty. In April 2005, Jim joined Dr. Michael DeBakey as only the second American cardiac surgeon ever elected into the Russian Academy of Medical Science.
Bart directs the healthcare management program at Washington University, Olin Business School in which professors from both the medical and business schools teach courses to both business and non-business majors. In addition to being an expert on healthcare economics, he also has expertise in entrepreneurship, and has directed the Hatchery™ Entrepreneurship Program at the Olin Business School. Before joining Olin, Barton was an assistant professor of economics at McGill University for five years. He has extensive expertise in and publications on evaluating surgeon performance, surgeon costs and cost volatility, and the impact of surgeon specialization on patient outcomes. He earned his PhD in Economics from Stanford University and an A.B., Economics, with honors, from University of California, Berkeley.
Greg has extensive experience in advanced technology development and production. He has managed design departments and implemented numerous start-up technical and business divisions. Greg holds five patents that cover multiple technologies and seventeen technical publications. He holds a Doctorate in Information Theory and Discrete Mathematics from the University of Southern California. He earned his Master of Business Administration with concentration in finance and operations management and Master of Finance with concentration in asset pricing and econometrics from Washington University in St. Louis, Olin School of Business. He also holds a Master of Science in Digital Communications from the University of Southern California. Greg completed his Bachelor of Science in Electronics (with a minor in economics) from the Massachusetts Institute of Technology. He is a professor of finance with St. Louis University, Cook School of Business.
Josh is both a physician and a scientist, appointed as an Assistant Professor at the Washington University School of Medicine. Josh leads a research group at the university focused on using machine learning and predictive modeling to discover new medicines and new uses for existing medicines. His specific expertise is in solving medical problems with purpose-designed machine learning and modeling methods. This builds from both his medical training and his PhD training in Computer and Information Sciences at the University California, Irvine. He is one of the few computationally trained physicians in the country. His collaborators and consulting engagements have included the Broad Institute of Harvard/MIT, Pfizer, Glaxo-Smith-Kline, and Janssen Pharmaceuticals (a subsidiary of Johnson and Johnson).
Shannon has 17 years of experience in branding, marketing, advertising and public relations. She was the Director of Marketing for Amitech Solutions and Fidelity Advisory Network. She served as the Senior Copywriter for Freestyle Interactive Advertising, an award-winning boutique advertising agency in San Francisco, where she led copywriting for accounts including Oracle, XO Communications, Sega, CBS MarketWatch, and others. She served as the Editorial and Marketing Director for AlcheMe, an online community utility that incorporated proprietary predictive analytics tools to aggregate personalized editorial content and product recommendations. In addition, Shannon worked on the Cisco Systems account management team for Goldberg, Moser, O’Neil Advertising, from the initial brand roadmap strategy development through the production and delivery of their television and print campaigns. Shannon holds a Bachelors in Journalism with a concentration in advertising from The University of Missouri, Columbia.
Pete has 10 years of experience in minimally invasive surgery. His experience in robotic surgery spans more than 7 years, most of which were spent in cardiovascular and thoracic surgery. At Intuitive Surgical, Carnegie acted as the U.S. Program Development Manager for Cardiothoracic, Head & Neck Surgery. There, he refined, implemented, and supervised the clinical pathway for converting the Cleveland Clinic—the number one cardiac program in the country--to robotic mitral valve repair. He also helped launch other prestigious programs such as the robotic thoracic program at the University of Alabama, Birmingham and refined and promoted the robotic aortic valve procedure featuring percutaneous and transapical valve technologies applied robotically through a port-only approach. As Cardiothoracic Sales Manager, Pete managed MIS robotic cardiothoracic surgeons in the entire eastern US and trained, developed and evaluated sales reps and sales managers in the cardiothoracic specialty. Support clinical teams during advanced cardiothoracic procedures achieving status as number one territory in the world in robotic mitral valve procedures. Prior to Intuitive, he worked at Ethicon Endo-Surgery, a Johnson and Johnson company. Awarded the Douglas McArthur Leadership Award as the 1st Regimental Commander, Pete graduated with an undergraduate degree from the U.S. Military Academy at West Point as a Pre-Med major. He went on to serve his country as an Armor Officer in three tours in the Balkans: two consecutive tours in Bosnia and one in Kosovo. A decorated veteran, he holds the distinction of being the only Armor lieutenant in the history of the Armor Branch to earn the Order of St. Maurice, the Patron Saint of the Infantry.
Krishna is the principal architect for PotentiaMED’s intelligence tools, service line dashboards and quality measures. Krishna has over 15 years of experience developing and deploying information management, data warehousing, business intelligence (BI), performance management, planning budgeting and forecasting solutions for a wide variety of Fortune 500 clients. He was previously engaged with EDS where he was inducted into the eminent EDS Top Gun program, representing the top 2% of its talent pool. Krishna received his bachelor’s degree in Computer Science from Madras University, India and holds numerous technology certifications in IBM Cognos and TM1.