32. his inc_-_part_3
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Under new leadership from Bill Brehm, HIS Inc made progress in completing modules but struggled with cash flow issues due to wavering public investor confidence. In 1987, HIS Inc declared bankruptcy. George Weinberger acquired the software and founded American Healthware in 1988 with former HIS Inc colleagues, concentrating on the NYC market. Led by Joe Smith, American Healthware found success with their "Eagle" software which addressed NYC's complex billing regulations. They gained major NYC hospital clients. In 1997, before being acquired by Siemens, SMS bought American Healthware for $68.91 million, recognizing the value of the Eagle software still used today in NY hospitals.
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32. minis his inc - part 3
1. The document discusses the history of the company HIS Inc. which was founded in 1978 but later declared bankruptcy in 1987 due to delays in software development and cash flow issues.
2. After the bankruptcy, George Weinberger acquired the software and founded American Healthware in 1988 focusing only on the New York City market.
3. Led by Joe Smith, American Healthware was successful in New York, signing major hospitals as clients. In 1997, SMS bought American Healthware for $68.91 million, acquiring its client base and software.
66. dick schopp(1)
Dick Schopp, a pioneer in the healthcare IT industry, passed away. He worked in data processing in the 1960s and helped implement some of the first hospital computer systems. Schopp then had a successful sales career at multiple companies, known for his client-focused approach. Later he founded his own consulting firm and continued working in the industry until his retirement. Schopp is remembered fondly by his peers for his integrity, work ethic, and contributions to healthcare IT over several decades.
46. clini com_part_3
CliniCom was an early pioneer in mobile clinical computing, developing some of the first handheld devices for nurses in the 1980s. They created an integrated solution including mobile terminals, a wireless network, and barcode scanning when these technologies did not yet exist. While initially challenging to implement, their systems provided major benefits to nursing workflow and medication administration. CliniCom grew successfully over the years before eventually being acquired by HBOC to form the basis of their clinical software suite. Former CliniCom employee Marjorie Rodell recalls her time at the company and contributions they made as innovators in healthcare IT.
49. jack tramiel
Jack Tramiel was a pioneering microcomputer CEO who co-founded Commodore and later saved Atari. He was born in Poland in 1929 and survived the Holocaust as a child, witnessing atrocities. After immigrating to the US, he started his own typewriter business and later expanded into calculators and microcomputers. He helped popularize home computing through Commodore's PET and Commodore 64 models, selling over 20 million units. Though he had a ruthless management style, he played a key role in bringing computing to the masses. Tramiel passed away in 2012 and his legacy includes making computing accessible and helping launch entire industries.
38. micro revolution
The document discusses the rise of microcomputers in healthcare in the 1980s. It describes how early microcomputers like the Altair 8800 and Apple I laid the foundations, and how the IBM PC's 1981 launch legitimized microcomputers. PCs started being used individually in hospital finance and ancillary departments using software like VisiCalc. Early hospital PC products included a cost report system. The IBM PC quickly dominated the market according to surveys. The document outlines how PCs were incorporated into hospital information systems, including for bedside use and ancillary department systems, paving the way for electronic health records.
37. his xmas
Jim agreed to Vince's idea of being roasted at the company Christmas party. During the roast, speakers insulted Jim about things like always calling meetings on Fridays. When it was Jim's turn, he effectively roasted each speaker back, including using the nastiest insults Vince had originally suggested for others against Vince himself. The party reflected the culture of vendors celebrating Christmas with humor and bonding despite business pressures.
47. med take_part_1
PTI developed an early portable electronic thermometer called SURVALENT in the 1970s, which was later sold to Johnson & Johnson. PTI then created MedTake, one of the first bedside terminals for nurses to enter patient data using a simplified keyboard. MedTake connected to an IBM PC server and printer. It aimed to improve data legibility over handwritten charts. However, PTI struggled financially to sell MedTake to hospitals. It eventually sold MedTake to another startup company.
14. mini revolution
The document discusses the rise of minicomputers in the 1970s-1980s as the third epoch in the history of healthcare information systems (HIS). Minicomputers were much smaller and less expensive than mainframes, making HIS affordable for medium and small hospitals for the first time. Pioneering vendors developed pre-packaged "turnkey" clinical software for minicomputers, including order entry and results reporting. Many minicomputer manufacturers like Digital Equipment Corporation (DEC), Data General, Hewlett-Packard, and Four Phase helped drive adoption in the HIS field during this period. While lower cost, the variety of proprietary platforms created challenges for hospitals.
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32. minis his inc - part 3
1. The document discusses the history of the company HIS Inc. which was founded in 1978 but later declared bankruptcy in 1987 due to delays in software development and cash flow issues.
2. After the bankruptcy, George Weinberger acquired the software and founded American Healthware in 1988 focusing only on the New York City market.
3. Led by Joe Smith, American Healthware was successful in New York, signing major hospitals as clients. In 1997, SMS bought American Healthware for $68.91 million, acquiring its client base and software.
66. dick schopp(1)
Dick Schopp, a pioneer in the healthcare IT industry, passed away. He worked in data processing in the 1960s and helped implement some of the first hospital computer systems. Schopp then had a successful sales career at multiple companies, known for his client-focused approach. Later he founded his own consulting firm and continued working in the industry until his retirement. Schopp is remembered fondly by his peers for his integrity, work ethic, and contributions to healthcare IT over several decades.
46. clini com_part_3
CliniCom was an early pioneer in mobile clinical computing, developing some of the first handheld devices for nurses in the 1980s. They created an integrated solution including mobile terminals, a wireless network, and barcode scanning when these technologies did not yet exist. While initially challenging to implement, their systems provided major benefits to nursing workflow and medication administration. CliniCom grew successfully over the years before eventually being acquired by HBOC to form the basis of their clinical software suite. Former CliniCom employee Marjorie Rodell recalls her time at the company and contributions they made as innovators in healthcare IT.
49. jack tramiel
Jack Tramiel was a pioneering microcomputer CEO who co-founded Commodore and later saved Atari. He was born in Poland in 1929 and survived the Holocaust as a child, witnessing atrocities. After immigrating to the US, he started his own typewriter business and later expanded into calculators and microcomputers. He helped popularize home computing through Commodore's PET and Commodore 64 models, selling over 20 million units. Though he had a ruthless management style, he played a key role in bringing computing to the masses. Tramiel passed away in 2012 and his legacy includes making computing accessible and helping launch entire industries.
38. micro revolution
The document discusses the rise of microcomputers in healthcare in the 1980s. It describes how early microcomputers like the Altair 8800 and Apple I laid the foundations, and how the IBM PC's 1981 launch legitimized microcomputers. PCs started being used individually in hospital finance and ancillary departments using software like VisiCalc. Early hospital PC products included a cost report system. The IBM PC quickly dominated the market according to surveys. The document outlines how PCs were incorporated into hospital information systems, including for bedside use and ancillary department systems, paving the way for electronic health records.
37. his xmas
Jim agreed to Vince's idea of being roasted at the company Christmas party. During the roast, speakers insulted Jim about things like always calling meetings on Fridays. When it was Jim's turn, he effectively roasted each speaker back, including using the nastiest insults Vince had originally suggested for others against Vince himself. The party reflected the culture of vendors celebrating Christmas with humor and bonding despite business pressures.
47. med take_part_1
PTI developed an early portable electronic thermometer called SURVALENT in the 1970s, which was later sold to Johnson & Johnson. PTI then created MedTake, one of the first bedside terminals for nurses to enter patient data using a simplified keyboard. MedTake connected to an IBM PC server and printer. It aimed to improve data legibility over handwritten charts. However, PTI struggled financially to sell MedTake to hospitals. It eventually sold MedTake to another startup company.
14. mini revolution
The document discusses the rise of minicomputers in the 1970s-1980s as the third epoch in the history of healthcare information systems (HIS). Minicomputers were much smaller and less expensive than mainframes, making HIS affordable for medium and small hospitals for the first time. Pioneering vendors developed pre-packaged "turnkey" clinical software for minicomputers, including order entry and results reporting. Many minicomputer manufacturers like Digital Equipment Corporation (DEC), Data General, Hewlett-Packard, and Four Phase helped drive adoption in the HIS field during this period. While lower cost, the variety of proprietary platforms created challenges for hospitals.
6. 60 s_mainframes
The document describes hospital mainframe computers in the 1960s. The first true hospital computers were large IBM mainframes that took up entire rooms and were often located in basements. They had magnetic core memory of around 64 thousand bytes and used punch cards for input/output. A typical mainframe installation in the 1960s had around 10 staff including operators, keypunchers, and programmers writing in COBOL. Storage was via magnetic tapes. The document provides an example of the mainframe shop at Perth Amboy General Hospital in 1967, which had an IBM 1401 then 1440 and later a Model 360 mainframe. Mainframe software was often provided free by vendors like IBM to facilitate hardware sales and hospitals customized it for their needs
36. consultants part_4
This document discusses the history and growth of outsourcing in healthcare IT. It describes how outsourcing allowed consulting firms like Superior and ACS to significantly increase their revenue by taking over hospital IT departments. Outsourcing became popular in the 1990s and spurred the growth of large consulting firms through acquisitions. Today, some of the largest HIS vendors and consulting firms generate billions in annual revenue, partly through IT outsourcing and system implementations. The document cautions hospitals to carefully consider a consulting firm's qualifications and potential conflicts of interest when engaging them for projects.
27. js data_part_2
This document summarizes the history of the healthcare IT company JS/Data. It discusses how JS/Data was acquired by Baxter in 1984 along with another company, DCC, to expand Baxter's healthcare IT offerings. It then describes how Baxter and IBM partnered to form IBAX in 1989, and how IBAX was later acquired by HBOC in 1994, integrating JS/Data's products into HBOC's existing offerings. The document also provides brief biographies of some of the key people involved with JS/Data, including its founder John Sacco, and notes that Sacco now works at UCLA.
40. hmds _part_2
Frank Poggio founded Health Micro Data Systems (HMDS) in the 1980s. Using Allan Sprau's MetaFile database and programming language on IBM PCs connected via Novell's NetWare networking system, HMDS developed a full hospital information system for small hospitals. By 1992, HMDS had installed its system in over 120 small hospitals across the US and Puerto Rico. In 1992, HMDS merged with Citation, another pioneering clinical system vendor. Citation was later acquired by Cerner. Some HMDS hospitals continued using the system into the 2000s.
39 a. bill_corum
Bill Corum, a Vice President at McDonnell-Douglas Automation Company, passed away at his home in California. He had a long and distinguished career in the HIS (Healthcare Information Systems) industry, starting as an engineering draftsman in 1957 and advancing to various leadership roles over 30 years. He was described as highly intelligent, a great leader, hard working, and always willing to help others. After leaving McDonnell-Douglas, he joined a consulting firm with a former colleague and helped many hospitals with Y2K issues until his retirement in the mid-2000s. He will be fondly remembered for his positive attitude and contributions to the HIS field over many decades.
28. computer synergy_part_1
This document discusses the history of the company Computer Synergy, Inc., which was formed in the 1970s by Tom Culligan in Oakland, CA. Computer Synergy's systems ran on DEC's popular line of VAX minicomputers. In the late 1970s and early 1980s, Computer Synergy saw early sales success by offering integrated clinical and financial applications on these systems. At this time, larger shared systems companies like SMS and McAuto were struggling to maintain market share, so they pursued strategies of both building mini systems in-house and acquiring successful mini-based vendors, with Computer Synergy being one of the early acquisitions by SMS.
15. turnkey mini_software_pioneers
- McAuto (later McKesson) developed the first hospital software called HDC to run on minicomputers and automate order entry and results reporting, making mainframe solutions more affordable. However, some felt a Four Phase minicomputer alone could do the job without a larger DEC PDP mini.
- Walt Huff and others left McAuto to form their own company called HBO and developed the MedPro software to run on a Four Phase mini. MedPro saw great success in smaller community hospitals.
- MedPro's pricing model of bundling hardware, software, and implementation into one upfront price helped drive more revenue for HBO compared to shared systems, fueling HBO
50. med take_part_3
Vince Ciotti was recruited to head up sales for MedTake, a bedside nursing documentation system. He joined in 1986 with high hopes but faced challenges selling the new system. After some initial pilot sites, larger prospects did not convert to full implementations. Independent studies of MedTake's benefits were also inconclusive. While they sold some systems, Ciotti and his team could not deliver significant sales. In 1987, Ciotti was let go from MedTake. He later found a new job opportunity starting a healthcare consulting firm that has now been in business for 25 years.
33. consultants part_1
This document discusses the history of healthcare information systems (HIS) consulting firms through four epochs: the 1970s dominated by the "Big Eight" accounting firms; the 1980s rise of boutique firms; the 1990s rise of large consulting giants; and the 2000s of mergers and consolidations. It provides examples of some of the early pioneering consulting firms and individuals from each epoch. The Big Eight firms initially dominated the HIS consulting field due to their close client relationships from auditing work. Over time, this led some to question whether their recommendations were truly objective.
87. meditech part 5
1) In 1993, Brooks Memorial Hospital issued a request for information to leading healthcare information systems vendors to evaluate which system to select. Meditech scored highly based on criteria like stability, presence in New York, costs, and existing clients of similar size and needs.
2) Meditech received the highest scores of the six shortlisted vendors after onsite demonstrations and reference calls to existing clients. It also had the strongest user manuals.
3) In the final vote by Brooks' departments, Meditech overwhelmingly won, capturing 29 out of a possible 30 points across departments. This led the hospital to select Meditech without conducting remaining stages of evaluation.
69. quadra med compucare
Ron Aprahamian acquired Compucare in the 1970s and switched it from a mainframe to a minicomputer platform using Meditech's MIIS system. Compucare grew rapidly and went public, attracting acquisition by Baxter-Travenol. Ron later reacquired Compucare from IBAX and rebranded it as Affinity, an open system written in UNIX. In the late 1990s, QuadraMed acquired Compucare and continues running Affinity today in many hospitals. Ron had a successful career acquiring and turning around several healthcare IT companies before retiring.
65. keane 4 infostat
INFOSTAT was formed in the 1980s by hospital IT veterans to provide a financial and clinical HIS running on Prime minicomputers using the PICK operating system. They later transitioned to AT&T and HP minis running UNIX as that OS grew in popularity. INFOSTAT saw success selling to over 50 small and mid-sized hospitals. In 1991, larger LIS vendor Community Health Computing acquired INFOSTAT but struggled to integrate their mismatched client bases. By 1995, CHC sold the INFOSTAT division to Keane, who did not continue INFOSTAT's HIS product line.
52. stock crashes
1) The stock price of an HIS vendor like AllScripts tells more about the company's management than the quality of its products. 2) When a stock price crashes due to missed earnings projections, the underlying clinical systems like Sunrise often remain strong. 3) For hospitals selecting an HIS system, it's more important to evaluate features, client references, and contract terms than a vendor's stock performance.
52. stock crashes
The document discusses the relationship between healthcare IT vendor stock performance and product quality. It argues that stock performance is more indicative of executive management abilities than product quality. While important for investors, clinical staff care more about system usability than stock prices. The document examines past stock crashes of healthcare IT companies like SMS, Sentry Data, and HBOC, noting their products often continued functioning well despite financial troubles.
21. sentry
This document summarizes the history of Sentry Data, an early hospital information systems company. Sentry was formed in 1980 when employees of the bankrupt DATXDATX company worked with Norwegian American Hospital to complete DATX's unfinished installation. Sentry experienced early success but struggled after going public in 1983 when the stock market declined. The company eventually had to lay off half its employees and filed for bankruptcy protection. Control Data Corporation later acquired Sentry's assets including its clients, software, and Tandem computer technology. The document discusses lessons learned about the challenges of being an early hospital IT vendor and the risks of taking a company public.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed from the creators of SHAS. Pentamation developed the Leadership Series on DEC VAX systems. In 1988, British company Ferranti acquired Pentamation's hospital and long-term care divisions. Ferranti later declared bankruptcy and sold the US operations to Keane in 1992. Keane tried to sell clients on its Threshold system. Key people from Pentamation and Ferranti, such as Dave Shor, went on to successful careers in healthcare IT and other industries.
34. consultants part_2
This document discusses the history of "boutique" consulting firms that specialized in healthcare information systems (HIS) in the 1970s and 1980s. It profiles four pioneering boutique firms: Sheldon I. Dorenfest & Associates, known for their comprehensive industry guide; The Kennedy Group founded by early HIS leader O. George Kennedy; Ron Johnson & Associates which consulted vendors; and Healthcare Management Counselors, a dominant New York firm. The document also lists many other smaller boutique firms and individual consultants from this era that specialized in the emerging HIS field.
34. consultants part_2
This document discusses the history of "boutique" consulting firms that specialized in healthcare information systems (HIS) in the 1970s and 1980s. It profiles four pioneering boutique firms: Sheldon I. Dorenfest & Associates, known for their comprehensive industry guides; The Kennedy Group founded by early HIS leader O. George Kennedy; Ron Johnson & Associates which consulted vendors; and Healthcare Management Counselors, a dominant New York firm. The document also lists many other smaller boutique firms and individual consultants from this era that specialized in the emerging HIS field.
11. sms
Shared Medical Systems (SMS) was founded in 1969 by three former IBM employees and grew to become the largest shared medical systems company, processing data for hundreds of hospitals. SMS originated from a small storefront in Bridgeport, Pennsylvania and grew rapidly due to successful sales and an ability to customize IBM's SHAS system to meet hospital needs. At its peak, SMS had over 7,000 employees and $1.2 billion in annual revenue before being acquired by Siemens for $2 billion in 2000. In total over its 40 year history, SMS generated an estimated $22 billion in revenue, transforming what began as a small startup into one of the largest healthcare IT companies.
34. consultants part 2
The document discusses the history of "boutique" consulting firms that specialized in healthcare information systems (HIS) in the 1970s and 1980s. It profiles four pioneering boutique firms: Sheldon I. Dorenfest & Associates, The Kennedy Group, Ron Johnson & Associates, and Healthcare Management Counselors. It also mentions dozens of other small boutique firms that formed during this time period to serve the growing HIS industry.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed in the 1960s that acquired Ferranti in the late 1980s. Pentamation developed the Leadership Series on DEC minis, growing to 30 hospitals before Ferranti acquired its healthcare divisions. However, Ferranti collapsed in 1993 and sold the US operations including Leadership Series to Keane. Keane tried to convert customers to its Threshold product. The summary outlines the acquisition history between these vendors over 30 years.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed in the 1960s that acquired Ferranti in the late 1980s. Pentamation developed the Leadership Series on DEC minis, growing to 30 hospitals before Ferranti acquired its healthcare divisions. However, Ferranti collapsed in 1993 and sold the US operations including Leadership Series to Keane. Keane tried to convert customers to its Threshold product. Key people like Dave Shor had illustrious careers before and after HIS. Next week will cover Keane's acquisition of Infostat.
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6. 60 s_mainframes
The document describes hospital mainframe computers in the 1960s. The first true hospital computers were large IBM mainframes that took up entire rooms and were often located in basements. They had magnetic core memory of around 64 thousand bytes and used punch cards for input/output. A typical mainframe installation in the 1960s had around 10 staff including operators, keypunchers, and programmers writing in COBOL. Storage was via magnetic tapes. The document provides an example of the mainframe shop at Perth Amboy General Hospital in 1967, which had an IBM 1401 then 1440 and later a Model 360 mainframe. Mainframe software was often provided free by vendors like IBM to facilitate hardware sales and hospitals customized it for their needs
36. consultants part_4
This document discusses the history and growth of outsourcing in healthcare IT. It describes how outsourcing allowed consulting firms like Superior and ACS to significantly increase their revenue by taking over hospital IT departments. Outsourcing became popular in the 1990s and spurred the growth of large consulting firms through acquisitions. Today, some of the largest HIS vendors and consulting firms generate billions in annual revenue, partly through IT outsourcing and system implementations. The document cautions hospitals to carefully consider a consulting firm's qualifications and potential conflicts of interest when engaging them for projects.
27. js data_part_2
This document summarizes the history of the healthcare IT company JS/Data. It discusses how JS/Data was acquired by Baxter in 1984 along with another company, DCC, to expand Baxter's healthcare IT offerings. It then describes how Baxter and IBM partnered to form IBAX in 1989, and how IBAX was later acquired by HBOC in 1994, integrating JS/Data's products into HBOC's existing offerings. The document also provides brief biographies of some of the key people involved with JS/Data, including its founder John Sacco, and notes that Sacco now works at UCLA.
40. hmds _part_2
Frank Poggio founded Health Micro Data Systems (HMDS) in the 1980s. Using Allan Sprau's MetaFile database and programming language on IBM PCs connected via Novell's NetWare networking system, HMDS developed a full hospital information system for small hospitals. By 1992, HMDS had installed its system in over 120 small hospitals across the US and Puerto Rico. In 1992, HMDS merged with Citation, another pioneering clinical system vendor. Citation was later acquired by Cerner. Some HMDS hospitals continued using the system into the 2000s.
39 a. bill_corum
Bill Corum, a Vice President at McDonnell-Douglas Automation Company, passed away at his home in California. He had a long and distinguished career in the HIS (Healthcare Information Systems) industry, starting as an engineering draftsman in 1957 and advancing to various leadership roles over 30 years. He was described as highly intelligent, a great leader, hard working, and always willing to help others. After leaving McDonnell-Douglas, he joined a consulting firm with a former colleague and helped many hospitals with Y2K issues until his retirement in the mid-2000s. He will be fondly remembered for his positive attitude and contributions to the HIS field over many decades.
28. computer synergy_part_1
This document discusses the history of the company Computer Synergy, Inc., which was formed in the 1970s by Tom Culligan in Oakland, CA. Computer Synergy's systems ran on DEC's popular line of VAX minicomputers. In the late 1970s and early 1980s, Computer Synergy saw early sales success by offering integrated clinical and financial applications on these systems. At this time, larger shared systems companies like SMS and McAuto were struggling to maintain market share, so they pursued strategies of both building mini systems in-house and acquiring successful mini-based vendors, with Computer Synergy being one of the early acquisitions by SMS.
15. turnkey mini_software_pioneers
- McAuto (later McKesson) developed the first hospital software called HDC to run on minicomputers and automate order entry and results reporting, making mainframe solutions more affordable. However, some felt a Four Phase minicomputer alone could do the job without a larger DEC PDP mini.
- Walt Huff and others left McAuto to form their own company called HBO and developed the MedPro software to run on a Four Phase mini. MedPro saw great success in smaller community hospitals.
- MedPro's pricing model of bundling hardware, software, and implementation into one upfront price helped drive more revenue for HBO compared to shared systems, fueling HBO
50. med take_part_3
Vince Ciotti was recruited to head up sales for MedTake, a bedside nursing documentation system. He joined in 1986 with high hopes but faced challenges selling the new system. After some initial pilot sites, larger prospects did not convert to full implementations. Independent studies of MedTake's benefits were also inconclusive. While they sold some systems, Ciotti and his team could not deliver significant sales. In 1987, Ciotti was let go from MedTake. He later found a new job opportunity starting a healthcare consulting firm that has now been in business for 25 years.
33. consultants part_1
This document discusses the history of healthcare information systems (HIS) consulting firms through four epochs: the 1970s dominated by the "Big Eight" accounting firms; the 1980s rise of boutique firms; the 1990s rise of large consulting giants; and the 2000s of mergers and consolidations. It provides examples of some of the early pioneering consulting firms and individuals from each epoch. The Big Eight firms initially dominated the HIS consulting field due to their close client relationships from auditing work. Over time, this led some to question whether their recommendations were truly objective.
87. meditech part 5
1) In 1993, Brooks Memorial Hospital issued a request for information to leading healthcare information systems vendors to evaluate which system to select. Meditech scored highly based on criteria like stability, presence in New York, costs, and existing clients of similar size and needs.
2) Meditech received the highest scores of the six shortlisted vendors after onsite demonstrations and reference calls to existing clients. It also had the strongest user manuals.
3) In the final vote by Brooks' departments, Meditech overwhelmingly won, capturing 29 out of a possible 30 points across departments. This led the hospital to select Meditech without conducting remaining stages of evaluation.
69. quadra med compucare
Ron Aprahamian acquired Compucare in the 1970s and switched it from a mainframe to a minicomputer platform using Meditech's MIIS system. Compucare grew rapidly and went public, attracting acquisition by Baxter-Travenol. Ron later reacquired Compucare from IBAX and rebranded it as Affinity, an open system written in UNIX. In the late 1990s, QuadraMed acquired Compucare and continues running Affinity today in many hospitals. Ron had a successful career acquiring and turning around several healthcare IT companies before retiring.
65. keane 4 infostat
INFOSTAT was formed in the 1980s by hospital IT veterans to provide a financial and clinical HIS running on Prime minicomputers using the PICK operating system. They later transitioned to AT&T and HP minis running UNIX as that OS grew in popularity. INFOSTAT saw success selling to over 50 small and mid-sized hospitals. In 1991, larger LIS vendor Community Health Computing acquired INFOSTAT but struggled to integrate their mismatched client bases. By 1995, CHC sold the INFOSTAT division to Keane, who did not continue INFOSTAT's HIS product line.
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Similar to 32. his inc_-_part_3
52. stock crashes
1) The stock price of an HIS vendor like AllScripts tells more about the company's management than the quality of its products. 2) When a stock price crashes due to missed earnings projections, the underlying clinical systems like Sunrise often remain strong. 3) For hospitals selecting an HIS system, it's more important to evaluate features, client references, and contract terms than a vendor's stock performance.
52. stock crashes
The document discusses the relationship between healthcare IT vendor stock performance and product quality. It argues that stock performance is more indicative of executive management abilities than product quality. While important for investors, clinical staff care more about system usability than stock prices. The document examines past stock crashes of healthcare IT companies like SMS, Sentry Data, and HBOC, noting their products often continued functioning well despite financial troubles.
21. sentry
This document summarizes the history of Sentry Data, an early hospital information systems company. Sentry was formed in 1980 when employees of the bankrupt DATXDATX company worked with Norwegian American Hospital to complete DATX's unfinished installation. Sentry experienced early success but struggled after going public in 1983 when the stock market declined. The company eventually had to lay off half its employees and filed for bankruptcy protection. Control Data Corporation later acquired Sentry's assets including its clients, software, and Tandem computer technology. The document discusses lessons learned about the challenges of being an early hospital IT vendor and the risks of taking a company public.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed from the creators of SHAS. Pentamation developed the Leadership Series on DEC VAX systems. In 1988, British company Ferranti acquired Pentamation's hospital and long-term care divisions. Ferranti later declared bankruptcy and sold the US operations to Keane in 1992. Keane tried to sell clients on its Threshold system. Key people from Pentamation and Ferranti, such as Dave Shor, went on to successful careers in healthcare IT and other industries.
34. consultants part_2
This document discusses the history of "boutique" consulting firms that specialized in healthcare information systems (HIS) in the 1970s and 1980s. It profiles four pioneering boutique firms: Sheldon I. Dorenfest & Associates, known for their comprehensive industry guide; The Kennedy Group founded by early HIS leader O. George Kennedy; Ron Johnson & Associates which consulted vendors; and Healthcare Management Counselors, a dominant New York firm. The document also lists many other smaller boutique firms and individual consultants from this era that specialized in the emerging HIS field.
34. consultants part_2
This document discusses the history of "boutique" consulting firms that specialized in healthcare information systems (HIS) in the 1970s and 1980s. It profiles four pioneering boutique firms: Sheldon I. Dorenfest & Associates, known for their comprehensive industry guides; The Kennedy Group founded by early HIS leader O. George Kennedy; Ron Johnson & Associates which consulted vendors; and Healthcare Management Counselors, a dominant New York firm. The document also lists many other smaller boutique firms and individual consultants from this era that specialized in the emerging HIS field.
11. sms
Shared Medical Systems (SMS) was founded in 1969 by three former IBM employees and grew to become the largest shared medical systems company, processing data for hundreds of hospitals. SMS originated from a small storefront in Bridgeport, Pennsylvania and grew rapidly due to successful sales and an ability to customize IBM's SHAS system to meet hospital needs. At its peak, SMS had over 7,000 employees and $1.2 billion in annual revenue before being acquired by Siemens for $2 billion in 2000. In total over its 40 year history, SMS generated an estimated $22 billion in revenue, transforming what began as a small startup into one of the largest healthcare IT companies.
34. consultants part 2
The document discusses the history of "boutique" consulting firms that specialized in healthcare information systems (HIS) in the 1970s and 1980s. It profiles four pioneering boutique firms: Sheldon I. Dorenfest & Associates, The Kennedy Group, Ron Johnson & Associates, and Healthcare Management Counselors. It also mentions dozens of other small boutique firms that formed during this time period to serve the growing HIS industry.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed in the 1960s that acquired Ferranti in the late 1980s. Pentamation developed the Leadership Series on DEC minis, growing to 30 hospitals before Ferranti acquired its healthcare divisions. However, Ferranti collapsed in 1993 and sold the US operations including Leadership Series to Keane. Keane tried to convert customers to its Threshold product. The summary outlines the acquisition history between these vendors over 30 years.
64. keane 3 pentamation
Doug Abel provided background on Pentamation, a pioneering HIS vendor formed in the 1960s that acquired Ferranti in the late 1980s. Pentamation developed the Leadership Series on DEC minis, growing to 30 hospitals before Ferranti acquired its healthcare divisions. However, Ferranti collapsed in 1993 and sold the US operations including Leadership Series to Keane. Keane tried to convert customers to its Threshold product. Key people like Dave Shor had illustrious careers before and after HIS. Next week will cover Keane's acquisition of Infostat.
71. quadra med part 3
1) QuadraMed's accounting firm, Arthur Andersen, collapsed after the Enron scandal, leaving QuadraMed without audited financial reports required for public companies. This caused QuadraMed's stock to plummet and negatively impacted sales.
2) Under new leadership, QuadraMed recovered by acquiring medical records companies and focusing on niche areas like coding. It eventually regained listing on the stock exchange.
3) However, QuadraMed's original Affinity system could not keep up with demands for EMR and CPOE capabilities. New leadership acquired a new system from Misys to replace Affinity and address these issues.
69. quadra med compucare
1) Ron Aprahamian acquired Compucare in the 1970s and switched its platform from mainframes to minicomputers using Meditech's proprietary MUMPS-based system.
2) Under Aprahamian's leadership, Compucare grew rapidly, went public, and was acquired by Baxter for $40 million.
3) Aprahamian later reacquired Compucare's products for $7 million and renamed it Affinity, developing it into an "open system" that could run on multiple hardware platforms.
4) By the late 1990s, Compucare had over 100 Affinity installations and $100 million in revenue when it was acquired by QuadraMed, the
97 epic part 3
This document summarizes Epic's growth from a small startup to a major healthcare IT vendor. It describes how Epic took a non-traditional approach to sales and marketing, focusing on developing relationships with customers rather than aggressive promotions. Early on, Epic grew slowly as it developed its product portfolio. Notable milestones included name changes in the 1980s, expanding into new markets and applications in the 1990s, and growing its employee base. Epic saw major success by allowing customers to freely interact with staff instead of highly-scripted sales presentations. This grassroots approach helped win deals with large healthcare systems like Kaiser Permanente. The document concludes by showing Epic's steady growth in customer base over decades that resulted from this non-tra
30. his inc_-_part_1
This document provides a 3-part summary of the early history of Healthcare Information Systems (HIS) Inc., a company that began in 1978 developing healthcare software for minicomputers and later ported their software to run on IBM mainframes. It describes how HIS had early success with their long-term care software, then expanded into acute care software. It outlines their process of translating their code from BASIC to the PL/1 programming language to run on IBM mainframes. The summary concludes by introducing an incompetent new marketing director who nearly sank the company through poor management.
30. his inc_-_part_1
This document provides a 3-part summary of the early history of Healthcare Information Systems (HIS) Inc., a company that began in 1978 developing healthcare software for minicomputers but ambitious grew to target the larger mainframe market dominated by IBM. The summary is:
HIS Inc. was founded in Brooklyn, NY by Barry Septimus and George Weinberger to develop a long-term care software system for Quantel minicomputers using BASIC. They found early success with over 20 installations. As hospitals asked for acute care features, George's programmers expanded the system. To target larger hospitals, they rewrote the software to run on IBM mainframes using PL/1, believing a translation program could convert much
35. consultants part_3
Rich Helppie, a former employee of a failed HIS vendor, started his own IBM consulting firm called Superior Consultants in 1984. The firm specialized in IBM mainframe and mini computer consulting. Superior Consultants experienced tremendous growth, eventually employing over 1,400 people with annual revenues of $149 million serving 3,000 clients across all 50 states. In 2004, Superior Consultants was sold to competitor ACS for $95 million. The next episode will explore how Superior Consultants was able to achieve this level of growth and who ACS was.
Cerner Part 3
Cerner began as PGI in 1979 and changed its name in 1984 after hiring advertising executives to come up with a new name. They chose "Cerner", which comes from Latin and other languages meaning things like "to discern" and "to blossom". In 1986, Cerner went public with its IPO, allowing initial investors to profit and increasing confidence in the company. By going public, Cerner was able to extend stock options to employees to share in the company's success. Cerner's stock has grown tremendously since its IPO, demonstrating the company's strong financial performance over the decades.
20. saint
Larry Ferguson became president of System Associates Inc. (SAI) in 1985 and led its rapid growth from $5M annual revenue to $50M. SAI created the SAINT hospital information system, initially running on obscure Point Four hardware. American Express later acquired SAI and renamed it FDC, using it to acquire other HIS vendors like McAuto and Gerber-Alley. HBOC eventually acquired FDC and several of its products, rebranding SAINT as Paragon. Though early Paragon adopters faced challenges, McKesson later saved the product which is now one of the most successful small hospital HIS platforms.
97. epic part 3
This document summarizes Epic's growth from a small startup to a major healthcare IT vendor. It describes how Epic took a non-traditional approach to sales and marketing, focusing on developing relationships with customers rather than aggressive promotions. Early on, Epic prioritized building out its software capabilities. By allowing potential customers to freely discuss the system and meeting with programmers rather than executives, Epic differentiated itself from competitors. This approach contributed to Epic gaining major customers like Kaiser Permanente and becoming the dominant vendor it is today.
Biz quiz finals, Tryst IIT Delhi
Quiz hosted and organised by DMS, IIT Delhi along with the Economics club, IIT Delhi.
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2. 2017 Macro Vendors
This document discusses the top 10 healthcare IT vendors by 2016 revenue. It focuses on the high-end vendors with over $1.5 billion in revenue that primarily target large hospitals of 300+ beds. Cerner maintained the #1 spot with around $5 billion in revenue, an 8% increase over 2015. Epic was #2 with $2.5 billion in revenue, up 23%. Allscripts was #3 with $1.5 billion, a 12% increase. McKesson dropped to #4 with around $1.5 billion in revenue from its IT division, a 50% decline from selling off parts of its business. The document outlines recent developments and future prospects for each of these top vendors.
1. 2017 Top 10 HIS vendors
This document summarizes the top 10 healthcare IT vendors by revenue in 2016. Cerner surpassed Epic as the number one vendor by revenue for the third year in a row. McKesson sold off around half of its EIS division. Meditech saw declining revenue for the fourth year in a row. The document also notes acquisitions and name changes among vendors over the past year and provides historical revenue figures for the top 10 vendors over the past 20 years.
112. mckesson part 1 intro
This document provides an overview of McKesson and its history as a healthcare IT vendor. It discusses:
1. McKesson's 2012 annual revenue of $3.2 billion making it the largest healthcare IT vendor.
2. A brief history of McKesson dating back to 1833 and its numerous acquisitions over the years that contributed to its growth, including founding company HBO in 1973.
3. HBO's own history of acquisitions and mergers that expanded its product offerings, and its eventual acquisition by McKesson in 1999 in one of the largest deals in healthcare IT history.
4. An outline of upcoming episodes that will provide more depth on McKesson/
115. mc k part 4 hboc
HBOC continued expanding its product line in the late 1970s and 1980s through both internal development and acquisitions. This included developing a financial system called IFAS on HP3000 minicomputers. In 1981, HBOC acquired Medical Data Corporation, founded by pioneer Ralph Korpman, and its LIS system ClinPro. Major acquisitions in 1985 included consulting firm Amherst Associates and mainframe software vendor Mediflex, greatly increasing HBOC's size and capabilities. By the late 1980s, HBOC had become the second largest healthcare IT company through its range of systems across different hardware platforms.
114. mc k part 3 hbo
H.I.S.-tory podcast episode #114 provides a history of McKesson and profiles Dan La Benne, one of the earliest employees of HBO. La Benne recalls attending training classes with Vince Ciotti in the 1970s and describes leaving SMS to join HBO as its 14th employee. The episode details how HBO was founded in 1973 by Walt Huff, Bruce Barrington, and Dick Rezabek and their first product MEDPRO, which was popular among small and mid-sized hospitals. HBO experienced rapid growth, requiring loans to fund expansion. The episode closes with an anecdote about name confusion between HBO and Home Box Office.
117. mc k part 6 amex
This document summarizes the history of healthcare IT company acquisitions and consolidations in the 1980s-1990s that led to McKesson's formation. It details American Express's acquisitions of Systems Associates Inc. and parts of McAuto Corporation's healthcare division in the late 1980s. In 1995, HBOC acquired American Express's healthcare IT subsidiary, which included Systems Associates and the former McAuto assets. This made HBOC the largest healthcare IT vendor by revenue. The acquisitions expanded HBOC's product lines and client bases, eventually forming the foundation of what became McKesson's healthcare IT business today.
116. mc k part 5 ibax
H.I.S.-tory episode #116 provides a recap of HBOC's evolution through the 1980s and early 1990s via mergers and acquisitions that positioned it as the top healthcare information systems vendor, surpassing former leader SMS. In 1994, HBOC acquired IBAX, formed from previous mergers including DCC and JS Data, making HBOC the dominant vendor across large, medium, and small hospitals. HBOC re-branded IBAX's competing product lines as "Series" systems to integrate them. The episode teases an upcoming discussion of HBOC's second mega-merger in the 1990s involving a small HIS vendor and two large corporations attempting to expand into
120. mckesson part 8 deal
The document summarizes a large merger and acquisition deal between McKesson and HBOC that set a new high in financial terms at $14.5 billion but ended in scandal and bankruptcy. Key details include:
- In 1998, HBOC with $1.5 billion in revenue initially considered acquiring McKesson with $20 billion in revenue, but HBOC's stock price fell and McKesson acquired HBOC in October 1998.
- The combined company had over 2,800 hospital clients and sales to thousands of other healthcare providers and organizations.
- In 1999, an audit found major accounting problems at HBOC, the stock plummeted 50% when earnings had to be restated
118. mc k part 7 cycare
The document summarizes the acquisition of CyCare Systems by HBOC (now McKesson) in 1996. It describes CyCare's origins in Iowa in 1967 and its growth through acquisitions of other companies like MSWI in 1985. By 1995, CyCare had over 5,000 clients and $63 million in annual revenue. HBOC acquired CyCare in a stock swap deal that same year, expanding its product line and market share. The acquisition of CyCare and two other companies that soon followed made HBOC a major player in several new healthcare IT markets.
122. mckesson 10 end
McKesson's Paragon electronic health record system originated in the 1990s as an executive information system called Paragon. It was re-written in the 1990s as a client-server system to replace aging legacy systems. Early implementations struggled but subsequent releases stabilized. By the 2000s, Paragon was successfully implemented at many hospitals due to its modern Microsoft-based architecture. In a surprising decision, a merged hospital network selected Meditech over Paragon to provide system consistency for users during a challenging transition period, demonstrating a focus on the overall needs of the organization. Paragon went on to become very successful for McKesson due to its flexible, standards-based design.
119. santa letters
This document contains humorous excerpts from fictional letters written by healthcare IT vendor executives to Santa Claus with their Christmas wishes. The letters poke fun at the various vendors and their products and business situations. For example, the Epic CEO asks for another large hospital sale, the Cerner CEO says he doesn't need anything for Christmas, and the Allscripts CEO asks Santa to help them find a buyer for their pharmacy division.
113. mc k part 2 osf
The document provides an episode summary of the history of HBO, focusing on its founders Walter Huff, Bruce Barrington, and Richard Owens. It describes how Huff became frustrated with the patient accounting system at OSF Healthcare where he worked and how Barrington created the first system called CRASH. It also notes how Urban Gerber, who had previously implemented a system at OSF, helped inspire their work. The summary then discusses how CRASH and a related system called SHIS were later commercialized and acquired by McDonnell Douglas, forming the basis for HBO.
108. cerner, part 5
This document provides an overview of Cerner's history from its beginnings in 1979 developing lab information systems to its current position as a leading provider of healthcare IT solutions. It discusses Cerner's development of its Health Network Architecture (HNA) in the 1990s which expanded its offerings beyond labs into a full hospital information system. Key acquisitions and partnerships that helped grow Cerner's product portfolio are also summarized, as well as its ongoing growth in revenue, employees and client base both domestic and international.
107. cerner, part 4
Cerner was selected by a large Pennsylvania healthcare system for their new laboratory information system (LIS) after a thorough selection process. The selection team evaluated vendors through scored checklists during demonstrations of the systems' user interfaces. Cerner and Sunquest received the top scores. The team also reviewed user documentation, finding Cerner's to be the most comprehensive and easy to understand. Reference calls with existing users favored Cerner and Sunquest. However, site visits where end users could observe systems firsthand in different departments showed that Cerner excelled across key criteria. As a result, Cerner was determined to best meet the needs of the healthcare system for their new LIS.
106. cerner, part 3
Cerner began as PGI in 1979 and changed its name in 1984 after hiring advertising executives to come up with a new name. They chose "Cerner", which comes from Latin and other languages meaning things like "to discern" and "to blossom". In 1986, Cerner became a publicly traded company through an IPO, allowing initial investors to profit from the company's success. If someone had invested $10,000 in Cerner at its IPO, those shares would now be worth around $1.9 million due to stock splits and growth. Cerner has seen significant revenue growth over the past few decades and become a leading healthcare IT company.
105. cerner, part 2
This document summarizes the early history of Cerner, formerly known as PGI. It discusses how PGI entered the healthcare IT market in the early 1980s by developing a laboratory information system (LIS) called PathNet. PGI was able to win its first contract with St. John Medical Center in Tulsa by automating their entire lab operations with PathNet. PathNet was then implemented at three other pilot sites. This success allowed PGI to raise venture capital and begin competing with established LIS vendors at the time like Spear, BSL, and MedLab. By 1988, PGI, now known as Cerner, had grown to 72 LIS sales, ranking them 9th among LIS vendors.
104. cerner, part 1
This document provides a summary of the early history of the healthcare IT company Cerner. It describes how Cerner was founded in 1979 by Neal Patterson, Cliff Illig, and Paul Gorup under the name PGI, Inc. It details the educational and professional backgrounds of the three founders. It also discusses some of PGI's early clients in healthcare and how they began focusing on clinical systems, pioneering their PathNet product. The company would later become known as Cerner and grow to be one of the largest healthcare IT vendors.
109. cerner, part 6
This document discusses the history of the healthcare IT company Cerner, including its leadership over time. It notes that Neal Paterson has led Cerner as CEO for its entire 34-year history, providing consistency. It also discusses that Trace Devanny served as Cerner's President from 1999 to 2010 after being a successful sales representative for the company. The most recent President is Zane Burke, who took over in 2013 and faces the challenge of continuing Cerner's strong growth in revenue and employee numbers.
103. siemens, part 4
SMS developed many mini and micro-based products to complement their mainframe systems. These included ACTIon, which ran on Four Phase and DEC minis, providing front-end access to the mainframe. SMS also acquired total mini-based HIS like Allegra and MedSeries4. Additionally, SMS pioneered PC-based networks with Harmony and developed the first versions of their ancillary systems on DEC minis before moving them to client-server architectures on PCs as Novius. Today Siemens still supports many of these legacy mini and micro-based products in hundreds of customer sites.
102. siemens, part 3
This document provides a summary of the evolution of products developed and sold by Siemens over several decades, beginning with mainframe systems in the 1960s and shared systems in the 1970s. Key products mentioned include SHAS, Eagle, Independence, Invision, and Soarian. The document traces the complex evolution and numerous name changes of these products. It highlights the long lifespan of these systems, with some clients still using products decades after they were first developed and implemented. The next episode will cover clinical products developed for minicomputers and microcomputers.
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32. his inc_-_part_3
- 1. “H.I.S.-tory” by Vince Ciotti Episode # 32: HIS, Inc. Part 3 REBORN! © 2011 H.I.S. Professionals, LLC, all rights reserved
- 2. So Who Shot John? (er, rather, HIS Inc…) • Last week we got to the point where the original HIS Inc. was hurting, due to the same problems that plague many new products (think Paragon in 1996 or Soarian in 1998 – a decade before being finished!): – Late programming – no matter how many and how bright, programmers always deliver late… – Bits & pieces – when code finally comes, it’s in a series of releases and modules spread over years… – Frustrated clients warn prospective buyers not to fall for the same story they bought… – Worst – they hold back payments! No matter what the contract says, at some point, they stop writing checks and cash flow at the vendor shrivels…
- 3. Change At The Top • Like a true scumbag, I saw the handwriting on the wall and bailed out early, just not up to the challenge of all these obstacles. – Sales was just not my thing – marketing, yes, but closing deals, no. So I joined Sheldon I. Dorenfest & Associates (SIDA) and found my niche in HIS consulting, learning from the master! • Who took over after I left? Another irony in the HIS world, the same guy who seemed to be dogging my feet at both SMS and McAuto, and an earlier HIS-tory Hero from Gerber/Brehm: Bill Brehm!Bill Brehm! - One of the nicest, hardest-working and smartest guys in the business with an amazing track record of over 30 years.
- 4. So Close! • Under Bill’s tutelage, HIS Inc. made even greater strides, as more PL/1 code was translated, and modules completed. • HIS Inc. even started work on a clinical suite to compliment their excellent financials… • But even Bill’s talent and leadership couldn’t overcome the greatest challenge: Wall St.! • Like Sentry Data in Chicago, HIS Inc was publically held, and their stock rode the bull/bear roller coaster (sound familiar today?) • Prospects got nervous as the stock wavered, investors got nervous as sales declined… • The sad denouement: in 1987 HIS Inc.
- 5. A Phoenix Rises! • George Weinberger just would not give up, however, and he went to the bankruptcy auction and acquired the PL/1 software at a bargain price – who else would bid? • Corralling together the same group of Brooklyn-ites who had started HIS Inc. in 1978, he tried again in 1988! - Heshie, Gershon, Bert, Dale, Izzie, etc. • To disassociate themselves from the old firm, they named their company “American Healthware” and wisely concentrated in the NYC market only, forgetting dreams of national prominence. • To reinforce the fact that the product was finally completed this time, they named it “Eagle” and launched an ad campaign claiming: • “The Eagle Has Landed!”
- 6. Third Time’s a Charm! • Heading up sales & marketing this time around was Joe Smith, with decades of experience in HIS at: – Continental, McAuto and Systems Associates (SAI) • Hard work and chutzpah finally paid off as one large medical center in NYC after another bought Eagle due to its ability to handle NYC’s challenging third-party regulatory environment. – Remember, no “Uniform Billing” (that great oxymoron) back then – it was every intermediary for themselves, and both NY City and NY State made IP & OP billing a nightmare! – The boys from Brooklyn mastered it superbly, having one state to master, leaving the other 49 to other HIS vendors. • Their client list read like the “who’s who” in NYC: – Montefiore Hospital, NYU Medical Center, Columbia- Presbyterian, St. Lukes-Roosevelt, Mt. Sinai, etc, etc.
- 7. Forethought! • Joe’s team came up with this amazing ad – first time anyone ever used the phrase “2000” for an HIS product, about a decade before it became de rigueur in HIS circles circa Y2K. • Eagle sold so well in NYC even beat SMS’ superb sales machine often in the large hospital NYC market so close to Malvern... • So what did SMS do?
- 8. If You Can’t Beat ‘em, Buy ‘em! • Just before being bought itself by Siemens, in 1997, SMS bought American Healthware for, are you ready? Remember: – The firm went bankrupt as HIS Inc., in 1987… – Bill Brehm & I could not quite make it work… – George bought the code at a Chapter VII auction… • So how much money did George get from SMS for American Healthware just 10 years later? Read the press release yourself: – “Malvern-based Shared Medical Systems Corp. has acquired American Healthware Systems Inc. of Brooklyn, N.Y., in a stock deal valued at about $68.91 million$68.91 million. American Healthware provides financial information systems and outsourcing services to 21 of the largest hospitals in New York. Shared Medical, a $767 million provider of health information systems, will buy American Healthware in exchange for 1.25 million shares of SMS stock.” • So there you have it: a mini system morphed into a mainframe! – To this day, the “Eagle” PL/1 software still runs in dozens of NY hospitals under the Siemens banner – an amazing HIS-tory!