An APAC-wide research survey uncovering how ready our leaders and senior management are for the future of work, now. In four key areas: Technology/Innovation, The Human Touch, Strategy and Productivity. The research has driven rather challenging conclusions for greater urgency to ready our organisations and senior management for an ever more disruptive age. The paper is complete with suggested actions / first or next steps.
New Global research updated in December 2016 to help organisations build and develop leaders, managers and a workforce fit for the future. It's about preparing for the future, now.
A paper to simplify the concept of 70:20:10 learning approach and provide definitions, step by step actions and multiple options for each intervention to make your blended learning come alive for the organisation and your learners
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
An APAC-wide research survey uncovering how ready our leaders and senior management are for the future of work, now. In four key areas: Technology/Innovation, The Human Touch, Strategy and Productivity. The research has driven rather challenging conclusions for greater urgency to ready our organisations and senior management for an ever more disruptive age. The paper is complete with suggested actions / first or next steps.
New Global research updated in December 2016 to help organisations build and develop leaders, managers and a workforce fit for the future. It's about preparing for the future, now.
A paper to simplify the concept of 70:20:10 learning approach and provide definitions, step by step actions and multiple options for each intervention to make your blended learning come alive for the organisation and your learners
U-Spring: 2016 Corporate University Global Survey ResultsBPI group
Results of BPI group's 2016 global survey on corporate universities and new methods of organizational learning. Join us in reimagining the corporate university!
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
What is the main responsibilities and objectives of Learning, Training and Development in your organization? Have you ever done evaluation on the investment on it? Let's hear from the other corporates and see how they manage their learning, training and development activities!
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Measuring Impact - Tying Learning to Strategic Business OutcomesAxonify
This webinar was recorded on Mar 9th, 2016. To get the full recording please visit: http://know.axonify.com/webinar-measuring-impact
59% of organizations we recently surveyed say that they have difficulty connecting learning to business outcomes1. This is a major problem given that many L&D leaders are facing pressures to not only provide other functions with accurate, actionable data, but also to utilize data for decision-making in their own organizations.
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
Babele reinventing organizations through intrapreneurshipEmanuele Musa
Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted.
The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved.
Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization.
For more info: www.babele.co
rning & Development: Critical Elements to Achieve Success for Small and Growi...Seuss+
You will learn about the rise of learning & development programs and the impact that can be achieved within biotechs. This slide discusses the importance for Biotechs to have Learning & Development (L&D) programs, the impact of L&D for Biotechs, a practical example: the uniQure story, and why other Biotechs should follow uniQure’s steps.
Learn more about how Seuss+ can help you at our website www.seuss.plus
Linking to Excellence: best practice in university/corporate partnershipsAlan Bruce
An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
9 out of 10 L&D professionals now believe it is important to integrate learning and work more effectively and 2013 will be a pivotal year for change for the profession. We can no longer ignore the fact that organisations and individuals are expected to respond continually to change and learning professionals now have a unique opportunity to support them. This presentation, delivered by Laura Overton , Managing director of independent benchmarking company at Learning Technologies 2013 looked at the latest research from Towards Maturity with 500 organisations to explore what we can learning from top learning companies who are successfully integrating learning into the workplace .
The session considered practical ways to
• Respond faster to business change
• Increase the on-going sharing of good practice
• Improve the application of learning back at work
• Build talent and performance
• Adapt learning to individual need
You can find lauraoverton on linked in
Find out more about Towards Maturity at www.towardsmaturity.org
Download the 2012-13 Towards Maturity Benchmark Study at www.towadsmaturity.org/2012benchmark
What is the main responsibilities and objectives of Learning, Training and Development in your organization? Have you ever done evaluation on the investment on it? Let's hear from the other corporates and see how they manage their learning, training and development activities!
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
Employee Engagement Today: The Simply Irresistible OrganizationQualtrics
Though culture and engagement are often considered two sides of the same coin, each serves it’s own function. In this webinar Josh Bersin will outline how corporate culture and employee engagement work hand in hand and discuss the importance of actively measuring and monitoring both to drive business success.
Measuring Impact - Tying Learning to Strategic Business OutcomesAxonify
This webinar was recorded on Mar 9th, 2016. To get the full recording please visit: http://know.axonify.com/webinar-measuring-impact
59% of organizations we recently surveyed say that they have difficulty connecting learning to business outcomes1. This is a major problem given that many L&D leaders are facing pressures to not only provide other functions with accurate, actionable data, but also to utilize data for decision-making in their own organizations.
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
The Impact of Leadership on Creativity and Innovationinventionjournals
This article aims to identify the role of leadership in influencing creativity management and innovation management in the organization. From this point, this study tries to drive the thinking of economic companies that taking benefits from creativity and innovation requires their good management inside the company. For that the companies needs to focus on good leadership. Therefore, we are trying through this intervention to clarify the impacts of leadership on creativity and the innovation in the organization. In addition, among the most important results reached in this intervention, is that the meaning of creativity is the tendency to generate or recognize ideas, alternatives, or possibilities, and innovation is turning these new and imaginative ideas into reality to help organizations in achieving its goals. To develop creativity, the organization must have a flexible structure that ensures a good culture that the leader could provide the right climate to his employees, inspire them, and motivate them, so they could have the ability to generate artful ideas. Moreover, to apply innovation, the organization must have the culture that accept change and put leaders that could make employees feel the necessity to innovate and to do more initiatives in order to achieve organization’s goals
Babele reinventing organizations through intrapreneurshipEmanuele Musa
Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted.
The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved.
Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization.
For more info: www.babele.co
rning & Development: Critical Elements to Achieve Success for Small and Growi...Seuss+
You will learn about the rise of learning & development programs and the impact that can be achieved within biotechs. This slide discusses the importance for Biotechs to have Learning & Development (L&D) programs, the impact of L&D for Biotechs, a practical example: the uniQure story, and why other Biotechs should follow uniQure’s steps.
Learn more about how Seuss+ can help you at our website www.seuss.plus
The taste of innovation build-10 x-valuefactory-90days-master-program-brochureFlevum
Brochure The Taste of Innovation | Beyond Performance Experience
How to build your 10x-ValueFactory in 90 days (introduction)
We leven in opwindende tijden - waarin de manier waarop we met elkaar werken sterk aan het veranderen is, waarin de focus naast presteren, veel meer is gaan liggen op de mens. Leiders zijn zich meer en meer bewust dat als het hun mensen goed gaat, het ook goed gaat met de organisatie.
Uitspraken binnen deze context zijn gedaan door:
Wendy Woods - Sr. Partner Boston Consulting Group: “Smart, committed people. They are our most precious and powerful resource. And many of the innovations that people have created recently enable even more people to contribute in even more substantial ways. That’s a significant part of why I’m so optimistic about our future.”
Ed Catmull - Co-founder Pixar: “Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur.”
Of denk aan het “Growth Manifesto” initiatief van Neville Isdel (Coca-Cola) hoe terug te gaan naar “living our values”, hoe beter samen te werken en mensen te ontwikkelen om ultieme prestatie mogelijk te maken.
Bovenstaande voorbeelden schijnen hun licht over desastreuze focus op alleen presteren bij bedrijven zoals Enron, Lehman Brothers, Atari, Kodak …
Het feit dat klanten producten en/of diensten afnemen geeft aan dat er waarde wordt toegevoegd. De vraag is:
Welke waarde gaat morgen - onbewust ? - gewenst worden?
Wanneer is morgen?
Hoe maken wij contact met morgen?
Hoe creëert u uw eigen WaardeFabriek die antwoorden geeft op deze vragen?
Uw eigen WaardeFabriek?
DeWaardeFabriek gunt iedere organisatie haar eigen WaardeFabriek, waarin het gezamenlijk op zoek gaan naar EN het realiseren van de waarde voor morgen centraal staat.
Samen met DeWaardeFabriek laten wij u tijdens deze bijeenkomst proeven van de elementen die uw eigen WaardeFabriek succesvol maken. Deze elementen in deze bijeenkomst vormen onderdeel van een master-programma “How to build your 10x-ValueFactory in 90 days” dat speciaal voor Flevum-leden in januari 2016 van start gaat.
Na afloop van deze bijeenkomst gaat u naar huis met praktische inzichten die u direct in de praktijk kunt brengen.
Dit programma wordt inmiddels met succes toegepast bij o.a.:
TATA Steel
Stork
SPIE
World Class Maintenance
Slide show preview, rural values collaborative, for nmhaJoe Tye
Private PowerPoint for discussion with New Mexico Hospital Association for a project to bring the Rural Values Collaborative to critical access hospitals in that state.
Global Innovation Management - MIT ID InnovationPankaj Deshpande
Global Innovation Management is a strategy that holds vital importance for organizations around the world.
For more details, visit : https://mitidinnovation.com/recreation/global-innovation-management-definition-strategy-examples/
INNOVE is a think, engage and do tank that designs and develops processes that enable organizations, and especially businesses, to achieve their transformation to sustainable models. The future of business will belong to those who are able to adapt to the new sustainable development paradigm.
Engagement in social media integrated healthcare ACHE 2015Deb Nystrom
Presented to a three chapter group of the American College of Healthcare Executive. The MOST popular slide, that resonated strongly with the audience was the slide on the purpose (and ancient history) of blogging, and how it relates to using any of the popular platforms today: twitter, Facebook, LinkedIn, Vimeo, SnapChat, etc. The case studies, the Mayo Clinic and #UMSocial, were also useful for context on what is is achievable and how to be strategic in making a choice of how, when and why to start. Let us know what you think of the presentation, as well as your questions and interests in Social Media Integrated Healthcare.
The Not for Profit Thought and Action Group, chaired by Martyn Dicker, has been exploring employee engagement in the sector for three years and have produced a not-for-profit sector employee engagement toolkit.
The toolkit shares the findings of research involving over 40 organisations exploring engagement beyond the mission of the organisation, along with best practice advice on the measurement of engagement in the sector.
It also includes a number of case studies on the approach to engagement presented through the lens of the four enablers of engagement as first proposed by David Macleod and Nita Clarke.
Why Volunteering Programs are no longer just for Large CompaniesGaurav Bhattacharya
Employee Volunteer Programs are no longer only for large companies!
With the latest generation of cloud-based solutions, any sized company can now afford a great employee volunteering platform.
Aligning employee well-being with your cultureLimeade
Watch our webinar to learn how to take your well-being program to the next level in this panel discussion featuring Limeade Chief People Officer Dr. Laura Hamill, Exubrancy Chief Executive Officer Liz Wilkes and CultureIQ Head of Culture Strategy David Shanklin.
Nursing innovation is a fundamental source of progress for health care systems around the world. And nurses innovate to find new information and better ways of promoting health, preventing disease and better ways of care and cure
Vancouver executive briefing seminar by csr training instituteWayne Dunn
Dramatically increasing social demands are a fact of life for business today. They represent difficult challenges and exciting opportunities for industry, government, multi-lateral organizations and NGO and development leaders.
This one day event (June 24 in Vancouver) will include lectures, panel discussions and group work/case studies and role playing scenarios.
Participants will leave with more comprehensive understandings, including especially of the perspectives of other stakeholders, and an enhanced ability to lead and manage in the rapidly evolving space where business, community and government meet.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Discover tips and strategies on how to spread the impact of your research throughour your organization and how to use your insight community as a tool for collaboration.
This deck was first presented at the 2015 Vision Critical Summit.
Similar to External Impact Report July 2016 - Social Intrapreneurship for Innnocation in Health and Wellness (20)
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Ve...kevinkariuki227
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Ethanol (CH3CH2OH), or beverage alcohol, is a two-carbon alcohol
that is rapidly distributed in the body and brain. Ethanol alters many
neurochemical systems and has rewarding and addictive properties. It
is the oldest recreational drug and likely contributes to more morbidity,
mortality, and public health costs than all illicit drugs combined. The
5th edition of the Diagnostic and Statistical Manual of Mental Disorders
(DSM-5) integrates alcohol abuse and alcohol dependence into a single
disorder called alcohol use disorder (AUD), with mild, moderate,
and severe subclassifications (American Psychiatric Association, 2013).
In the DSM-5, all types of substance abuse and dependence have been
combined into a single substance use disorder (SUD) on a continuum
from mild to severe. A diagnosis of AUD requires that at least two of
the 11 DSM-5 behaviors be present within a 12-month period (mild
AUD: 2–3 criteria; moderate AUD: 4–5 criteria; severe AUD: 6–11 criteria).
The four main behavioral effects of AUD are impaired control over
drinking, negative social consequences, risky use, and altered physiological
effects (tolerance, withdrawal). This chapter presents an overview
of the prevalence and harmful consequences of AUD in the U.S.,
the systemic nature of the disease, neurocircuitry and stages of AUD,
comorbidities, fetal alcohol spectrum disorders, genetic risk factors, and
pharmacotherapies for AUD.
Flu Vaccine Alert in Bangalore Karnatakaaddon Scans
As flu season approaches, health officials in Bangalore, Karnataka, are urging residents to get their flu vaccinations. The seasonal flu, while common, can lead to severe health complications, particularly for vulnerable populations such as young children, the elderly, and those with underlying health conditions.
Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
Healthcare providers are also stressing the importance of continuing COVID-19 precautions. Wearing masks, practicing good hand hygiene, and maintaining social distancing are still crucial, especially in crowded places.
Protect yourself and your loved ones by getting vaccinated. Together, we can help keep Bangalore healthy and safe this flu season. For more information on vaccination centers and schedules, residents can visit the Karnataka Health Department’s official website or follow their social media pages.
Stay informed, stay safe, and get your flu shot today!
Prix Galien International 2024 Forum ProgramLevi Shapiro
June 20, 2024, Prix Galien International and Jerusalem Ethics Forum in ROME. Detailed agenda including panels:
- ADVANCES IN CARDIOLOGY: A NEW PARADIGM IS COMING
- WOMEN’S HEALTH: FERTILITY PRESERVATION
- WHAT’S NEW IN THE TREATMENT OF INFECTIOUS,
ONCOLOGICAL AND INFLAMMATORY SKIN DISEASES?
- ARTIFICIAL INTELLIGENCE AND ETHICS
- GENE THERAPY
- BEYOND BORDERS: GLOBAL INITIATIVES FOR DEMOCRATIZING LIFE SCIENCE TECHNOLOGIES AND PROMOTING ACCESS TO HEALTHCARE
- ETHICAL CHALLENGES IN LIFE SCIENCES
- Prix Galien International Awards Ceremony
For Better Surat #ℂall #Girl Service ❤85270-49040❤ Surat #ℂall #Girls
External Impact Report July 2016 - Social Intrapreneurship for Innnocation in Health and Wellness
1. External Impact Report July 2016
SOCIAL INTRAPRENEURSHIP FOR INNOVATIONS IN
HEALTH AND WELLNESS
2. “Social Intrapreneurship for Innovations in Health and Wellness,” is a six-week online professional development course made possible through the Making
More Health Initiative, a partnership between Ashoka and Boehringer Ingelheim and hosted by platform partner TechChange. The initiative identifies,
supports and scales innovative, entrepreneurial solutions to global health challenges in order to make more health happen for individuals, families and their
communities.
Of nearly 129 applications received, 77 participants were selected and enrolled into the course. Course applicants represented a diverse mix of public
and private sector health professionals from more than 25 different countries. This course was focused on intrapreneurship--or changemaking and
social innovation within companies -- and collaboration across sectors. Of the course participants, 40% were Boehringer Ingelheim employees, with the
remaining 60% made up of health professionals and innovators external to the company. Our aim was to create a dynamic learning environment with a
diversity of perspective.
Online engagement on the platform consisted of weekly interactive guest speakers, quizzes, featured TedX videos, readings, regular team blog posts, and
curated discussion forums. The course also consisted of two facilitators and three online staff, dedicated to guiding participant learning.
Of the 77 participants, 51% successfully completed requirements for graduation. Of end of course survey respondents, 95% reported the course as valuable
to their professional development. Participants also reported an increased understanding of Intrapreneurship and how to practice it, along with agility and
how to partner with social entrepreneurs to create new business models. Moreover, 97% of respondents indicated they were inspired to bring what they had
learned back to their daily business. Overall, the course demonstrated a new and meaningful pathway to shifting organizational mindsets towards a culture
of changemaking, identifying and developing intrapreneurial talent within corporations, and creating critical connections between public and private sector
professionals in order to foster social impact through co-creation.
EXECUTIVE SUMMARY
02
3. OVERVIEW: THE COURSE
“SOCIAL INTRAPRENEURSHIP FOR INNOVATION IN HEALTH & WELLNESS”
25 different countries represented
51% participant graduation rate, with an average of
60 points* earned.
• 40% were Boehringer Ingelheim Employees
• 60% were health professionals external to the Making more
Health Initiative
• 3 Ashoka Making More Health Fellows
April 25, 2016 - June 03, 2016
(6 weeks)
MODULE 1: The Business Case for Social Intrapreneurship
An introduction into the concept of social Intrapreneurship and real life applications
within the business world.
MODULE 2: Intrapreneurial Challenges and Opportunities
A look into the importance of defining and understanding the problem before
developing a solution.
MODULE 3: Strategies for Advancing Social Innovation Within
Your Institution
Exploring practical strategies for navigating institutional hurdles.
MODULE 4: Co-Creation Part 1- Leveraging Shared Value
Course participants discover the concept of co-creation by learning how non-profits
and businesses can work together to design products. Participants apply their new
knowledge by reviewing proposals of actual co-creation projects.
MODULE 5: Co-Creation Part 2- Idea Development and Pitching
Uncovering best practices for writing a compelling pitch.
MODULE 6: Review and Next Steps
Review and feedback course content, knowledge and revelations.
03
77 participants of which:
*Participants earn points based on their engagement with different course elements.
4. GUEST EXPERTS
Self-paced learning modules were complemented each week with a one hour live guest expert session, led by the Ashoka course
facilitators. Participants were able to ask questions of the guest experts in real time. All sessions were recorded and archived for
later viewing.
Shannon is the Director of Innovation at Vodafone
Global Enterprise, focusing on empowering global
Fortune 500 businesses to stay agile, competitive
and sustainable.
Chris White leads the Center for Positive
Organizations at the University of Michigan, which
undertakes and spreads the science of building high
performing organizations that enable people to
thrive.
Arnaud is the Co-Director of Ashoka Europe, as
well as Ashoka’s CEO in France, Belgium, and
Switzerland. Arnaud is also the head of Making
More Health, Ashoka.
As Founder and managing partner of MicroClinic
Technologies, Dr. Lantum is helping to reduce
high mortality rates in Kenya from preventable
illnesses such as malaria and measles by addressing
breakdowns in the drug supply chain. Moka is also
an Ashoka Fellow.
Elli Scarfi is an active Intrapreneur at Boehringer
Ingelheim working along side with Making More
Health Fellow Michelle Lem to explore the scaling of
the CVO model to Kansas City, the headquarters for
Boehringer Ingelheim’s animal health division.
Dr. Lem is the Founder and Director of Community
Veterinary Outreach, a Canadian based organization
which leverages the connections between
marginalized people and their pets to provide
healthcare to both. Michelle is also an Ashoka
Fellow, and a Making More Health Fellow.
Arnaud Mourot
Co-Director, Ashoka Europe
Shannon Lucas
Vodafone Global Enterprise
Chris White
Dr. Moka Lantum
University of Michigan
MicroClinic
Technologies
Elli ScarfiDr. Michelle Lem
Boehringer IngelheimCommunity Veterinary Outreach
04
5. Austria
Belgium
Brazil
Canada
China
Costa Rica
Egypt
Germany
Greece
Hongkong
India
Ireland
Kuwait
Mexico
Moldova
P.R.China
Singapore
Sudan
South Africa
Spain
The Netherlands
Uganda
United Kingdom
United States
Zambia
APPLICANTS
The course received a total of 129 applications from health professionals from more than 25 different countries.
05
WHERE WERE THE
PARTICIPANTS FROM?
APPLICANT’S YEARS OF
PROFESSIONAL EXPERIENCE
25+
10+
5 to 10
3 to 5
1 to 3
17
33
27
19
20
0 5 10 15 20 25 30 35
PARTICIPANT REASONS FOR
ENROLLING IN THE COURSE?
“I currently self-identify as a social
intrapreneur, run innovative projects,
and want to connect with other people
in the field and share experiences.”
“I am part of the MMH Core team and
would like to learn more about social
entrepreneurship. In addition, I would
like to get to know the content of the
course in order to evaluate it and further
promote it on a larger scale within BI.”
“I am very interested in strategies
and building essential skills such
as leadership, empathy, teamwork
and changemaking.”
Boehringer
Ingelheim
employee
Boehringer
Ingelheim
employee
Boehringer
Ingelheim
employee
*
6. ENGAGEMENT METRICS
NPS
Total Number
of Comments in
Discussion Forums
Changemakers
Course NPS
Average number
of comments
per participant
68861.54 18.62
On a scale from 0 to 10, how likely
are you to recommend this course
to a friend or colleague?
The Net Promoter Score is metric ranging from -100 to 100 that measures the willingness of participants to recommend an organization or company to others. It is calculated by subtracting the
percentage of detractors from promoters. For this course, 69% gave scores of 9 or 10 (promoters), 23% gave scores of 7 or 8 (passives) and 8% (detractors) gave scores of under 6. For example,
Apple’s NPS score is 63, BMW’s is 40 and Facebook’s is -21 (according to ConsumerGauge’s NPS Benchmarks index, 2016).
*
*
06
1
1 44 of the 77 course participants offered feedback on the course in the final evaluation survey
22 out of the 44 survey respondents were BI Employees
7. COURSE IMPACT
“I feel very motivated. The course touched a point
deep inside me. I always thought there must be
other ways to make the world a better place.”
“I was not aware of such possibilities to create and
develop such social aspects in our daily business
life. Really understood that the company is open to
it, as we find right people and ideas.”
”I would like to put some of the ideas into practice.
I do not have a specific topic to develop yet but I
have a new way of looking at things and ideas and
know that there is a way to move forward to make
them flourish.”
Boehringer Ingelheim
Participant Quote
Boehringer Ingelheim
Participant Quote
Boehringer Ingelheim
Participant Quote
07
As a result of this course, I am inspired
to bring what I have learned back to my
daily business:
All Survey
Respondents
BI
Employees
0% 20% 40% 60% 80% 100%
97%
88%
8. Participation in this course has increased my understanding of intrapreneurship and how to practice it:
COURSE IMPACT
Participation in this course overall has been a valuable professional development experience for me:
95%
5%
Agree or
strongly
agree
Agree or
strongly
agree
Agree or
strongly
agree
Agree or
strongly
agree
Neither
Agree nor
Disagree
Disagree Disagree
Neither
Agree nor
Disagree
96%
100% 100%
4%
0% 0%
0%
0%
0%
0%
20%
20%
20%
20%
40%
40%
40%
40%
60%
60%
60%
60%
80%
80%
80%
80%
100%
100%
100%
100%
Boehringer Ingelheim employees:
Boehringer Ingelheim employees:
All respondents to the survey:
All respondents to the survey:
08
9. Participation in this course has helped me to practice accountability:
Participation in this course has increased my appreciation for partnering with social entrepreneurs to develop new business models that
can benefit the future of BI’s business:
Boehringer Ingelheim employees: All respondents to the survey:
86% 87%
13%14%
Disagree
65%
26%
9%
Boehringer Ingelheim employees: All respondents to the survey:
Disagree
64%
27%
9%
09
COURSE IMPACT
Agree or
strongly
agree
Agree or
strongly agree
Agree or
strongly
agree
Agree or
strongly agree
Neither
Agree nor
Disagree
Neither Agree
nor Disagree
Neither
Agree nor
Disagree
Neither Agree
nor Disagree
0%
0%
0%
0%
20%
20%
20%
20%
40%
40%
40%
40%
60%
60%
60%
60%
80%
80%
80%
80%
100%
100%
100%
100%
10. Participation in this course has helped me to practice agility:
Boehringer Ingelheim employees: All respondents to the survey:
Participation in this course has increased my exposure to colleagues around the world:
Boehringer Ingelheim employees: All respondents to the survey:
50%
64%
52%
65%
39%
26%
9%
9%
41%
27%
9%
9%
COURSE IMPACT
DisagreeDisagree
Agree or
strongly agree
Agree or
strongly agree
Neither Agree
nor Disagree
Neither Agree
nor Disagree
0% 0%20% 20%40% 40%60% 60%80% 80%100% 100%
DisagreeDisagree
Agree or
strongly agree
Agree or
strongly agree
Neither Agree
nor Disagree
Neither Agree
nor Disagree
0% 0%20% 20%40% 40%60% 60%80% 80%100% 100%
10