The document discusses challenges facing global healthcare systems including rising costs, lack of access, and variable quality of care. It argues that healthcare is increasingly turning to digital technologies like electronic medical records, telehealth, and analytics to simultaneously expand access, improve quality, and reduce costs. Specific examples are provided of initiatives leveraging these technologies to increase coordination between providers, empower patients in self-management, and generate insights from integrated data to personalize care and identify inefficiencies. The potential of these innovations to help build more sustainable healthcare systems is explored, along with barriers currently limiting their wider adoption.
Patient Centered Medical home talk at WVUPaul Grundy
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
The future of patient data the danish perspective 2018Future Agenda
The Danish perspective on implications from the future of patient data - insights from discussions in Copenhagen
Denmark is recognised as one of the leading nations for healthcare and is at the forefront of digital transformation in the sector. As new challenges and opportunities emerge over the next decade this article considers what the core drivers of change may be and explores how developments in the availability and use of more and better patient data may impact the Danish health system. Linking together previous research, a recent related Future Agenda initiative and insights from a number of expert discussions in Copenhagen, it then examines the pivotal issues that will affect healthcare providers in the future and considers how the wider sharing of exemplary data can change delivery models.
Given the overall dynamics, many conclude that Denmark is one of the most connected, well-funded and healthy nations in the world. The advent of more and better health data should therefore have additional impact. So, what about the future? How will the global changes underway impact and enhance the Danish system? Moreover, what will be the national vs regional response?
A recent global project exploring the future of patient data was undertaken by Future Agenda in partnership with leading organisations around the world. (www.futureofpatientdata.org) Twelve events across many different healthcare systems brought together over 300 experts to debate the primary shifts for the next decade as well as explore their implications. Within this, several shared ambitions in a number of different countries were identified – many of which can already be seen as existing assets of the Danish system: Good quality patient data, common access to it, and means of interacting with both the information and the different communities who form the full care system.
As the first phase of a subsequent series of more regional, national dialogues, in June 2018 additional discussions were undertaken with healthcare experts in Copenhagen to uncover more detail. Hosted by DTU Business, the aim was to both respond to the global context from the Future of Patient Data project and debate what the implications may be for Denmark. In particular, a core objective was to identify what are the primary issues for the Danish healthcare system for the next decade.
What eHealth strategies work and do not work, and what should be implemented to effectively meet these healthcare “transformational” imperatives?. Crawford J. eHealth week 2010 (Barcelona: CCIB Convention Centre; 2010)
Artigo publicado no McKinsey Quarterly, jornal de negócios da McKinsey & Company apresenta um conjunto assustador de barreiras financeiras e operacionais que estão atrasando o crescimento do setor de Home Care, especialmente quando o assunto é a adoção de novas tecnologias de saúde em domicílio
Recent advances in the evidence base for technology-based behavioral health applications have provided clinicians a better understanding and guidance on the integration of these tools into clinical care. Participants will learn about research findings on current technologies in use in clinical practice, such as audio conferencing, video conferencing, and virtual reality, in addition to tools available for use between patients, such as the use of websites and mobile applications and wearable sensors.
Medical Informatics Update 2013 Programpaulgoldfarb
Event program for the Medical Informatics Update 2013 held October 16, 2013 and sponsored by the Center for Advanced Information Management at Columbia University and IBM Healthcare.
Patient Centered Medical home talk at WVUPaul Grundy
To employers the cost of healthcare is now a business issue and this talk is about what one large buyer IBM did to drive transformation via broad coalition with other large employers to form the Patient Centered Medical Home movement and the covenant between buyer and provider away from the garbage we now buy episodic uncoordinated disintegrated care. In the change of convenient conversation we have worked with the Primary care providers to give us coordinated, integrated, accessible and compressive care with a set of principles know as the Patient centered medical home.
A Patient Centered Medical Home (PCMH) happens when primary care healers keeping that core healing relationship with their patients step up to become specialists in Family and Community Medicine. The move is to the discipline of leading a team that delivers population health management, patent centered prevention, care that is coordination, comprehensive accessible 24/7 and integrated across a deliver system. PCMH happens when the specialists in Family and Community Medicine wake up every morning and ask the question how will my team improve the health of my community today?
All over the world three huge factors are in play that is driving the concept of Patient Centered Medical Home. They are:
1) Cost and demography
2) Information technology and data (information that is actionable will equal a demand for accountability by the payer or buyer of the care)
3) Consumer demand to engage healthcare differently (at least as well as they can their bank- on line) have a question about lab results why not e-mail?
But at its core it is a move toward integration of a healing relationship in primary care and population management all at the point of care with the tools to do just that.
The future of patient data the danish perspective 2018Future Agenda
The Danish perspective on implications from the future of patient data - insights from discussions in Copenhagen
Denmark is recognised as one of the leading nations for healthcare and is at the forefront of digital transformation in the sector. As new challenges and opportunities emerge over the next decade this article considers what the core drivers of change may be and explores how developments in the availability and use of more and better patient data may impact the Danish health system. Linking together previous research, a recent related Future Agenda initiative and insights from a number of expert discussions in Copenhagen, it then examines the pivotal issues that will affect healthcare providers in the future and considers how the wider sharing of exemplary data can change delivery models.
Given the overall dynamics, many conclude that Denmark is one of the most connected, well-funded and healthy nations in the world. The advent of more and better health data should therefore have additional impact. So, what about the future? How will the global changes underway impact and enhance the Danish system? Moreover, what will be the national vs regional response?
A recent global project exploring the future of patient data was undertaken by Future Agenda in partnership with leading organisations around the world. (www.futureofpatientdata.org) Twelve events across many different healthcare systems brought together over 300 experts to debate the primary shifts for the next decade as well as explore their implications. Within this, several shared ambitions in a number of different countries were identified – many of which can already be seen as existing assets of the Danish system: Good quality patient data, common access to it, and means of interacting with both the information and the different communities who form the full care system.
As the first phase of a subsequent series of more regional, national dialogues, in June 2018 additional discussions were undertaken with healthcare experts in Copenhagen to uncover more detail. Hosted by DTU Business, the aim was to both respond to the global context from the Future of Patient Data project and debate what the implications may be for Denmark. In particular, a core objective was to identify what are the primary issues for the Danish healthcare system for the next decade.
What eHealth strategies work and do not work, and what should be implemented to effectively meet these healthcare “transformational” imperatives?. Crawford J. eHealth week 2010 (Barcelona: CCIB Convention Centre; 2010)
Artigo publicado no McKinsey Quarterly, jornal de negócios da McKinsey & Company apresenta um conjunto assustador de barreiras financeiras e operacionais que estão atrasando o crescimento do setor de Home Care, especialmente quando o assunto é a adoção de novas tecnologias de saúde em domicílio
Recent advances in the evidence base for technology-based behavioral health applications have provided clinicians a better understanding and guidance on the integration of these tools into clinical care. Participants will learn about research findings on current technologies in use in clinical practice, such as audio conferencing, video conferencing, and virtual reality, in addition to tools available for use between patients, such as the use of websites and mobile applications and wearable sensors.
Medical Informatics Update 2013 Programpaulgoldfarb
Event program for the Medical Informatics Update 2013 held October 16, 2013 and sponsored by the Center for Advanced Information Management at Columbia University and IBM Healthcare.
Personalized Health and Care: IT-enabled Personalized HealthcareIBM HealthCare
Healthcare reform currently focuses on changing the structure and incentives of the U.S. healthcare system. Healthcare transformation requires a more open, robust health information technology (HIT) environment to go beyond removing waste and inefficiencies to discover the science of health and care. Learn how IBM can make this possible.
Jacquie White, Deputy Director of NHS England Long Term Conditions, Older People & End of Life Care and Claire Cordeaux SIMUL8 Executive Director for Health & Social Care were invited by Centers for Medicare & Medicaid Services to discuss how NHS England work in chronic disease.
Business Model Innovation in Healthcare by Chris WasdenMatt Perez
Rapid technological advances, regulatory reform, and the new science of personalized medicine are the three primary factors driving unprecedented levels of innovation in the healthcare industry. These factors are forcing convergence among all members of the healthcare ecosystem in ways that enable all members to create greater value through extensive coordination, collaboration, and competition. Increasingly, providers, payers, products, and patients are leveraging mobile information technology to participate in M2M (mobile-to-mobile) digital healthcare delivery. Some of the key questions facing healthcare organizations, and particularly their CIOs, are: Where in the healthcare innovation ecosystem should we focus? What types of innovations create the most value for our organization? How do we enable greater levels of innovations from a strategic, process, and infrastructure perspectives? What are the barriers to developing and adopting innovation in the healthcare industry, and within healthcare organizations, and how do we overcome these barriers?
Health IT and Public Health: Opportunities, Realities, and a Proposed ApproachBrian Ahier
Farzad Mostashari, MD, SCM
Director, Office of the National Coordinator for Health Information Technology,
Health and Human Services, Washington, DC
Presentation at CDC Public Health Grand Rounds
The Paradigm Shift from Healthcare to Population HealthPractical Playbook
The Practical Playbook
National Meeting 2016
www.practicalplaybook.org
Bringing Public Health and Primary Care Together: The Practical Playbook National Meeting was at the Hyatt Regency in Bethesda, MD, May 22 - 24, 2016. The meeting was a milestone event towards advancing robust collaborations that improve population health. Key stakeholders from across sectors – representing professional associations, community organizations, government agencies and academic institutions – and across the country came together at the National Meeting to help catalyze a national movement, accelerate collaborations by fostering skill development, and connect with like-minded individuals and organizations to facilitate the exchange of ideas to drive population health improvement.
The National Meeting was also a significant source of tools and resources to advance collaboration. These tools and resources are available below and include:
Session presentations and materials
Poster session content
Photos from the National Meeting
The conversation started at the National Meeting is continuing in a LinkedIn Group "Working Together for Population Health" and Twitter. Use #PPBMeeting to provide feedback on the National Meeting.
The Practical Playbook was developed by the de Beaumont Foundation, the Duke University School of Medicine Department of Community and Family Medicine, the Centers for Disease Control and Prevention (CDC), and the Health Resources & Services Administration (HRSA).
How a 5 Hospital System Reduced Infection Rates, Saved Over $2 million and In...Innovations2Solutions
In a collaborative effort, Cone Health and Sodexo Health Care embarked on an initiative to reduce hospital-acquired infections (HAIs) and increase patient satisfaction. As a result, the system achieved a 64% decrease in MRSA infections from 2010 to 2012 and a 56% decrease in all device- related HAIs during the period. In addition, the system’s HCAHPS scores improved 14%, while more recent Press Ganey scores have gained 63 percentile points.
Presentación Gimkhana Activa tu Cuerpo Día Mundial Actividad FísicaPedro Fulgencio
Con motivo del Día Mundial de la Actividad Física presentamos una Gimkhana de Centro, en el que promueve el Manifiesto de Toronto y promueve la actividad física entre todos los escolares así como promueve el reto de añadir propuestas al Manifiesto de Toronto.
Personalized Health and Care: IT-enabled Personalized HealthcareIBM HealthCare
Healthcare reform currently focuses on changing the structure and incentives of the U.S. healthcare system. Healthcare transformation requires a more open, robust health information technology (HIT) environment to go beyond removing waste and inefficiencies to discover the science of health and care. Learn how IBM can make this possible.
Jacquie White, Deputy Director of NHS England Long Term Conditions, Older People & End of Life Care and Claire Cordeaux SIMUL8 Executive Director for Health & Social Care were invited by Centers for Medicare & Medicaid Services to discuss how NHS England work in chronic disease.
Business Model Innovation in Healthcare by Chris WasdenMatt Perez
Rapid technological advances, regulatory reform, and the new science of personalized medicine are the three primary factors driving unprecedented levels of innovation in the healthcare industry. These factors are forcing convergence among all members of the healthcare ecosystem in ways that enable all members to create greater value through extensive coordination, collaboration, and competition. Increasingly, providers, payers, products, and patients are leveraging mobile information technology to participate in M2M (mobile-to-mobile) digital healthcare delivery. Some of the key questions facing healthcare organizations, and particularly their CIOs, are: Where in the healthcare innovation ecosystem should we focus? What types of innovations create the most value for our organization? How do we enable greater levels of innovations from a strategic, process, and infrastructure perspectives? What are the barriers to developing and adopting innovation in the healthcare industry, and within healthcare organizations, and how do we overcome these barriers?
Health IT and Public Health: Opportunities, Realities, and a Proposed ApproachBrian Ahier
Farzad Mostashari, MD, SCM
Director, Office of the National Coordinator for Health Information Technology,
Health and Human Services, Washington, DC
Presentation at CDC Public Health Grand Rounds
The Paradigm Shift from Healthcare to Population HealthPractical Playbook
The Practical Playbook
National Meeting 2016
www.practicalplaybook.org
Bringing Public Health and Primary Care Together: The Practical Playbook National Meeting was at the Hyatt Regency in Bethesda, MD, May 22 - 24, 2016. The meeting was a milestone event towards advancing robust collaborations that improve population health. Key stakeholders from across sectors – representing professional associations, community organizations, government agencies and academic institutions – and across the country came together at the National Meeting to help catalyze a national movement, accelerate collaborations by fostering skill development, and connect with like-minded individuals and organizations to facilitate the exchange of ideas to drive population health improvement.
The National Meeting was also a significant source of tools and resources to advance collaboration. These tools and resources are available below and include:
Session presentations and materials
Poster session content
Photos from the National Meeting
The conversation started at the National Meeting is continuing in a LinkedIn Group "Working Together for Population Health" and Twitter. Use #PPBMeeting to provide feedback on the National Meeting.
The Practical Playbook was developed by the de Beaumont Foundation, the Duke University School of Medicine Department of Community and Family Medicine, the Centers for Disease Control and Prevention (CDC), and the Health Resources & Services Administration (HRSA).
How a 5 Hospital System Reduced Infection Rates, Saved Over $2 million and In...Innovations2Solutions
In a collaborative effort, Cone Health and Sodexo Health Care embarked on an initiative to reduce hospital-acquired infections (HAIs) and increase patient satisfaction. As a result, the system achieved a 64% decrease in MRSA infections from 2010 to 2012 and a 56% decrease in all device- related HAIs during the period. In addition, the system’s HCAHPS scores improved 14%, while more recent Press Ganey scores have gained 63 percentile points.
Presentación Gimkhana Activa tu Cuerpo Día Mundial Actividad FísicaPedro Fulgencio
Con motivo del Día Mundial de la Actividad Física presentamos una Gimkhana de Centro, en el que promueve el Manifiesto de Toronto y promueve la actividad física entre todos los escolares así como promueve el reto de añadir propuestas al Manifiesto de Toronto.
An overview of the maintenance challenges ahead for Sitka's municipal road system, as it nears the end of its original service life. Created by Michael Harmon, Sitka Public Works Director, March 24, 2014.
Published on April 17, 2016
Tempo April 2016
Cover Story: Stop food waste, Soultrotter: Phillip Rachid, A thousand faces: Kenda Rae
Check out our website: http://tempoplanet.com/
Check us out on our social media pages:
Facebook: https://www.facebook.com/pages/Abu-Dhabi-Tempo/114665148553019
Twitter: https://twitter.com/tempoplanet
Instagram: http://instagram.com/tempoplanet
Published in: Lifestyle
Regulatory changes, plus advances in cloud computing and analytic technologies, are making it possible for U.S. healthcare providers, payers and patients to connect, commmunicate and collaborate seamlessly, and ensure that the right care is provided at the right place, at the right time.
Extending US Healthcare Capacity with ClickMedixClickMedix
As US begins its shift in healthcare payment and delivery models, technology-enabled solutions become ever-more relevant to achieve faster and better outcome-based care, with less resources. This presentation presents a mobile health system in the context of enabling health providers in the US to do more, with less.
Empowering Healthcare Transformation: Unleashing the Potential of Digital Sol...TEWMAGAZINE
Digital Solutions Driving Healthcare Transformation: 1. Electronic Health Records (EHRs) 2. Telemedicine and remote patient monitoring 3. Artificial Intelligence (AI) and Machine Learning (ML) applications 4. Internet of Things (IoT) in healthcare
March 2001I N S T I T U T E O F M E D I C I N E Shap.docxwkyra78
March 2001
I N S T I T U T E O F M E D I C I N E
Shaping the Future for Health
CROSSING THE QUALITY CHASM:
A NEW HEALTH SYSTEM FOR THE 21ST CENTURY
The U.S. health care delivery system does not provide consistent, high-quality medical care to all people. Americans should be able to count on receiving care that meets their needs and is based on the best scien
tific knowledge--yet there is strong evidence that this frequently is not the
case. Health care harms patients too frequently and routinely fails to deliver
its potential benefits. Indeed, between the health care that we now have and
the health care that we could have lies not just a gap, but a chasm.
A number of factors have combined to create this chasm. Medical sci
ence and technology have advanced at an unprecedented rate during the past
half-century. In tandem has come growing complexity of health care, which
today is characterized by more to know, more to do, more to manage, more to
watch, and more people involved than ever before. Faced with such rapid
changes, the nation’s health care delivery system has fallen far short in its
ability to translate knowledge into practice and to apply new technology
safely and appropriately. And if the system cannot consistently deliver to-
day’s science and technology, it is even less prepared to respond to the ex
traordinary advances that surely will emerge during the coming decades.
The public’s health care needs have changed as well. Americans are
living longer, due at least in part to advances in medical science and techno l
ogy, and with this aging population comes an increase in the incidence and
prevalence of chronic conditions. Such conditions, including heart disease,
diabetes, and asthma, are now the leading cause of illness, disability, and
death. But today’s health system remains overly devoted to dealing with
acute, episodic care needs. There is a dearth of clinical programs with the
multidisciplinary infrastructure required to provide the full complement of
services needed by people with common chronic conditions.
The health care delivery system also is poorly organized to meet the
challenges at hand. The delivery of care often is overly complex and uncoor
dinated, requiring steps and patient “handoffs” that slow down care and de-
crease rather than improve safety. These cumbersome processes waste re-
sources; leave unaccountable voids in coverage; lead to loss of information;
Faced with such
rapid changes, the
nation’s health care
delivery system has
fallen far short in its
ability to translate
knowledge into
practice and to ap
ply new technology
safely and appro
priately.
CARE SYSTEM
Supportive
payment and
regulatory en
vironment
Organizations
that facilitate
the work of
patient-
centered teams
High perform
ing patient-
centered teams
Outcomes:
• Safe
• Effective
• Efficient
• Personalized
• Timely
• Equitable
REDESIGN IMPERATIVES: SIX CHALLENGES
• Reeng.
DQ 3-2Integrated health care delivery systems (IDS) was develope.docxelinoraudley582231
DQ 3-2
Integrated health care delivery systems (IDS) was developed to initiate excellence health care access and quality of care to entire populations and community by collaborating and coordinating diverse healthcare professionals. Main driving force of IDS is patient centered care by using resources such as collaborating care from physicians and allied health care professionals to construct continuum of care, to deliver care in the most cost-effective way, utilize trained and competent providers by utilizing evidenced -based practice and combine innovation such as EHR (Electronic Health Records) system and team work to produce improved healthcare system.
Excellence in care is attainable by incorporating allied healthcare professional, as high quality care is possible when coordination is unified and covers all areas of responsibilities. For an example-combining resources and coordination of care by involving physicians, dietitian, physical therapy or occupational therapy to work with patient diagnosed with obesity by promoting teamwork approach and ultimately delivering endurance in care and utilizing various resources.
Barriers to IDS can be a huge block in delivering quality care. Among many one limitation is physicians not participating in integrated healthcare system, which disconnect physicians from team based approached by deterring continuous quality improvement (essentialhospitals.org, n.d). This is because, system such as EHR or new innovative quality assurance programs are time consuming and overwhelming, thus decline in physicians support in IDS programs. By implementing user friendly system approach, enforcing focused based care and accepting the necessity of evidenced based practice can improve these barriers. Hence, increasing clinical expertise to produce better service and quality of care in integrated delivery system.
Essentialhospitls.org (n.d). Retrieved from: http://essentialhospitals.org/wp-content/uploads/2013/12/Integrated-Health-Care-Literature-Review-Webpost-8-22-13-CB.pdf
Dq 3-1
1.
In the US, there is not one type of health care system but rather a subset of systems, some of them catering to specific populations. These subsystems include managed care, military, and vulnerable populations. Managed care is a health care delivery system that seeks to achieve efficiency by integrating the basic functions of health care delivery, employs mechanisms to control utilization of medical services, and determines the price at which the services are purchased and how much the providers get paid, military health care system is available free of charge to active duty military personnel and covers preventative and treatment services that are provided by salaried health care personnel and this system combines public health with medical services, and vulnerable population subsystem offers comprehensive medical and enabling services targeted to the needs of vulnerable populations and government health insurance programs provide.
AI in telemedicine: Shaping a new era of virtual healthcare.pdfStephenAmell4
In a rapidly evolving healthcare landscape, telemedicine has emerged as a transformative force, transforming the way healthcare is delivered and received. Telemedicine, also known as telehealth, is a mode of healthcare delivery that leverages modern communication technology to provide medical services and consultations remotely.
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players.
Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment.
Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
Chronic Care Improvement: How Medicare Transformation Can Save Lives, Save Mo...Steve Brown
Presentation by Steve Brown and Harris Miller introducing the ITAA Whitepaper: Chronic Care Improvement: How Medicare Transformation Can Save Lives, Save Money, and Stimulate an Emerging Technology Industry
Healthcare by Any Other Name - Centricity Business WhitepaperGE Healthcare - IT
Whether referred to as integrated healthcare or accountable care, the
current focus on new healthcare models is a reaction to long-standing
concerns around quality, cost, and efficiency. Many of these issues stem
from care delivery systems that have been:
• Directed more at episodic treatment than prevention and early intervention
• Fragmented rather than integrated and coordinated
• Focused on patient eligibility and billing rather than patient engagement
within and outside of the care setting
• Customized to the idiosyncrasies of individual facilities rather than
standardized across care sites
• Rewarded more for volume than for quality and cost outcomes
The resulting inefficiencies have made healthcare less effective, less safe,
and more costly than can be tolerated, particularly against the backdrop of
a challenging worldwide economy. The old dictum ‘if you provide healthcare,
they will pay’ no longer applies. Public payers, private payers, and regulatory
agencies are wielding both carrots and sticks to drive healthcare organizations
toward greater coordination, demonstrable quality, and measurable
cost control.
The consensus on what ails our health systems, as well as the availability
of new technologies, has led to the creation of new models of delivery,
such accountable care organizations and integrated health organizations.
By whatever name, these healthcare models are designed to promote
accountability and improve outcomes for the health of a defined population.
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
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
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.
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
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
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
1. IBM Global Business Services Healthcare
White Paper
Redefining Value in Healthcare:
Innovating to expand access,
improve quality and reduce costs of care
2. 2 Redefining Value in Healthcare: Innovating to expand access, improve quality and reduce costs of care
The growing prevalence of chronic diseases and aging
populations around the globe are placing a heavy two-pronged burden on health systems.
It’s no wonder that healthcare costs continue to rise rapidly and relentlessly worldwide.
France spent 11 percent of its GDP on healthcare in 2008, up from 10 percent in 2000;
the U.K. spent 8.7 percent, up from 7; Japan spent 8.3 percent, up from 7.7 percent. The
United States spends far more on healthcare than any other nation. In 2009, healthcare
costs reached US$2.5 trillion – more than US$8,000 per person and 17 percent of GDP,
up from 13.4 percent in 2000. Yet as is widely cited in healthcare reform debates, the U.S.
fails to achieve optimum outcomes, lagging some other industrialized countries in
common measures of healthcare performance.
Despite its increased spending, the U.S. healthcare industry emerging technologies with the potential to achieve the three
struggles to deliver the right care, to the right patients, at the most critical objectives:
right time. More than 46 million Americans have no health
insurance, and the year-old Affordable Care Act will not be in • Increase consumer access and value
full effect until 2014. And even with its mandates and • Collaborate to improve quality, outcomes, and
incentives aimed at adding millions to the health insurance personalized care
rolls, critics insist that there’s little in the sweeping overhaul to • Build sustainable, cost efficient healthcare systems
truly rein in costs and improve patient care. And the U.S. is
only one case in a global challenge; The Organization for Yet to the extent many healthcare systems remain fragmented,
Economic Co-operation and Development (OECD) projects it may be the impetus of consumers – who experience the
that Europe’s healthcare systems require spending increases comfort, cost advantages and improvements in care – that
that outstrip economic growth.1 ultimately drives wider adoption of integrated healthcare
technology.
Increasingly, however, healthcare is turning to digital
information and electronic resources to mimic other industries Increasing consumer access and value
that routinely innovate to improve quality while Improving access to healthcare is critical in the U.S. but
simultaneously reducing costs. Electronic medical records greater access is also a global necessity. Even countries like
(EMRs), digital communication between patients and Canada and Norway, with healthcare systems generally
physicians, web-based health information accessible to both considered among the world’s most comprehensive, are
clinicians and patients, and even remote diagnosis, treatment, challenged to deliver care to citizens in geographically remote
care and patient education are just examples of rapidly regions. China, India and other newly industrialized countries
with large populations and vast geographies confront these
challenges on a significant scale.
3. IBM Global Business Services 3
In its most recent World Health Report, the World Health Crucial to the success of these telehealth efforts will be:
Organization (WHO) identified inefficient and inequitable use
of resources as among the three key impediments to universal 1. Substantial improvements in the patient experience.
access to healthcare.2 It conservatively estimated that Seamless and un-obtrusive connections between patients
inefficiency wastes between 20 to 40 percent of all health and healthcare professionals (doctors, nurses, pharmacists,
spending – wasted resources that could be redirected towards etc.) for more convenient and personalized care experiences
achieving universal coverage. The situation in the U.S. is no – without sacrificing patient privacy.
better, where an estimated US$700 billion a year in healthcare
costs do not improve health outcomes.3 Administrative system 2. Buy-in from physicians and other healthcare professionals,
inefficiencies waste an estimated US$100-150 billion annually, who must see the technology as facilitating their daily work
provider inefficiency and errors waste another US$75-100 rather than establishing additional workload. Data input
billion each year, and failure to coordinate care burns US$25- into such systems must be minimized and simplified, while
50 billion annually.4 transactional activities like billing and scheduling are
handled efficiently in the background.
Opportunities to expand access to healthcare with the same
resources exist in all countries. Medicines account for three of 3. Quality and outcome improvements that provide real value
the 10 most common causes of inefficiency, according to the which can be measured and shared with providers, payers
WHO. Reducing unnecessary expenditure on medicines and and patients, alike. Prompt reimbursements and additional
using them more appropriately, and improving quality control, incentives for offering new telehealth services should be
could save countries up to 5 percent of their health established based on measured quality and cost
expenditure.5 Among the other common sources of inefficiency improvements.
are medical errors – getting care right the first time saves
money – and failure to get the most out of technologies and
health services, according to the WHO.
Case Study: A University hospital in China
Wringing process inefficiencies from the system can help A University hospital system in a major Chinese city worked
finance broader access to healthcare, but technology is needed with IBM Research and IBM Global Business Services to
implement a community-wide electronic healthcare record
to overcome geography in making the most efficient use of
system and diagnostic, treatment and monitoring tools to
medical resources. Sophisticated communications and improve the access to patients with chronic conditions and
biomedical telemonitoring technology are helping providers diseases. The system helps the hospital provide more
deliver medical services across increasingly vast distances and responsive, proactive care to patients with chronic conditions
such as diabetes and high blood pressure. Biomedical sensors
leverage scarce medical specialties to patients who need them. collect data on a patient’s health conditions and other vital
Such systems can also be used to deliver comprehensive signs, correlating it with the patient data and reporting it
healthcare to patients and consumers at home rather than the automatically over a variety of networks to the appropriate
clinical supporting systems at major hospitals for further
traditional office or hospital visit, greatly expanding access to treatment. The solution is expected to bring about many
healthcare. benefits to the hospital: cost reduction in chronic disease
treatment, time savings in patient referral, the ability to serve
more patients and help doctors work more efficiently. But
above all, it will help them provide better care to patients.
4. 4 Redefining Value in Healthcare: Innovating to expand access, improve quality and reduce costs of care
Collaborating to improve quality and outcomes to deliver The Diabetes Connect program, until recently, involved a
more personalized care device that took glucometer readings and transmitted the data
Eliminating waste and inefficiencies in healthcare delivery is over phone lines to a database. Yet a “disappointingly high
one key to expanding access, yet it also promises to improve percentage” of patients were unwilling to take the step of
the quality of care and patient outcomes. Specifically, use of plugging in a device to the glucometer and into the phone line,
information and communication technologies – including then pushing a single button to upload glucose readings,
access to timely, comprehensive digital health information and according to Joseph C. Kvedar, MD Director of the Center for
medical records – enables a more collaborative approach to Connected Health.8
care that promises better results.
Giving people specific, detailed information about their health
Such is the case in Spain, where the regional health authority, can allow them to see a path toward healthier behavior,
Ib-Salud, launched its Balearic Telestroke program in 2006. It according to Thomas Goetz, executive editor of Wired
uses advanced video-imaging technologies, broadband magazine and author of “The Decision Tree: Taking Control
networks and electronic health records (EHRs) to allow of Your Health in the New Era of Personalized Medicine”
neurologists in the capital city, Palma, to provide time- (Rodale Books, 2010). The best way to give people specific
sensitive, life-saving stroke care across the remote islands in information and get them on a healthier path, Goetz says, is to
the Balearic archipelago. Patients who received telestroke make the information simple to understand, as the magazine
treatment between July 2006 and November 2008 had three did in its December issue with a radical redesign of a blood test
month post-stroke cure rates of 55 percent, comparable to the report for the article “The Blood Test Gets a Makeover.”9
59 percent cure rate for patients receiving face-to-face care.6
Boston’s Center for Connected Health operates programs for
heart failure, hypertension, diabetes and other chronic Case Study: A medical device manufacturer
conditions, as well as online second opinions and enhanced A major medical device manufacturer gains a competitive
advantage and provides revolutionary improvements to cardiac
medical education and training. Connected Cardiac Care, a patients through remote patient care. IBM Global Business
home telemonitoring and education program for heart failure Services was their innovation partner engaged in the design,
patients at risk for hospitalization, dropped re-admissions by development, and implementation of this solution. The secure,
Internet-based system for patients with implanted medical
nearly 50 percent.7 Similar results are evident in both its devices gathers and stores data from the implant procedure,
Diabetes Connect and Blood Pressure Connect self- in-clinic follow-up visits and from remote transmissions sent
management programs. from a patient’s home. The information from the device helps
physicians enhance patient care while improving administrative
efficiency. Patients no longer need to return to the physician’s
Such self-management programs encourage patients to take a office unless there is a problem identified by the device. This
more proactive role in their own care. They typically yield frees up valuable physician time that can now be better spent
better maintenance of treatment plans and healthier lifestyle dealing with critical patient needs. Also, it allows data to be
integrated from the remote care system into a patient’s
choices. But such systems need to be unobtrusive, user-friendly electronic health record.
and comfortable for patients.
5. IBM Global Business Services 5
Even more pronounced results are evident when empowering The goal is to use analytics to rapidly generate new clinical
not just the patient, but the entire spectrum of practitioners knowledge – leveraging existing clinical experiences and
involved in a patient’s care, a practice known as coordinated outcomes. Managing that knowledge and incorporating it into
care. Rather than focusing on single episodes of treatment, clinical processes and workflows is key, whether it involves
these coordinated “care teams” take a more comprehensive patients communicating with their care delivery teams,
approach, moving healthcare beyond the doctor’s office or collaboration among healthcare providers or medical
hospital and into the daily lives of patients. Such integrated researchers working across organizational, industry or country
care offers patients higher-quality, more efficient care that boundaries.
better meets their needs, often at a lower cost. And new
telehealth services can prove to be key enablers of such a Expanding access to healthcare and improving quality of care
collaborative approach to healthcare. would be impossible without simultaneously reining in costs.
Even before the economic downturn in 2008, total spending
Reducing costs through analytics on healthcare in all OECD countries was rising faster than
The vast volumes of integrated patient information generated economic growth. The average ratio of health spending to
by increasingly instrumented and coordinated care teams could GDP went from 7.8 percent in 2000 to 9.0 percent in 2008.10
hold the key to more complete clinical knowledge. Yet the efficiencies gained from coordinated care, telehealth,
medical analytics and other technology-enabled advances are
Increasingly – but not yet on a wide scale – standards-based the keys to getting spiraling costs under control.
medical networks are capable of capturing, storing, analyzing,
appropriately sharing and presenting information about
individual patients and patient populations. For example,
Case Study: A healthcare provider in Spain
applying advanced analytics innovation from IBM Research to In Spain, the largest healthcare provider in the state of
help identify and compare individual patients with cohorts of Catalonia has saved €45 million over three years through a
similar cases could assist physicians in predicting future modernization program that uses advanced video-imaging
technologies, broadband networks and electronic health
outcomes and deciding on a course of treatment.
records to allow professionals all around the region share
patient data, provide time-sensitive care and improve patient
Watson, named after IBM founder Thomas J. Watson, was experience in the delivery of care. The ability to connect
built by a team of IBM scientists who set out to accomplish a primary care physicians to hospital professionals has
significantly reduced waiting time for patients to see certain
grand challenge – build a computing system with the ability to specialists. Letting all hospitals in the network share the same
understand the meaning and context of human language, patient data has put the patient in the center of the healthcare
rapidly process information to find precise answers to complex process, eliminated duplicated tests, reduced unnecessary
hospital displacements and allows for faster response in
questions, and create confidence in the response it uncovers. emergency situations.
With its combination of sheer data processing power, natural
language recognition and machine learning, the system holds
enormous potential to transform how computers help
organizations, and particularly healthcare, accomplish once
unobtainable outcomes in real time.
6. 6 Redefining Value in Healthcare: Innovating to expand access, improve quality and reduce costs of care
An experimental program, called The Camden Coalition, Yet progress continues and must accelerate in the face of rising
applied aggressive collaborative and preventative care to the healthcare costs and the global debt crisis. We must leverage
most costly patients in one of the poorest cities in the U.S., technology to focus on substantially improving the health
Camden, NJ, to show remarkable preliminary results. An consumers’ experience in receiving healthcare services without
analysis of hospital claims data from all three Camden health putting additional burden on healthcare professionals. It is the
systems (Cooper University Hospital, Our Lady of Lourdes resulting push from the health consumers asking for these
Medical Center, and Virtua Health), discovered that 80 percent technology-enabled services which will build the momentum
of the costs were spent on 13 percent of the patients, and 90 for change. Building more open, interoperable and robust
percent of the costs were spent on 20 percent of the patients. health information technology environments is the key to
The first 36 “super-utilizers” – patients with various expanding access, improving care and reducing healthcare
combinations of asthma, cancer, diabetes, drug addiction, costs.
emphysema, heart disease, mental illness, obesity, and other
health problems – averaged 62 hospital and E.R. visits per For more information
month before joining the program that provided For more information, please visit ibm.com/healthcare
comprehensive collaborative care. The treatment program
reduced their hospital visits by 40 percent, cutting their
hospital bills, previously averaging US$1.2 million per month,
to just over US$500,000 monthly – a 56 percent drop.11
Building sustainable healthcare systems
While the potential gains from greater use of these
information technologies have been evident for years and are
demonstrable in isolated examples, most countries still face
major adoption challenges. Information technology
deployment in the healthcare industries lags many other parts
of the economy.
Obstacles include the cultural barriers to sharing patient
records and integrating workflows across specialties and
in-patient and out-patient settings. Healthcare professionals
are sometimes reticent to adopt new technologies because of
complicated user experiences and additional workload with no
clear and measurable value, lack of transparency about cost and
quality impacts of working collaboratively in adherence to
accepted guidelines and ongoing privacy concerns. Privacy and
societal issues arising from the increasing use of genomic data
in designing and directing treatment strategies will be another
future challenge.
7. 7 Redefining Value in Healthcare: Innovating to expand access, improve quality and reduce costs of care
About the author References
Mohammad Naraghi (MD, PhD) is the Global Leader for both 1 Organisation for Economic Co-operation and Development (OECD), “Growing
health spending puts pressure on government budgets, according to OECD
the Healthcare and Life Sciences Industries for IBM Global Health Data 2010,” June 29, 2010. http://www.oecd.org/document/11/0,3343,
Business Services. In this capacity, he is in charge of developing en_2649_34631_45549771_1_1_1_37407,00.html
the vision, strategy and global business in Healthcare and Life
Sciences by building and expanding IBM’s offerings and 2 “The world health report - Health systems financing: the path to universal
coverage.” The World Health Organization, November 2010. http://www.who.
relationships with the clients.
int/whr/2010/en/index.html
He has rich experience in the Healthcare and Life Sciences 3 “Budget Chief: For Healthcare, More Is Not Better.” Peter Orszag, director of
industries for 20 years, ranging from clinical practice in the White House Office of Management and Budget, during an interview on
National Public Radio. April 16, 2009. http://www.npr.org/templates/story/story.
cardiology and biomedical R&D work at leading edge
php?storyId=103153156
institutions in Europe and USA to executive leadership
positions in world-renowned international corporations, such 4 Kelley, Robert. “Where can $700 billion in waste be cut annually from the U.S.
as Siemens AG and McKinsey & Company. healthcare system?” Thomson Reuters. October 2009. http://www.ncrponline.
org/PDFs/Thomson_Reuters_White_Paper_on_Healthcare_Waste.pdf
He studied Medicine and Mathematics in Germany and
5 “The world health report - Health systems financing: the path to universal
Austria. After clinical work in cardiology, he moved to coverage.” The World Health Organization, November 2010.
California Institute of Technology for graduate studies in http://www.who.int/whr/2010/en/index.html
Computation and Neural Systems. Returning back to
Germany, he finished his PhD in Physiology and Biophysics 6 “Improving Health Sector Efficiency: The Role of Information and
Communication Technologies,” OECD Health Policy Studies, OECD, Paris. June
from the Max-Planck-Institute. He then joined McKinsey &
2010. www.oecd.org/health/ict
Company to consult global Healthcare and Life Sciences
clients and moved on to Siemens Healthcare. At Siemens 7 The Center for Connected Health, Boston, MA. http://connected-health.org/
Healthcare, he was a member of the Global Executive
Committee in charge of Global Business Development and 8 Joseph C. Kvedar, MD, “From Couch Potato to Quantified Self: This Journey
Must be Defined and Encouraged,” The cHealth Blog, June 13, 2011. http://
CEO of Siemens Diagnostics. Dr. Naraghi can be reached at
chealthblog.connected-health.org/2011/06/13/from-couch-potato-to-quantified-
naraghi@us.ibm.com. self-this-journey-must-be-defined-and-encouraged/
9 Steven Leckart, “The Blood Test Gets a Makeover,” Wired magazine,
December 2010.
10 Organisation for Economic Co-operation and Development (OECD), “Growing
health spending puts pressure on government budgets, according to OECD
Health Data 2010,” June 29, 2010. http://www.oecd.org/document/11/0,3343,
en_2649_34631_45549771_1_1_1_37407,00.html
11 Atul Gawande, “The Hot Spotters – Can we lower medical costs by giving the
neediest patients better care?” The New Yorker, January 24, 2011. http://www.
newyorker.com/reporting/2011/01/24/110124fa_fact_gawande#ixzz1NsvfWj6g