In 2009, the healthcare and technology sectors saw significant mergers and acquisitions as well as initial public offerings. Large companies made major acquisitions to expand into new areas, bringing new players into the industry. Some companies pursuing high growth also had successful IPOs despite the difficult market conditions. Analytics emerged as a hot sector relevant across the healthcare continuum. Remote patient monitoring and population health management showed promise but still had many unanswered questions. Cloud computing, mobile platforms, and data analytics were areas poised to transform healthcare IT and improve outcomes.
This annual report summarizes the activities of TechColumbus for 2009. It highlights that despite the economic downturn, Central Ohio's tech sector continued advancing that year, with expansions by major institutions like OSU, Battelle, OhioHealth and Nationwide Children's Hospital. Leadership from these institutions, the state government, and economic development groups like TechColumbus were crucial in helping the region's tech economy move forward through collaboration and promoting innovation. The report provides an overview of TechColumbus' partnerships and programs that supported local entrepreneurs and startups in 2009.
The document summarizes the fractured and uneven nature of the US economic recovery based on differing trends across industries and regions. It notes that while overall GDP growth was positive, the recovery has seen both positive and negative trends across different markets and companies. Some areas and industries are seeing their best year ever while others are struggling. This fractured recovery makes it difficult to characterize the economy with broad statements and requires flexibility for companies to shift resources to localized opportunities. The recovery has also led to growth in small and medium companies able to nimbly take advantage of trends, while contract workers are helping larger firms regain flexibility.
This document summarizes interviews with five industry leaders on pressing issues facing the hedge fund industry. The leaders discussed how due diligence processes have changed in light of recent events, focusing more on counterparty risk. They also addressed how changes in investor attitudes have affected their businesses and how increased transparency is important. Regarding regulation, opinions varied from mandatory registration to focusing on solid due diligence practices. Major changes foreseen in the next five years include increased concentration in the industry and some increased regulation.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
The document discusses an upcoming Enterprise 2.0 Summit taking place from October 26-28, 2010 in Frankfurt, Germany. The summit will focus on setting the path towards an open and agile enterprise using Enterprise 2.0 techniques. Key topics to be discussed include managing adoption of new collaborative ways of working, driving value from collaboration, and addressing challenges in incorporating these new approaches. The summit aims to discuss how organizations can transition to an Enterprise 2.0-driven model through keynotes and sessions on challenges, practices, and innovation.
In today’s dynamic economy, it has never been more important for leaders of Ontario’s high-performing businesses to leverage their capacity to pursue growth opportunities. The May, 2010 program demonstrated how Ontario and its business leaders can prepare to move forward and capture the many opportunities that are developing both in the province and around the world.
SEIU demanded economic reforms following the 2008 financial collapse. The union protested large Wall Street bonuses paid after taxpayer bailouts. SEIU advocated for policies benefiting working families, including healthcare reform and the Employee Free Choice Act. The union also called for regulation of the private equity industry, citing job losses and debt loads imposed on acquired companies.
This annual report summarizes the activities of TechColumbus for 2009. It highlights that despite the economic downturn, Central Ohio's tech sector continued advancing that year, with expansions by major institutions like OSU, Battelle, OhioHealth and Nationwide Children's Hospital. Leadership from these institutions, the state government, and economic development groups like TechColumbus were crucial in helping the region's tech economy move forward through collaboration and promoting innovation. The report provides an overview of TechColumbus' partnerships and programs that supported local entrepreneurs and startups in 2009.
The document summarizes the fractured and uneven nature of the US economic recovery based on differing trends across industries and regions. It notes that while overall GDP growth was positive, the recovery has seen both positive and negative trends across different markets and companies. Some areas and industries are seeing their best year ever while others are struggling. This fractured recovery makes it difficult to characterize the economy with broad statements and requires flexibility for companies to shift resources to localized opportunities. The recovery has also led to growth in small and medium companies able to nimbly take advantage of trends, while contract workers are helping larger firms regain flexibility.
This document summarizes interviews with five industry leaders on pressing issues facing the hedge fund industry. The leaders discussed how due diligence processes have changed in light of recent events, focusing more on counterparty risk. They also addressed how changes in investor attitudes have affected their businesses and how increased transparency is important. Regarding regulation, opinions varied from mandatory registration to focusing on solid due diligence practices. Major changes foreseen in the next five years include increased concentration in the industry and some increased regulation.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
The document discusses an upcoming Enterprise 2.0 Summit taking place from October 26-28, 2010 in Frankfurt, Germany. The summit will focus on setting the path towards an open and agile enterprise using Enterprise 2.0 techniques. Key topics to be discussed include managing adoption of new collaborative ways of working, driving value from collaboration, and addressing challenges in incorporating these new approaches. The summit aims to discuss how organizations can transition to an Enterprise 2.0-driven model through keynotes and sessions on challenges, practices, and innovation.
In today’s dynamic economy, it has never been more important for leaders of Ontario’s high-performing businesses to leverage their capacity to pursue growth opportunities. The May, 2010 program demonstrated how Ontario and its business leaders can prepare to move forward and capture the many opportunities that are developing both in the province and around the world.
SEIU demanded economic reforms following the 2008 financial collapse. The union protested large Wall Street bonuses paid after taxpayer bailouts. SEIU advocated for policies benefiting working families, including healthcare reform and the Employee Free Choice Act. The union also called for regulation of the private equity industry, citing job losses and debt loads imposed on acquired companies.
How do you know what to do to protect your current business and identify areas of future growth? How do you balance opportunity with risk? This paper helps answer those essential questions.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
This document discusses the evolution of corporate sustainability and greening efforts over time. It outlines the shift from Corporate Greening 1.0 in the 1960s-1990s to Corporate Greening 2.0, driven by factors like climate change policy, activist pressure, and new business opportunities in clean energy. It emphasizes that corporate communicators need to understand trends, engage stakeholders, provide transparency and accountability, and position their company for success in the new sustainable economy.
The document discusses how CEOs perceive the current economic environment as vastly more complex than before. It notes that 79% of CEOs expect complexity to increase further. While most CEOs doubt their ability to manage complexity, some organizations have consistently performed well ("Standouts"). The summary explores how Standouts may mitigate complexity and convert it into opportunities.
Capitalising on Complexity - Insights from the Global CEO StudyThink Ethnic
Most CEOs doubt their ability to manage rapidly escalating complexity in today's volatile and uncertain global environment. However, some organizations called "Standouts" have consistently performed well financially over the past five years despite increased complexity. Standouts likely mitigate complexity and convert it into opportunity through new leadership styles, better understanding of customers, and flexible organizational structures. However, more investigation is needed to understand how Standouts are adapting to thrive in today's complex world.
Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
The document discusses sustained innovation and growth. It identifies three areas for applying innovation to drive growth: products/services, business models, and processes/organization. It provides examples of how companies like RIM, AIG, and Pfizer have sustained innovation and competitive advantage. It also discusses why innovation initiatives sometimes fail and examples of companies like Blockbuster, Sony, and Sun Microsystems that failed to sustain innovation. The document advocates for an innovative mindset and presents a 7-step model for sustained innovation that can be implemented as a process. It concludes with additional reading recommendations on the topic.
The document discusses how the job market has changed from the past. It notes that the economy is now driven by services and finance rather than manufacturing. Companies no longer offer lifetime employment and careers will likely span multiple employers. As a result, workers must develop their personal brand and market themselves as "worker-preneurs" in order to stay competitive in the changing job market.
IBM underwent a decade-long transformation beginning in the 1990s:
- Facing declining revenues in the 1990s, IBM shifted from a product-focused to a service-focused business model.
- Under CEO Lou Gerstner, IBM shed its low-margin businesses and invested heavily in software and global IT services.
- This transformation was completed under CEO Sam Palmisano, returning IBM to growth and profitability.
CEO Branding: Why, When and How to Use the CEO in Corporate CommunicationFINN
This document summarizes a webinar on the role of the CEO in corporate communications. It discusses how the reputation of the CEO and company are closely linked. CEOs expect communication to help build and protect corporate reputation. The webinar covers finding the CEO's personal mission statement and values and connecting them to the company's brand values. It also discusses living the brand by having the CEO link important issues to company strategies and solutions. Throughout, the webinar emphasizes the importance of the CEO in shaping the corporate narrative and reputation through their communications and actions.
This document discusses strategies of market-driven organizations and market drivers. It provides examples of market driver attributes and values-driven organizations. It also discusses concepts like vision, mission, core values and ideology. Key points include that market drivers focus on emerging customer needs, create new markets that render competitors obsolete, and their core values inspire radical business concepts. Visionary companies have a fixed core ideology and purpose while continuously adapting strategies, and discover their core values and purpose by looking inside themselves.
This document discusses leadership challenges in a time of rapid global change. It profiles Gary Hamel, who argues that leaders must rethink assumptions about business structure and capitalism. It also profiles two London Business School alumni - David Pyott of Allergan and Tim Breedon of Barclays Bank - who have led companies through significant change and turbulence. Both emphasize the importance of listening skills, emotional intelligence, and creating resilient leadership teams to navigate disruptive times.
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
50+ quotes from leaders on customer centricity and customer obsessed leadershipMarketCulture
This document contains quotes from business leaders emphasizing the importance of customer-centric culture and strategies. The quotes cover topics like putting customers first, gaining customer insights, anticipating customer needs, empowering employees, monitoring competitors, collaboration, and adapting to changes. The leaders quoted include Jeff Bezos, Elon Musk, Steve Jobs, and others from companies like Amazon, Apple, Tesla, and more.
Dr Temares - Understanding True LeadershipSolusoft
The document discusses various topics related to leadership, including:
- Definitions of true leadership and how remarkable leaders build relationships and focus on customers.
- Toxic leadership and examples of leaders who harmed organizations through arrogance, dishonesty, and self-interest.
- The importance of understanding changes in the workforce, particularly the rise of "digital natives" who learn and work differently due to technology influences.
- How organizations can influence customers by embracing new technologies and social media to enhance relationships and leverage collective knowledge.
The document discusses how most CEOs feel unprepared for the rapidly escalating complexity in today's economic environment, which they see as substantially more volatile, uncertain, and complex, however a group of "Standout" organizations have consistently performed well by mitigating complexity. Global shifts like increased interconnectivity and the rise of new technologies are compounding complexity. While CEOs expect disruption to continue, they must find new ways to lead their organizations to succeed in this drastically changed world.
1) CEOs now see complexity as their biggest challenge rather than change. 79% expect complexity to increase further.
2) While most CEOs doubt their ability to manage growing complexity, some "Standout" organizations have used it to their financial advantage over the past 5 years.
3) CEOs say creativity is now the most important leadership quality to navigate complexity successfully. Standout companies practice and encourage experimental, creative thinking.
The document discusses how most CEOs feel unprepared for today's highly complex environment characterized by increased globalization, uncertainty, and interconnectedness. While complexity is expected to rise further, some organizations have been able to turn it into a competitive advantage by embracing creative leadership, reinventing customer relationships, and building operating dexterity. The document examines how these "Standout" organizations mitigate complexity and highlights the new approaches CEOs say are needed to succeed in today's drastically changed world.
How do you know what to do to protect your current business and identify areas of future growth? How do you balance opportunity with risk? This paper helps answer those essential questions.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
This document discusses the evolution of corporate sustainability and greening efforts over time. It outlines the shift from Corporate Greening 1.0 in the 1960s-1990s to Corporate Greening 2.0, driven by factors like climate change policy, activist pressure, and new business opportunities in clean energy. It emphasizes that corporate communicators need to understand trends, engage stakeholders, provide transparency and accountability, and position their company for success in the new sustainable economy.
The document discusses how CEOs perceive the current economic environment as vastly more complex than before. It notes that 79% of CEOs expect complexity to increase further. While most CEOs doubt their ability to manage complexity, some organizations have consistently performed well ("Standouts"). The summary explores how Standouts may mitigate complexity and convert it into opportunities.
Capitalising on Complexity - Insights from the Global CEO StudyThink Ethnic
Most CEOs doubt their ability to manage rapidly escalating complexity in today's volatile and uncertain global environment. However, some organizations called "Standouts" have consistently performed well financially over the past five years despite increased complexity. Standouts likely mitigate complexity and convert it into opportunity through new leadership styles, better understanding of customers, and flexible organizational structures. However, more investigation is needed to understand how Standouts are adapting to thrive in today's complex world.
Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
The document discusses sustained innovation and growth. It identifies three areas for applying innovation to drive growth: products/services, business models, and processes/organization. It provides examples of how companies like RIM, AIG, and Pfizer have sustained innovation and competitive advantage. It also discusses why innovation initiatives sometimes fail and examples of companies like Blockbuster, Sony, and Sun Microsystems that failed to sustain innovation. The document advocates for an innovative mindset and presents a 7-step model for sustained innovation that can be implemented as a process. It concludes with additional reading recommendations on the topic.
The document discusses how the job market has changed from the past. It notes that the economy is now driven by services and finance rather than manufacturing. Companies no longer offer lifetime employment and careers will likely span multiple employers. As a result, workers must develop their personal brand and market themselves as "worker-preneurs" in order to stay competitive in the changing job market.
IBM underwent a decade-long transformation beginning in the 1990s:
- Facing declining revenues in the 1990s, IBM shifted from a product-focused to a service-focused business model.
- Under CEO Lou Gerstner, IBM shed its low-margin businesses and invested heavily in software and global IT services.
- This transformation was completed under CEO Sam Palmisano, returning IBM to growth and profitability.
CEO Branding: Why, When and How to Use the CEO in Corporate CommunicationFINN
This document summarizes a webinar on the role of the CEO in corporate communications. It discusses how the reputation of the CEO and company are closely linked. CEOs expect communication to help build and protect corporate reputation. The webinar covers finding the CEO's personal mission statement and values and connecting them to the company's brand values. It also discusses living the brand by having the CEO link important issues to company strategies and solutions. Throughout, the webinar emphasizes the importance of the CEO in shaping the corporate narrative and reputation through their communications and actions.
This document discusses strategies of market-driven organizations and market drivers. It provides examples of market driver attributes and values-driven organizations. It also discusses concepts like vision, mission, core values and ideology. Key points include that market drivers focus on emerging customer needs, create new markets that render competitors obsolete, and their core values inspire radical business concepts. Visionary companies have a fixed core ideology and purpose while continuously adapting strategies, and discover their core values and purpose by looking inside themselves.
This document discusses leadership challenges in a time of rapid global change. It profiles Gary Hamel, who argues that leaders must rethink assumptions about business structure and capitalism. It also profiles two London Business School alumni - David Pyott of Allergan and Tim Breedon of Barclays Bank - who have led companies through significant change and turbulence. Both emphasize the importance of listening skills, emotional intelligence, and creating resilient leadership teams to navigate disruptive times.
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
50+ quotes from leaders on customer centricity and customer obsessed leadershipMarketCulture
This document contains quotes from business leaders emphasizing the importance of customer-centric culture and strategies. The quotes cover topics like putting customers first, gaining customer insights, anticipating customer needs, empowering employees, monitoring competitors, collaboration, and adapting to changes. The leaders quoted include Jeff Bezos, Elon Musk, Steve Jobs, and others from companies like Amazon, Apple, Tesla, and more.
Dr Temares - Understanding True LeadershipSolusoft
The document discusses various topics related to leadership, including:
- Definitions of true leadership and how remarkable leaders build relationships and focus on customers.
- Toxic leadership and examples of leaders who harmed organizations through arrogance, dishonesty, and self-interest.
- The importance of understanding changes in the workforce, particularly the rise of "digital natives" who learn and work differently due to technology influences.
- How organizations can influence customers by embracing new technologies and social media to enhance relationships and leverage collective knowledge.
The document discusses how most CEOs feel unprepared for the rapidly escalating complexity in today's economic environment, which they see as substantially more volatile, uncertain, and complex, however a group of "Standout" organizations have consistently performed well by mitigating complexity. Global shifts like increased interconnectivity and the rise of new technologies are compounding complexity. While CEOs expect disruption to continue, they must find new ways to lead their organizations to succeed in this drastically changed world.
1) CEOs now see complexity as their biggest challenge rather than change. 79% expect complexity to increase further.
2) While most CEOs doubt their ability to manage growing complexity, some "Standout" organizations have used it to their financial advantage over the past 5 years.
3) CEOs say creativity is now the most important leadership quality to navigate complexity successfully. Standout companies practice and encourage experimental, creative thinking.
The document discusses how most CEOs feel unprepared for today's highly complex environment characterized by increased globalization, uncertainty, and interconnectedness. While complexity is expected to rise further, some organizations have been able to turn it into a competitive advantage by embracing creative leadership, reinventing customer relationships, and building operating dexterity. The document examines how these "Standout" organizations mitigate complexity and highlights the new approaches CEOs say are needed to succeed in today's drastically changed world.
The Evolving Business Case for Social Media in HealthcareChris Hoffmann
An assessment of how this unique communication platform is helping healthcare consumers, care providers and other stakeholders support decision making and simplify complex online interactions.
An assessment of where awareness and trust meet the challenges of reimbursement, planning and advocacy within the decision-making processes of care for seniors.
The document discusses the complexities and opportunities presented by public health insurance exchanges established under the Affordable Care Act. It finds that states have underestimated the costs and complexity of creating these exchanges. While new opportunities may emerge around health insurance distribution, significant challenges around technology, funding, and long-term sustainability complicate establishing exchanges that meet their goals.
TripleTree mHealth Research & Survey ReportChris Hoffmann
This document discusses the growing market for mobile health (mHealth) technologies. It notes that wireless and mobile delivery is redefining healthcare by streamlining its delivery and making it faster, more accurate, and cost-effective. The past year saw significant innovation in mHealth and increased interest and adoption driven by government programs and changing patient expectations. While challenges remain, mobile technologies are becoming a critical part of healthcare delivery and many experts believe we have reached a tipping point where meaningful disruption and change will occur.
The document discusses the eDiscovery market and opportunities for emerging eDiscovery vendors. It notes that the market is shifting from a reactive, case-driven model to a more proactive approach focused on enterprise compliance. For emerging vendors to succeed, they need scalable technology and the ability to integrate with broader content management and information governance initiatives. The document also analyzes acquisition trends that see global software firms acquiring specialized eDiscovery vendors to fill gaps and gain expertise in this growing market segment.
The document discusses how sales, marketing, and customer service functions are converging due to the use of Software as a Service (SaaS) ecosystems and collaboration tools. This convergence is redefining how customer relationship management (CRM) works by allowing for shared customer information across departments and automated workflows. Key collaboration technologies and SaaS platforms are integrating and rationalizing separate CRM functions, while changing the role of professional services supporting these systems.
This document discusses the evolving landscape of enterprise compliance solutions. It notes that compliance has become a top priority for companies due to the large number of regulations they must address. While many vendors offer point solutions that focus on specific compliance areas, the document argues that companies need integrated platforms that can manage compliance across the entire enterprise in a consistent manner. It outlines key components that should be included in comprehensive compliance solutions and governance, risk, and compliance programs. Finally, it presents models for how compliance solutions can take a holistic "top-down/bottom-up" approach to better meet enterprises' evolving needs.
TripleTree analyzed the collaboration landscape and found significant fragmentation across internal and external collaboration tools. The report identifies over a dozen categories of collaboration solutions with a range of market sizes. TripleTree advocates integrating collaborative capabilities within enterprise applications to better support business workflows, rather than relying on niche collaboration point solutions. Email is the most widely used internal collaboration tool due to its accessibility, intuitiveness, standardization, and role-based functions, but has limitations and is not optimal for all business functions.
This document provides an annual synopsis and outlook from TripleTree, an independent investment bank focused on mergers and acquisitions, capital formation, and strategic advisory for healthcare and technology firms. It discusses the challenging economic environment of 2009 and how some companies emerged as leaders through strategic acquisitions and capital raises. TripleTree also summarizes its research focus areas and recent reports on emerging trends in healthcare, technology, and other industries.
This document discusses drivers of the growth of wireless and mobile health (mHealth) solutions. Rising healthcare costs in the US are a key driver, with spending projected to reach 20% of GDP by 2016. mHealth solutions offer innovations that can optimize patient safety and drive down costs by connecting and informing patients and caregivers. Examples given include using mHealth to mitigate errors, improve chronic disease management, and enhance access to care especially in developing countries. Adoption challenges include technological, financial, regulatory and behavioral barriers that must still be addressed for mHealth's full potential to be realized.
SaaS platforms are evolving to meet the needs of emerging SaaS vendors. Major technology companies are positioning themselves as SaaS platforms and offering development tools, operations support, and marketing capabilities to SaaS vendors. This allows SaaS vendors to focus on their specialized applications while leveraging a platform for additional functions. Deciding whether and how to align with a SaaS platform is an important consideration for SaaS company CEOs.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
3. Se N T I MeNT
“I know it’ll [the economy] get better. We’ve been “If changing a paradigm were easy, we’d already have
through all kinds of economic problems in this country universal healthcare and electric cars would’ve been INDEX
for a couple hundred years. Our genius in the United a hit. But changing a paradigm is hard: You have to
States is not in avoiding problems, it’s in overcoming scrape one idea out of the minds of millions of people VIEWPOINT 4
problems. We’ve overcome every problem we’ve ever and replace it with your idea – and you have only the
QUESTIONS 5
faced...Three of four years from now everything will existing tools to do that with.”
be fine.” – Dennis Pombriant, Founder, Beagle Research Group
ADVICE 6
www.destinationCRM.com, November, 2009
– Warren Buffet, Founder, Berkshire Hathaway
Quoted from a speech delivered at the Fortune Most Powerful Women Conference,
September 2009 RESEARCH 7
PERSPECTIVES 8
“IBM is a company that is notable for going the other “Making medicine smarter is more than a marketing
direction…IBM’s footprint is more narrow today than message. It is delivering today on the commitment ENGAGEMENTS 12
it was when I started. I am not sure that has been to to clinical excellence, improved patient outcomes and
the long-term benefit of their shareholders.” lower healthcare costs that comes from our significant CAPITAL MARKETS 14
– Steve Ballmer, CEO, Microsoft investments in innovation and execution across our
NYTimes.com, September 2009 M&A MARKETS 16
entire organization.”
– Kenny Klepper, President & CEO, Medco
PRIVATE EQUITY 18
http://www.medcohealth.com/medco/corporate/home, November 2009
VENTURE CAPITAL 19
“…a $300 netbook is a commodity…institutions get “Today it’s so complicated that the average
ABOUT TRIPLE TREE 20
trapped in the past…because of their cultural resistance [healthcare] consumer—and this is what the
to change” academics say—you can’t put the average consumer
– Sam Palmisano, CEO, IBM (response to Mr. Ballmer’s comment) in charge, it’s too complicated. Yeah it’s too
http://bits.blogs.nytimes.com, October 2, 2009 complicated! So let’s make it not complicated.”
– Jonathan Bush, CEO, athenahealth
Wall Street Journal, December 2009
4. VIe WPO I N T
Many companies and their investors have now rationalized what The result is that we are now positioned among the most relevant
transpired in 2009. healthcare advisors in the industry.
A harbinger of economic vitality – the stock market – bottomed We hope our annual issue of Acuity2010 provides useful
out in late 2008, recovered slightly, and fell even further in March perspectives on the current market landscape and we look forward
of 2009. Since then it has seen a terrific rally, one we hope is to reconnecting with you soon.
sustainable.
Sincerely,
Despite U.S unemployment remaining historically high, many
pockets of the economy are recovering and TripleTree is optimistic
about 2010. As such, we are advising and helping businesses with Kevin Green, Founding Managing Director
specialized solutions, disruptive delivery models, and predictable David Henderson, Founding Managing Director
growth to recognize the best paths for liquidity.
Peter Erickson, Managing Director
In industries like healthcare, traditional players are facing stiff
Chris Hoffmann, Director
economic and regulatory pressures, consumers are becoming
Brian Klemenhagen, Director
exceedingly influential, and long-standing problems are being
Tad O’Donnell, Managing Director
addressed with meaningful innovations – an environment ripe for
platform investment. Joe Schiesl, Managing Director
Ryan Stewart, Director
With an increasingly global reach, TripleTree continues to focus its Scott Tudor, Managing Director
attention on personal, weekly interactions with the best emerging Rob McCray, CEO – Wireless-Life Sciences Alliance
firms, financial sponsors, and strategic buyers. Entering our 12th
year, we are hiring talent, investigating new sectors, and enjoying
the competitive advantage of being an independent advisor and
principal investor.
4
5. QU eSTIO N S
TripleTree’s ecosystem consists of three interrelated groups: Middle Market Firms, Financial Sponsors, and Global Buyers. Each is seeking either
new pockets of growth, new capital sources, or new strategic partners while facing a range of questions:
• Is capital funding for growth or shareholder liquidity even available given current market conditions?
• As scrutiny grows around M&A and investment, what perspectives are critical in assessing timing and approach?
• How would an “IPO path” influence near-term decision making?
• What are the right strategies for addressing the opportunities arising as physicians and healthcare service providers take advantage of
the American Recovery and Reinvestment Act (ARRA)?
• What impact will healthcare reform and an expansionist attitude in Washington have on the industry, specifically the areas of
population health management, consumer directed healthcare, medical device innovation, and elder care?
• As alternative care emerges, where are telehealth, remote patient monitoring, and alternative care delivery models headed?
• Who are the players from outside the healthcare sector most poised to make an impact on the quality of care, compliance, and
patient experience management?
• One research group1 estimates that 64% of physicians in the U.S. use smartphones…will these become a defacto mobile
platform?
• How will cloud computing impact my company? My partners? My sector?
• How motivated are CFOs to move beyond reacting to business risk (financial, information, business) and becoming more proactive?
• How have the key factors that influence M&A valuations changed as a result of the current recession?
• If true, how will the rules for mobile media and content distribution be impacted?
1 Source: Manhattan Institute, 2009. 5
6. A dV I Ce
Preserving cash and hunkering down should not be a universal strategy for growth businesses. As the marketplace filters dozens of variables impacting
sales, operations, and executive thinking, we are telling CEOs and investors to remain opportunistic. We also believe that in a number of sectors non-
traditional leaders will come forward.
• Prepare for Overtures: Many of the better innovators are already • Consider New Business Models: Realize that the influence of
being approached by potential acquirers. For firms with On Demand or consumerism will create growth opportunities for solutions ranging
Software as a Service (SaaS) delivery, this (recurring) revenue interest from healthcare and financial applications, to enterprise logistics and
stems from a need for subscription-based and multi-tenant delivery education.
models.
• Understand your Market Landscape: Visualizing new opportunities and • Stakeholders are not Aligned: Increasingly, our team is working with
building an innovative roadmap are critical. One example is the web business builders and their shareholders to align expectations on
and mobile convergence of media and content and scrutiny about how relative “value”. A range of factors to support these expectations are
ad-driven revenue models can sustain long-term growth. critical and include both qualitative and quantitative metrics.
• Rationalize your Assets and IP: Having an appreciation for how your • Fixate on Performance Metrics: Emerging businesses should pick
business will be viewed as a strategic asset given today’s market five key performance metrics (TripleTree applies 40 when advising its
will impact timing and approach for M&A and capital formation. clients) and manage them with a real-time dashboard. These may
Some of the best business models we are seeing are “assemblers” include Monthly Recurring Revenue (MRR), Cash Flow and Customer
and “hybrids”. Said differently, these are firms identifying specific Churn...the best companies we see are maniacal about performance
marketplace pain points and addressing them with solutions comprised metrics.
of disparate pieces rather than suites. These are firms that represent
a new approach to brand building.
• Watch for Cloud Formations: At global firms, the best thinking we
• Think Beyond Financial Synergies: Well articulated long-term thinking, are witnessing seems to coincide with the organization’s willingness
a focus on new markets, identification of strategic partners, and an to rewrite their rules on sales and distribution channels, improve their
understanding of disruptive delivery models are critical components to connections with online constituents, and leverage cloud computing to
strategic discussions. improve customer support.
• Build an Acquisition Roadmap: Any notion of “high growth” will be • Know that Acquisitions will not be Limited to Global Firms. High flying
nearly impossible without a roadmap and embracing new delivery mid-market players with strong fundamentals will become acquisitive,
models like SaaS. Industry specialized solutions will be critical for targeting businesses with disruptive delivery models, recurring revenue
accelerating revenues and remaining relevant. streams, or industry vertical specialization.
6
7. Re Se A R Ch Theme-based assessments and opinions on sectors where
market dynamics are impacting growing and profitable businesses.
This report marks
TripleTree’s first analysis
This report examines This report examines the of the life sciences
IT GOVERNANCE
alternative delivery models rapid change of enterprise industry, identifying
Expanding the Role of IT Compliance
the sector’s unfolding
and Risk Management.
and new approaches to collaboration and social
RESEARCH R E P O RT | 2009
health management shifting software solutions. evolution in areas like
the paradigm for patient- patient safety, compliance,
centric care. sales and marketing, and
collaboration.
This report assesses how This report explores how This report focuses on the
IT GOVERNANCE
the evolution of mobile Cloud computing will Expanding the Role of IT Compliance
evolution of IT Governance
platforms and social tools modernize healthcare IT,
and Risk Management.
and the effects of
are legitimizing the growth help bend the cost curve, disruptive technologies,
RESEARCH REPORT | 2009
of mHealth. and improve patient regulatory trends, and
outcomes. market consolidation.
7
8. heALTh C A Re P eR S P eC T I Ve S – LOOKING BACK AT 2 0 0 9
A year ago a deepening recession and many legislative unknowns forced a wait-and-see mentality. While the jury is still out on any real economic boost
from the American Recovery and Reinvestment Act (ARRA) many companies looked to new markets and M&A for growth.
TripleTree’s decade of experience in Healthcare buoyed our brand and has us positioned for leadership in 2010.
L A R G E- C A P D E A L S IPOs CLINICAL SYSTEMS
Some significant deals bring new players Lofty public equity valuations led to Patient safety, compliance, decision support
and keeps the industry on its toes select IPO activity and interoperability rise
• Dell acquires Perot • Verisk IPO – creation of Verisk Health • Microsoft acquires Sentillion
• IMS Health taken private • Emdeon • Hospira acquires TheraDoc
• WellPoint sells PBM NextRx to Express Scripts • Accretive (filed) • Salesforce.com invests in Practice Fusion
• WebMD and HLTH merge • HealthPort files; later delays due to market • AMICAS taken private
conditions • Quadramed taken private
• Medidata Solutions
R E V E N U E C YC L E M A N AG E M E N T POPUL ATION HEALTH MANAGEMENT / ANALY TICS
Significant investments from the WIRELESS HEALTH A hot sector that is relevant in all areas
payer community Still more questions than answers of the healthcare continuum
• Ingenix acquires CareMedic • Cerner acquires IMC Health Care • Verisk acquires D2Hawkeye and TIERMED
• WellPoint invests in Availity • CVS Caremark invests in Generation Health • athenahealth acquires Anodyne Health
• CareFirst invests in NASCO • Inverness acquires Free & Clear • IBM – announces enterprise wide health
• JMI invests in Navicure • Proctor & Gamble acquires MDVIP analytics initiative and opened a Health
• GE and Intel form $250M Healthcare Alliance Analytics Solutions Center
• GE acquires remaining stake of Living
Independently Group
8
9. he ALTh C A Re P eR S PeC T I VeS – AR eAS TO WATC h
HE A L T H I N F O R M AT I O N EXC H A N G E – REMOTE PATIENT MONITORING (RPM) –
As providers, payers, employers, and pharma streamline workflows While Medicare has yet to implement a broad-based reimbursement
through enterprise applications, “information silos” are being removed framework for remote patient monitoring, we view RPM as a key lever
through mandated information standards forcing the adoption of in chronic care management for seniors, in particular, and the broader
middleware and maturing degrees of interoperability across platforms and chronic condition population.
industry constituents.
HEALTHCARE C OMPLIANCE –
DATA AN A LY T I C S A N D I N T E L L I G E N C E – Compliance mandates in healthcare are wide-ranging and encompass
All constituents across healthcare are seeing increased focus on the regulatory medical necessity, payment integrity, consumer-driven medical
adoption of data analytics and business intelligence to drive higher /pharmaceutical care adherence, and patient privacy.
degrees of visibility across the cost, care, and quality continuum.
SPOTLIGHT REPORT
CLINICAL AUDITING –
IT- D R I V E N C A R E MA N AG E M E N T – Driven from NCQA’s HEDIS requirements and the MMA’s risk adjustment
The marriage of health analytics, workflow-based care management
of Medicare Advantage premiums, a new sub-sector has emerged around
systems, and interactive telecommunication solutions are enabling
the clinical auditing of medical chart-based data that is delivering deeper
payers to think more aggressively about care coordination and care
levels of patient insights across the cost, care and quality continuum;
management.
with highly relevant applications in the Phase IV post approval drug safety
HE A L T H I N S U R A N C E E XC H A N G E – and efficacy efforts across the biopharma industry.
As legislation seeks to make coverage more easily attainable through the
A LTERNATIVE CARE D ELIVERY MODELS –
creation of exchanges, payers will need to create more robust direct to
Models of care that leverage technology and take place outside of the
consumer capabilities and enhance automation capabilities to create more
walls of physicians’ offices and hospitals, e.g. telehealth, retail clinics,
efficient “click-to-card” processes.
virtual visits, and email.
W I R E L E SS A N D M O B I L E HE A L T H – PHARMA / L IFE SCIENCES -
The use of wireless technology across the entire healthcare system seeks
Big pharma companies will transition from a manufacturer/supplier role
to cut system costs, increase efficiency, and improve outcomes through
to a partner for payers and providers in an attempt to enhance care
the real-time seamless flow of mission-critical data to and from once
management and outcomes.
disparate systems.
9
10. T eCh NO LO G Y Pe R S PeC T I Ve S – LOOKING BACK AT 2 0 0 9
For Acuity2010, TripleTree considered broad market news and events impacting the sectors and industries where we provide investment banking support.
For 2009, mega-trends driven by cloud computing, consumerism, collaboration, and mobile might be viewed as “transformative” and despite the running
joke that “flat is the new up,” meaningful deals occurred across many sectors, providing continued buoyancy to consolidation trends.
IPOs
B I G & G E T T I N G BIGGER
The IPO market is beginning to thaw as
A new set of master brands are emerging
10+ technology IPOs were completed in 2009
• Oracle acquires Sun
• Dell acquires Perot • Open Table
• Emerson acquires Avocent • SolarWinds
• HP acquires 3com • LogMeIn
• IBM acquires SPSS • Rosetta Stone
• Xerox acquires ACS
• Adobe acquires Omniture
C LO UD MOBILE
Leveraging virtualization to create more Platforms emerge to support
efficient and cost effective solutions communication and collaboration
• Cisco acquires Tandberg • Silver Lake acquired by Skype
• VMware acquires SpringSource • Google acquires AdMob
• Sun acquires Q-Layer • Cisco acquires Starent Networks
• RightNow acquires HiveLive • Visto acquires Good Technologies
• Oracle acquires Virtual Irons
10
11. T eCh NO LO G Y Pe R S PeC T I Ve S – AR eAS TO WATC h
DE L I V E RY M O D E L S VERTICALS
• SaaS – OnDemand continues to mature and SaaS 3.0 is now relevant, • Education – A growing reliance on technology in the classroom and
extending applications into platforms. virtual/distance learning will drive strong market growth and investor
interest.
• Cloud – Focus will shift from “discussion to evaluation” and to
demonstrable examples where IT resources are more effectively • Public Sector – Government IT spending is increasing and large market
leveraged across projects and delivered in a more scalable and cost opportunities exist in healthcare, pubic safety, and cyber security at
effective fashion. federal and state levels.
• Mobile & Wireless – Enterprises will continue to advance their wireless • Financial Services – Rebounding markets, increased consolidation,
strategies as consumerism influences wireless adoption; wireless retail, and stronger regulatory compliance requirements will drive technology
micropayments and high growth industries. investment.
D OMAINS
• Collaboration – People, processes, and data will become more interactive
and supported by web architectures and standards.
• Compliance – Enterprises are taking a holistic view of increased
regulation and are looking for automated, repeatable and auditable
processes.
• Data Analytics and Business Intelligence – Data continues to be a
competitive asset and real-time analytics and decision support systems
will emerge as processing power increases.
11
12. eNGAGeMeNTS Our deal flow entering 2010 is the strongest in the history of the firm.
IMC Health Care, an operator of on-site healthcare centers at employer sites was acquired by Cerner, a leader in
healthcare technology.
ABOUT IMC HEALTH CARE:
• An innovator in the field of on-site healthcare, IMC has differentiated itself through its ability to create
customized health centers to match each client’s unique culture and specific needs.
• More than 20 years of providing occupational health services to a wide range of employers.
CareMedic, a provider of enabling technologies and services that optimize revenue cycle efficiency and improve
cash flow, margins and productivity to hospitals, was acquired by Ingenix, a subsidiary of United Health Group
and a leading health information, technology and consulting company.
ABOUT CAREMEDIC:
• Enterprise platform of SaaS-based software and business process outsourcing services for the provider
revenue cycle.
• Only Company with a true end-to-end data and process integration engine built upon a patient centric
data model, the Company’s Electronic Financial Record (eFR®) platform.
Anodyne Health Partners, a provider of revenue cycle business intelligence (BI) solutions to mid-market and
enterprise medical group practices, was acquired by athenahealth (Nasdaq: ATHN), a leading provider of SaaS-
based business services to physician practices.
ABOUT ANODYNE HEALTH PARTNERS:
• Anodyne Health provides a proprietary web-based BI software platform that enhances an organization’s
ability to view and access all facets of its revenue cycle information.
• Anodyne fills a significant void in the provider RCM competitive landscape by unlocking the “self-service”
model for RCM analysis with a BI solution that is easy-to-use and designed specifically for the unique
“pain points” of the provider community.
• Anodyne services mid-market and enterprise medical group clients and has over 14,000 providers under
contract.
12
13. Axentis, a global leader of governance, risk and compliance (GRC) management solutions was acquired by
Wolters Kluwer’s (AMS:WKL, WLSNc.AS) Tax and Accounting division, a leading provider of tax, accounting,
audit, risk, and compliance software solutions and services.
ABOUT AXENTIS:
• Pure-play SaaS GRC leader with 600,000 users in more than 100 countries.
• Blue chip customer base includes life sciences, healthcare, financial services, energy, utilities, and
Risk-driven compliance. On demand.™
manufacturing.
• Industry recognized leader by Forrester Research and Gartner for top-tier GRC solutions.
Infocrossing’s Secure Message Management Division, a provider of email message management, security
compliance, storage, archiving and eDiscovery was acquired by Marsys (Mariner Systems).
ABOUT INFOCROSSING’S SECURE MESSAGE MANAGEMENT DIVISION:
• Provides archiving, compliance, eDiscovery, secure messaging and filtering solutions including
visual policy management, intelligent content analysis and integrated search and long-term storage
management.
Security & Compliance
Division • 1,700+ SMB and enterprise customers worldwide.
HxTechnologies, a health information exchange (HIE) technology company enabling more effective care
through access to information, was acquired by MEDecision, a subsidiary of Health Care Service Corporation
(HCSC).
ABOUT HXTECHNOLOGIES:
• Provides healthcare providers and payers real-time, web-based access to a patient’s full set of diagnostic
images, reports, and other health information typically scattered out of reach across multiple healthcare
facilities.
• Proprietary technology allows providers to view and manipulate high-tech diagnostic images over the web.
• Fully IHE (Integrating the Healthcare Enterprise) compliant technology allows interoperability across
systems.
Oceanwide Logistics Business, a leading provider of web-based software solutions for international supply chain
logistics and import/export customs compliance, was acquired by Descartes DSGX (Nasdaq); DSG (TSX), a
provider of on-demand logistics technology solutions.
ABOUT OCEANWIDE LOGISTICS BUSINESS:
• Collaborative web-based platform for managing complex and time sensitive international freight logistics,
LOGISTICS BUSINESS
transportation management, and regulatory trade compliance.
• Over 1,000 clients worldwide, including Fortune 500 companies, carriers, freight forwarders, customs
brokers, and third-party logistics (3PLs) providers. 13
14. CAPITAL M A R KeTS ( FO C U S O N U. S. )
The second half of 2009 was marked by the uncertainty of healthcare I P O MA R K E T:
reform, rising unemployment rates, and the possibility of another large
government bailout. However, as the year came to a close the capital In 2008 countless S-1 filings were pulled and only two venture-backed
markets began to rebound and the healthcare reform picture became technology public offerings were completed. However, in 2009 over
clearer. Market indicators continue to be mixed. The DJIA is up over 60 IPOs were issued, most of them occurring in the second half of
15% Y/Y but the unemployment rate is still above 10%. While housing the year. IPOs again have become a viable liquidity option for “best-
prices in many markets across the country are beginning to recover, in-class” vendors with strong financial statements and an ability to
the threat of a commercial real estate crisis lingers as small businesses differentiate themselves.
struggle and large enterprises continue to cut costs.
P R E M I U M SE PA R AT I O N:
During a downturn, high quality companies tend to quickly
separate themselves from competitors. Vertical and delivery model
differentiation is critical to supporting this separation.
In addition, SaaS, mobile and cloud delivery models can improve
the scalability, accessibility, and overall cost effectiveness of most
application, information, and content-rich solutions. Consequently,
leading SaaS vendors such as Salesforce.com, athenahealth, and
OpenTable have been rewarded in the public markets and as of January
15, 2010 are trading at over 7.5 enterprise value to revenue EV/R.
Looking back on the year, 2009 will be remembered as a turbulent
period. The chart and table to the right highlights notable financial
news and events from 2009.
14
15. S&P 500 Index
150
140 13
130
9 10 11 12 14
120
Relative Percentage
110 6 7 8
1 2 5
100
3
90 4
80
70
60
50
Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09
1 Jan 09- Barack Obama is sworn in as the 44th President of 8 Jun 09- IPO market begins to thaw; SolarWinds, LogMein,
the United States. Open Table and Rosetta Stone complete IPOs in Q2.
2 Feb 09- Financial Stability Plan announced by U.S. 9 Oct 09- The U.S. dollar reaches $1.50/EUR for the first time
Treasury. since August 8, 2008.
3 Feb 09- President Obama signs American Recovery and 10 Oct 09- Dow Jones Industrial Index closes above 10,000.
Reinvestment Act of 2009.
11 Nov 09- CIT Group, Inc. files for bankruptcy protection.
4 Mar 09- S&P 500 reaches a low of $676.53, the lowest
closing price since September 12, 1996. 12 Dec 09- Gold tops $1,200 per ounce after spending three
months above $1,000 per ounce.
5 May 09- The Federal Reserve releases the results of the
Supervisory Capital Assessment Program’s “stress test” 13 Dec 09- Bank of America, Citigroup, and Wells Fargo announce
finding 10 of the 19 largest banks have inadequate capital plans to repay TARP ahead of year-end bonus compensation
reserves. payouts.
6 Jun 09- General Motors files for bankruptcy protection. 14 Dec 09- Patient Protection and Affordable Care Act was passed
by the U.S. Senate and House.
7 Jun 09- Ten banks are allowed to exit the government’s
Troubled Asset Relief Program (TARP).
15
16. M&A MA R Ke TS
In 2009, overall M&A spending and deal volume declined for the second consecutive year. Since the recession began in 2007, overall M&A
spending and deal volume has fallen nearly 55% Y/Y and 20% Y/Y, respectively. This is not surprising, considering that many businesses are
retrenching and shifting their focus back to core competencies. The chart below shows M&A deal volume over the past six (6) years.
6,000
□ $250M-$750M
□ $50M-$250M
5,000
□ <$50M
4,000
# of Deals
3,000
2,000
1,000
0
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2004 2005 2006 2007 2008 2009
16
17. As shown below, technology sector M&A spending and deal volume (including Deal Size: In 2009, a number of technology mega-mergers occurred (see
mega-merger deals) was down over 10% Y/Y and 20% Y/Y respectively. page 10). The number of $1B+ technology deals increased by 50% Y/Y but
Healthcare sector M&A spending and deal volume was down over 60% Y/Y and the number of mega-mergers was still far below the historic highs of 2007,
10% Y/Y respectively. The sharp decline in healthcare-related M&A spending due largely to concerns about market conditions. Meanwhile the number
was the result of fewer mega-mergers. However, mid-market healthcare M&A of healthcare sector deals exceeding $1B in enterprise value dropped over
spending was down only ~15% Y/Y, outperforming the overall market. 40% leading to a sharp decline in the aggregated value of healthcare M&A
transactions.
General M&A: Global buyers and buyout investors will be “opportunistic” in 2010
with the majority of M&A activity likely consisting of tuck-under acquisitions of Deal Structure: With the failure of New York-based financing behemoth CIT
complementary solutions. Some more aggressive acquisitions of “platform” Group in November, and the lack of available debt financing, valuations will be
companies or sector leaders may also occur. more conservative. Private equity acquirers will closely consider profitability,
cash flow visibility, and sector-specific parameters. Global acquirers with strong
Shifting Market Consolidators: In 2009, the mid-market led much of the M&A balance sheets and cash positions are expected to become more aggressive.
activity as vendors moved to acquire weakened competitors and fill portfolio
whitespace. In 2010, mid-market M&A activity will continue, but large vendors No Parallel Processes for Sellers: The IPO market is recovering but is still not the
will also move to build out and fill their own gaps. best path for liquidity for most companies. We see M&A discussions taking on a
hardened focus for M&A without the distraction of public market liquidity.
Technology M&A (2005-2009)* Healthcare M&A (2005-2009)*
# of Deals # of Deals # of Deals $ Billions
# of Deals $ Billions
Deal Size Deal Size
2,500 $200 1,200 $160
$180 $140
1,000
2,000 $160
$120
$140
800
1,500 $120 $100
$100 600 $80
1,000 $80 $60
$60 400
$40
500 $40
200
$20 $20
0 $0 0 $0
2005 2006 2007 2008 2009 2005 2006 2007 2008 2009
Source: CapitalIQ.
*Includes North America transactions only. Healthcare metrics excludes Pharma. 17
18. PRIVAT e eQ U I T Y
The aggregated published deal value and number of private equity (PE) Over-Leveraged Portfolio Companies and Leverage-Intensive Strategies
technology and healthcare investments recovered in 2009. TripleTree has will be Problematic: PE portfolio companies may begin to strain under
identified a few trends that shape our 2010 private equity outlook. their existing covenants and pending debt maturities. Additionally, PE
firms relying on high levels of leverage to fund deals and generate returns
Balance of Power Shifts from General Partners to Limited Partners:
will find that lenders have decreased their tolerance for risk, at least for
Investment terms will be less favorable to GPs as compared to past years.
the foreseeable future.
LPs will insist on greater accountability, better alignment of interests, and
more stringent reporting requirements. IPO Exit Window is Open but will Remain Limited: Only companies with
strong growth, sustainable profitability, modest leverage, and approaching
Fund Raising Dynamics Favor Long, Successful Track Records and Vertical
$100M-$200M in revenue will successfully enter the public markets. The
Specialization: Overall, PE firms planning to raise funds in 2010 will
recovery of the U.S. financial markets, although strong since the March
likely face significant headwinds. However, firms with a focus on vertical
’09 lows, remains shaky and additional market uncertainty could again
specialization, or with a clear “platform” roadmap and strategy, will find
close the IPO window.
high quality deal flow.
Technology PE Investments (2005-2009)* Healthcare PE Investments (2005-2009)*
# of Deals # of Deals $ Billions # of Deals # of Deals $ Billions
Deal Size Deal Size
200 $4.0 80 $1.5
180 $3.5 70
160
$3.0 60
140 $1.0
$2.5 50
120
100 $2.0 40
80 $1.5 30
$0.5
60
$1.0 20
40
20 $0.5 10
0 $0.0 0 $0.0
2005 2006 2007 2008 2009 2005 2006 2007 2008 2009 Source: CapitalIQ.
*Includes North America transactions only. Healthcare metrics excludes Pharma.
18
19. V eNTU R e C A P I TA L
As funds and their limited partners reevaluated their portfolios and the capital lost in other investments has lost viability in the current
made investments based on more selective criteria, the aggregated marketplace.
value of venture capital investments decreased by nearly 40%. While
Vertical Differentiation is Key: Companies that specialize in healthcare,
many VC-backed firms were squeezed and had to retrench to survive,
education, the public sector and other verticals will continue to receive
many SaaS, mobile, collaborative and cloud businesses showed
more venture capital than general IT solutions and services providers.
more growth as CIOs sought cost-effective technology approaches to
Investors are looking for companies that address specific pain points
business needs.
within mission critical workflows.
Selective Investing and Portfolio Trimming Will Continue:
Trend Investing: Early stage interest persists in green-tech / clean-tech,
Given limited liquidity options, TripleTree expects venture firms to guide
healthcare IT, education and areas enabling IT optimization and cost
the “winners” in their portfolios to successful exits through M&A, and
management, like cloud computing and mobile.
to shed underperformers through asset sales. The old model where the
success of one or two winning portfolio companies would offset
Technology VC Investments (2005-2009)* Healthcare VC Investments (2005-2009)*
# of Deals # of Deals $ Billions # of Deals # of Deals $ Billions
Deal Size Deal Size
2,000 $15 800 $9
1,600
600 2009 saw a
$10 $6 larger number of
1,200 smaller venture
400 capital investment
800 rounds.
$5 $3
200
400
0 $0 0 $0
2005 2006 2007 2008 2009 2005 2006 2007 2008 2009
Source: CapitalIQ.
*Includes North America transactions only. Healthcare metrics excludes Pharma.
19
20. ABOUT TRIPLe TRee INSIGhTFUL. eXPeRIeNCed. INdePeNdeNT. 7601 France Avenue South
Suite 150
Minneapolis, MN 55435
952-253-5300
TripleTree’s merchant and investment banking practice is focused on opportunities where
disruptive technologies and innovative business models have converged or where vertical
www.triple-tree.com
industry specialization is a differentiator.
Today, our 200 years of aggregate expertise in healthcare has brought us to the forefront
of the industry as a leading strategic advisor.
We remain dedicated to providing cross-border clients with independent, candid
perspectives based on proprietary research.
Our principals are former business builders, advisors, entrepreneurs, and analysts who
take pride in their extensive network of personal and professional relationships. Since
1997, we have closed over $5B in sell-side M&A and $1.5B in recapitalization transactions
on three continents.
After you have considered the perspectives offered in Acuity2010, let us know if we can
accelerate your success through our unique brand of advisory services.
U N C O M M O N C L A R I T Y.
20
21. a - c u - i - ty (noun)
S hA R P Ne S S ; AC U T e Ne S S; Ke e N Ne S S:
AC U I T Y O F V I S I O N; AC U I T Y O F M I Nd.
MINNeAPOLIS | BOSTON | SAN dIeGO | www.triple-tree.com