tom peters’ re-ima g ine ! toward health ( care ) excellence !
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Tom Peters’ Re-Ima g ine2006! Business Excellence in a Disru p tive A g e Aetna National Accounts 2006 Consultants Forum/Laguna Niguel/01March2006. Tom Peters’ Re-ima g ine ! Toward Health ( care ) Excellence !. January February Duke April. - PowerPoint PPT PresentationTRANSCRIPT
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Tom Peters’
Re-Imagine2006!Business Excellence in a Disruptive Age
Aetna National Accounts 2006 Consultants Forum/Laguna Niguel/01March2006
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Tom Peters’
Re-imagine!Toward
Health(care) Excellence!
JanuaryFebruary
DukeApril
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Tom Peters’
Re-imagine!Toward
Health(care) Excellence!
Aetna National Accounts 2006 Consultants Forum/Laguna Niguel/01Duke2006/Part #1
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Re-imagine! Not Your Father’s World I.
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THREE BILLION NEW CAPITALISTS
—Clyde Prestowitz
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26m
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43h
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THE CUSTOMER IS GOD AND THE MARKET DECIDES
EVERYTHING
Source: Banner, Hua Xin Dress Co, Ltd., Rongcheng Industry Zone
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Re-imagine!
Not Your Father’s World II.
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“There is no job that
is America’s God-given
right anymore.”
—Carly Fiorina/HP/January2004
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“Income Confers No Immunity as Jobs Migrate”
—Headline/USA Today/02.2004
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No Limits?
“Short on Priests, U.S. Catholics
Outsource Prayer to Indian Clergy” —Headline,
New York Times/06.13.04 (“Special intentions,” $.90 for Indians, $5.00 for Americans)
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“In a global economy, the government
cannot give anybody a guaranteed success
story, but you can give people the tools to make the most of
their own lives.” —WJC, from
Philip Bobbitt, The Shield of Achilles: War, Peace, and the Course of History
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The General’s
Story. (And Harry’s) (And Darwin’s)
(And James Yorke’s) (And the Admiral’s.)
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“If you don’t like change,
you’re going to like irrelevance even less.” —General Eric
Shinseki, Chief of Staff. U. S. Army
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“It is not the strongest of the
species that survives, nor the most intelligent, but the one most
responsive to change.” —Charles Darwin
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Nelson’s secret:
“[Other] admirals more frightened of losing than
anxious to win”
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My Story. (And
Charles’.)
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Point of View!/Point of Dramatic Difference!
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1. Re-imagine Permanence:
The Naked Emperor Problem!
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“Forbes100” from 1917 to 1987: 39 members of the Class of ’17 were
alive in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the
market by 20%; just 2 (2%), GE &
Kodak, outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were alive in ’97; 12 (2.4%) of 500 outperformed the market from
1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
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“I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, ‘How do I build a small firm for myself?’ The
answer seems obvious: Buy a very large one and just wait.”
—Paul Ormerod, Why Most Things Fail: Evolution, Extinction and Economics
4/40
De-cent-ral-iz-a-tion!
Ex-e-cu-
tion!
Ac-count-a-bil-ity!
6:15A.M.
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2. Re-imagine:
Innovate or Die!
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No Option!
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Innovateor
Die!!
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Brilliant!
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“A focus on cost-cutting and efficiency has helped many organizations weather the
downturn, but this approach will ultimately
render them obsolete. Only the constant pursuit of
innovation can ensure long-term
success.” —Daniel Muzyka, Dean, Sauder School of Business,
Univ of British Columbia (FT/2004)
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“Under his former boss, Jack Welch, the skills GE prized above all others were cost-cutting, efficiency and deal-making. What mattered was the continual improvement of operations, and that mindset helped the $152 billion industrial and finance behemoth become a marvel of
earnings consistency. Immelt hasn’t turned his back on
the old ways. But in his GE, the new imperatives are
risk-taking, sophisticated
marketing and, above all, innovation.” —BW/2005
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Different!*
*“Dramatic Difference” (DH), “Remarkable Point of view” (SG)
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Franchise Lost!
TP: “How many of you [600] really
crave a new Chevy?”
NYC/IIR/061205
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This is not a “mature category.”
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This is an “undistinguished category.”
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My (Les’s) Dinner with Henri
JUSTWHATIZZITUMAKE?
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???????????
Millionaires/Deci-millionaires talk about “shareholder value.”*
Billionaires talk about “product.”**
*BigCo CEOs**Gates, Ellison, Jobs, Smith, Branson,
Buffett, Walton, Schultz, Murthy
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“To grow, companies need to break out of a
vicious cycle of competitive
benchmarking and imitation.” —W. Chan Kim & Renée
Mauborgne, “Think for Yourself —Stop Copying a Rival,” Financial Times/2003
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“The ‘surplus society’ has a surplus
of similar companies,
employing similar people,
with similar educational backgrounds, coming up with
similar ideas, producing
similar things, with
similar prices and
similar quality.” —Kjell Nordström and
Jonas Ridderstråle, Funky Business
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“Get better” vs
“Get different”
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Summary:
WallopWal*Mart16*
*Or: Why it’s so unbelievably easy to beat a GIANT Company
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The “Small Guys” Guide: Wallop Wal*Mart16
*Niche-aimed. (Never, ever “all things for all people,” a “mini-Wal*Mart.)
*Never attack the monsters head on! (Instead steal niche business and lukewarm customers.)
*“Dramatically Different”
(La Difference ... within our community, our industry regionally, etc … is as obvious as the end of one’s nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You ain’t gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
*Emotional bond with Clients, Vendors. (BEAT THE BIGGIES ON EMOTION/CONNECTION!!)
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The “Small Guys” Guide: Wallop Wal*Mart16
*Hands-on, emotional leadership. (“We are a great & cool & intimate & joyful & dramatically different team working to transform our Clients lives via Consistently Incredible Experiences!”)
*A community star! (“Sell” local-ness per se. Sell the hell out of it!)
*An incredible experience, from the first to last moment—and then in the follow-up! (“These guys are cool! They ‘get’ me! They love me!”)
*DESIGN DRIVEN! (“Design” is a premier weapon-in-pursuit-of-the sublime for small-ish enterprises, including the professional services.)
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The “Small Guys” Guide: Wallop Wal*Mart16
*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term … marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!)
*Sophisticated use of information technology. (Small-“ish” is no excuse for “small aims”/execution in IS/IT!)
*Web-power! (The Web can make very small very big … if the product-service is super-cool and one purposefully masters buzz/viral marketing.)
*Innovative! (Must keep renewing and expanding and revising and re-imagining “the promise” to employees, the customer, the community.)
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The “Small Guys” Guide: Wallop Wal*Mart16
*Brand-Lovemark* (*Kevin Roberts) Maniacs! (“Branding” is not just for big folks with big budgets. And modest size is actually a Big Advantage in becoming a local-regional-niche “lovemark.”)
*Focus on women-as-clients. (Most don’t. How stupid.)
*Excellence! (A small player … per
me … has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the right—one damn day and client experience at a time!—to beat the Big Guys in your chosen niche!)
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Easy!
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FLASH!
Innovation
is easy!
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Innovation’s Saviors-in-Waiting
Disgruntled CustomersOff-the-Scope Competitors
Rogue EmployeesFringe Suppliers
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
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CUSTOMERS: “Future-defining customers
may account for only 2% to 3% of your total, but they represent a
crucial window on the future.”Adrian Slywotzky, Mercer Consultants
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“How do dominant companies lose their
position? Two-thirds of the time, they pick
the wrong competitor to worry about.” —Don Listwin, CEO, Openwave
Systems/WSJ/06.01.2004 (commenting on Nokia)
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“Don’t benchmark, futuremark!
” Impetus: “The future is already here; it’s just
not evenly distributed” —William Gibson
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Employees: “Are there enough weird people in the lab
these days?”V. Chmn., pharmaceutical house, to a lab director
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We become who we hang
out with!
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Measure “Strangeness”/Portfolio Quality
StaffConsultants
VendorsOut-sourcing Partners (#, Quality)
Innovation Alliance PartnersCustomers
Competitors (who we “benchmark” against)
Strategic Initiatives Product Portfolio (LineEx v. Leap)
IS/IT ProjectsHQ LocationLunch Mates
LanguageBoard
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Bold!
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No Wiggle Room!
“Incrementalism
is innovation’s worst enemy.”
Nicholas Negroponte
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Just Say No …
“I don’t intend to be
known as the ‘King of
the Tinkerers.’ ”CEO, large financial services company
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CI/6S/Etc Concerns
OlivesDeck ChairsCow Paths
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On a Scale of 1 to 10*
My main activity is a Deck-Chair Shuffling, Cow-Path Paving, Olive- Reducing
Project (DCSP, CPPP, ORP) ____
* 1 = No way! 10 = ’Fraid so.
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“Beware of the tyranny of making
Small Changes to Small
Things. Rather,
make Big Changes
to Big Things.”
—Roger Enrico, former Chairman, PepsiCo
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“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
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Action!
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“Execution is the job of
the business leader.” —Larry Bossidy & Ram
Charan/ Execution: The Discipline of Getting Things Done
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“Execution is a
systematic process of rigorously
discussing hows and whats, tenaciously following through, and
ensuring accountability.” —Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
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P + M = G
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Measurable!
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Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects
score 8 or higher (out of 10) on a “Weirdness”/ “Profundity”/
“Wow”/ “Gasp-worthy”/ “Game-changer” Scale?
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Personal!
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Step #1: Buy a Mirror!
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“The First step in a ‘dramatic’
‘organizational change program’ is obvious—
dramatic personal change!” —RG
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3. Re-imagine Organizing I:
IS/IT as Disruptive Tool!
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We all live in
Dell-Wal*Mart-
eBay-Google World!
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“UPS used to be a trucking
company with technology. Now it’s
a technology company with
trucks.” —Forbes
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“Our entire facility is digital. No paper, no film, no medical records. Nothing. And it’s all integrated
—from the lab to X-ray to records to physician order entry. Patients don’t have to wait for anything. The
information from the physician’s office is in registration and vice versa. The referring physician is immediately
sent an email telling him his patient has shown up. … It’s wireless in-house. We have 800 notebook computers that
are wireless. Physicians can walk around with a computer that’s pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the network. They can review a
chart from 100 miles away.” —David Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)
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“Ebusiness is about rebuilding the
organization from the ground up. Most companies today
are not built to exploit the Internet. Their business processes, their approvals, their
hierarchies, the number of people they employ … all of that is wrong for running
an ebusiness.” —Ray Lane, Kleiner Perkins
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Power Tools for Power Solutions/
Strategies! —TP
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Sysco!
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Go for the Bold
*Bold/Aggressive/$$$$
* Bold/GameChanger
* Bold/Creative Destruction* Bold/“Cool” Supplier Portfolio* Bold/Web Fanaticism
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5% F500 have CIO on Board: “While
some of the world’s most admired companies—
Tesco, Wal*Mart —are transforming the business landscape by including technology experts on their boards, the vast majority are
missing out on ways to boost productivity, competitiveness and shareholder value.”
Source: Burson-Marsteller
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4. Re-imagine
Organizing II: What
Organization?
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“Organizations will still be critically important in the
world, but as ‘organizers,’ not
‘employers’!” — Charles Handy
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TP In Nagano …
Revenue: $10B
FTE: 1*
*Maybe
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Not “out sourcing”Not “off shoring”
Not “near shoring”Not “in sourcing”
but …
“Best Sourcing”
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“global innovation networks”
vs
“research in large monolithic companies”
Source: George Colony/Forrester Research
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“In the 21st century we’ll see
a rise of invention
companies [earning
licensing fees]. ” —Nathan Myhrvold, Forbes, 11.05
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5. Re-imagine Organizing III:
Welcome to a Brand You World …
Distinct or Extinct
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“One of the defining characteristics
[of the change] is that it will be less driven by countries or
corporations and more driven by real people. It will unleash
unprecedented creativity, advancement of knowledge, and economic development. But at the same time, it will tend to
undermine safety net systems and penalize the unskilled.” —Clyde
Prestowitz, Three Billion New Capitalists
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R.D.A.
Rate: 15%?, 25%?
Therefore: Formal “Investment
Strategy”/R.I.P.**Renewal Investment Plan
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Have you invested as much this year in your career as in your
car?
Source: Molly Sargent
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New Work SurvivalKit2006
1. Mastery! (Best/Absurdly Good at Something!)2. “Manage” to Legacy (All Work = “Memorable”/“Braggable”
WOW Projects!) 3. A “USP”/Unique Selling Proposition (R.POV8: Remarkable Point of View … captured in 8 or less words)
4. Rolodex Obsession (From vertical/hierarchy/“suck up” loyalty to horizontal/“colleague”/“mate” loyalty)
5. Entrepreneurial Instinct (A sleepless … Eye for Opportunity! E.g.: Small Opp for Independent Action beats faceless part of Monster Project)
6. CEO/Leader/Businessperson/Closer (CEO, Me Inc. Period! 24/7!)7. Mistress of Improv (Play a dozen parts simultaneously, from
Chief Strategist to Chief Toilet Scrubber)8. Sense of Humor (A willingness to Screw Up & Move On)
9. Comfortable with Your Skin (Bring “interesting you” to work!) 10. Intense Appetite for Technology (E.g.: How Cool-Active is your Web site? Do you Blog?) 11. Embrace “Marketing” (Your own CSO/Chief Storytelling Officer) 12. Passion for Renewal (Your own CLO/Chief Learning Officer) 13. Execution Excellence! (Show up on time! Leave last!)
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Distinct … or
… Extinct
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“It’s always
showtime.”
—David D’Alessandro, Career Warfare
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100 WAYS TO SUCCEED #35: Lovemark or Bust!
(1) Enjoy your the Holiday Season!(2) Between now and 1JAN2005, invent 10 actions, solo or with
pals, to Launch Your “Lovemark Journey2005.”(3) Focus directly—Architect or Lawyer or Realtor—on the following
“KRWs”/Kevin Roberts Words: Mystery … Magic … Sensuality … Enchantment … Intimacy … Exploration.
(3A) The words in #3 above Do Apply to You!(4) Develop a “No Bull” Action Schedule that includes 2 Hard First
Steps by 10JAN05, 5 Hard First Steps by 01FEB05.(5) Report back to this Website, tompeters.com.
Pronunciamento: I HEREBY DESIGNATE, IN ACCORDANCE WITH THE POWERS GRANTED TO ME (the Inalienable Right To Blog)
THAT 2005 IS PROCLAIMED AS “THE YEAR OF THE PROFESSIONAL SERVICE LOVEMARK.”
Welcome aboard!
Source: TPBlog/12.17.2004
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6. Re-imagine Organizing IV:
The Talent Obsession.
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“The Creative Age is a
wide-open game.”
—Richard Florida, The Rise of the Creative Class
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Brand =
Talent.
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From “1, 2 or you’re out” [JW] to …
“Best Talent in each industry segment
to build best proprietary intangibles” [EM]
Source: Ed Michaels, War for Talent
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Our Mission
To develop and manage talent;
to apply that talent,throughout the world,
for the benefit of clients;to do so in partnership;
to do so with profit.WPP
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7. Re-imagine Organizing V: The Power of
“We”
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“THE POWER OF US: Mass Collaboration on THE INTERNET
Is Shaking Up Business” —Cover/BusinessWeek/06.20.05
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“The fluidity of information will bring about a
radically democratized society where
consumers enjoy
unprecedented power.” —Fast Company/10th anniversary
issue/March2006
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Globalization1.0: Countries globalizing (1492-1800)
Globalization2.0: Companies globalizing (1800-2000)
Globalization3.0 (2000+): Individuals collaborating & competing globally
Source: Tom Friedman/The World Is Flat
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“The nearly 1 billion people online worldwide—along with their shared knowledge, social contacts, online reputations, computing power, and
more—are rapidly becoming a collective force of unprecedented power. For the first time in human history, mass cooperation across
time and space is suddenly economical.” —BW/06.20.05
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“There’s a fundamental shift
in power happening. Everywhere, people are getting together and,
using the Internet, disrupting whatever
activities they’re involved in.” —Pierre Omidyar, founder,
eBay
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“The architecture
of participation”—Tim O’Reilly/Tech-book publisher
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“Blogging made my year!” —TP
Portal!Conversations!Collaboration!
New value!
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8. Re-imagine Organizing VI: The White-Collar Tsunami and the Professional Service Firm (“PSF”) Imperative.
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Re-imagine:
Up, Up, Up,
Up
the Value-added Ladder.
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“ ‘Disintermediation’ is overrated. Those who fear disintermediation should in fact be afraid of
irrelevance—disintermediation is just another way
of saying that … you’ve become
irrelevant to your customers.”
—John Battelle/Point/Advertising Age/07.05
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Answer:
PSF
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The
“PSF35”: Thirty-Five
Professional Service Firm Marks of Excellence
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The PSF35: The Work & The Legacy
1. CRYSTAL CLEAR POINT OF VIEW (Every Practice Group: “If you can’t explain your position in eight words or less, you don’t have a position”—Seth Godin)2. DRAMATIC DIFFERENCE (“We are the only ones who do what we do”—Jerry Garcia)3. Stretch Is Routine (“Never bite off less than you can chew”—anon.)4. Eye-Appetite for Game-changer Projects (Excellence at Assembling “Best Team”—Fast) 5. “Playful” Clients (Adventurous folks who unfailingly Aim to Change the World)6. Small “Uneconomic” Clients with Big Aims7. Life Is Too Short to Work with Jerks (Fire lousy clients)8. OBSESSED WITH LEGACY (Practice Group and Individual: “Dent the Universe”—Steve Jobs)9. Fire-on-the-spot Anyone Who Says, “Law/Architecture/Consulting/ I-banking/ Accounting/PR/Etc. has become a ‘commodity’ ”10. Consistent with #9 above … DO NOT SHY AWAY FROM THE WORD (IDEA) “RADICAL”
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Best is not good
enough!
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?????
Do good (excellent?!) work
Make a lot of money
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Point of
View!
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“Gasp-worthy!
”
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The PSF35: The Client Experience
11. Always team with client: “full partners in achieving memorable results” (Wanted: “Chimeras of Moonstruck Minds”!)12. We will seek assistance Anywhere to assemble the Best-in- Planet Team for the Project13. Client Team Members routinely declare that working with us was “the Peak Experience of my Career”14. The job’s not done until implementation is “100.00% complete” (Those who don’t “get it” must go)15. IMPLEMENTATION IS NOT COMPLETE UNTIL THE CLIENT HAS EXPERIENCED “CULTURE CHANGE”16. IMPLEMENTATION IS NOT COMPLETE UNTIL SIGNIFICANT “TECHNOLOGY TRANSFER” HAS TAKEN PLACE-ROOT (“Teach a man to fish …”)17. The Final Exam: DID WE MAKE A DRAMATIC, LASTING, GAME-CHANGING DIFFERENCE?
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“The business of selling is not just about matching viable solutions to the customers that require
them. It’s equally about managing the change process the customer
will need to go through to implement the solution and
achieve the value promised by the solution.”* (*E.g.: CRM failure rate/Gartner: 70%)
—Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
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The PSF35: The People & The Leadership
18. TALENT FANATICS (“Best-Coolest place to work”) (PERIOD)19. EYE FOR THE PECULIAR (Hiring: Go beyond “same old, same old”) 20. Early Opportunities (vs. “Wait your turn”) 21. Up or Out (Based on “Legacy”/Mentoring as much as “Billings”/“Rainmaking”)22. Slide the Old Aside/Make Room for Youth (Find oldsters new roles?)23. TALENT IS OBSESSED WITH RENEWAL FROM DAY #1 TO DAY #“R” [R = Retirement]24. Office/Practice Leaders Evaluated Primarily on Mentoring-Team Building Skills25. A “PROPRIETARY” TALENT DEVELOPMENT PROCESS (GE)26. Team Leadership Skills Valued Early27. Partner with B.I.W. [Best In World] Outsiders as Needed and to Infuse Different Views
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The PSF35: The Firm & The Brand
28. EAT-SLEEP-BREATHE-OOZE INTEGRITY (“My life is my message”—Gandhi)29. Excellence+ in EXECUTION … 100.00% of the Time (No such thing as a “small sins”/World Series Ring to the Batboy!) 30. “Drop everything”/“Swarm” to Support a Harried-On The Verge Team31. SPEND AS AGGRESSIVELY ON R&D AS A TECH FIRM OR CIRQUE DU SOLEIL32. A PROPRIETARY METHODOLOGY (FBR, McKinsey, Chiat Day, IDEO, old EDS)33. Web (Technology) Obsession34. BRAND/“LOVEMARK” MANIACS (Organize Around a Point of View Worth BROADCASTING: “You must be the change you wish to see in the world”—Gandhi)35. PASSION! ENTHUSIASM! (Passion & Enthusiasm have as much a place at the Head Table in a “PSF” as in a widgets factory: “You can’t behave in a calm, rational manner. You’ve got to be out there on the lunatic fringe”—Jack Welch)
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Static/Imitative
Integrity.Quality.
Excellence.Continuous Improvement.
Superior Service (Exceeds Expectations.)
Completely Satisfactory Transaction.Smooth Evolution.
Market Share.
Dynamic/Different
Dramatic Difference!Disruptive!
Insanely Great! (Quality++++)
Life-(Industry-)changing Experience!Game-changing!
WOW!Surprise!Delight!
Breathtaking!Punctuated Equilibrium!
Market Creation!
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Big Idea:
“Corporation” as “Mega-PSF”*
* “Virtual” Collection of Entrepreneurially-minded Professionals (“Talent”/“Roster”) Creating/ Applying
Intellectual Capital (“Work Product”)
Game-changing Solutions: Core Mechanism
PSF (Professional Service Firm “model”)
+
Wow Projects (“Different” vs “Better”)
+
Brand You(“Distinct” or “Extinct”)
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The
WOW! Project.
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Your Current Project?
1. Another day’s work/Pays the rent.4. Of value.7. Pretty Damn Cool/Definitely subversive.10. WE AIM TO CHANGE THE WORLD.
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“Insanely Great”
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9. Re-imagine Business’s
Fundamental Value Proposition: PSFs
Unbound, or Fighting “Inevitable Commoditization”
via “The ‘Gamechanging Solutions’ Imperative.”
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Re-imagine:
Up, Up, Up,
Up
the Value-added Ladder.
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$55B
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And the “M” Stands for … ?
Gerstner’s IBM: “Systems Integrator of choice.”/BW (“Lou, help us turn ‘all this’ into that long-
promised ‘revolution.’ ” )
IBM Global Services*
(*Integrated Systems Services Corp.): $55B
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Planetary Rainmaker-in-Chief!
“Palmisano’s strategy is to expand tech’s borders by pushing
users—and entire industries—toward radically different business
models. The payoff for IBM would be access to an ocean of revenue—Palmisano estimates it at $500 billion a year—that technology companies have
never been able to touch.” —Fortune
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“By making the Global Delivery Model both legitimate and mainstream, we have brought the battle to our territory. That is, after all, the purpose of strategy. We have become the leaders, and incumbents [IBM, Accenture]
are followers, forever playing catch-up. … However, creating a new business innovation is not enough for rules to be changed. The
innovation must impact clients, competitors, investors, and society. We have seen all this in spades. Clients have embraced the model and are
demanding it in even greater measure. The acuteness of their circumstance, coupled with the capability and value of our solution, has made the choice not a choice. Competitors have been dragged kicking
and screaming to replicate what we do. They face trauma and disruption,
but the game has changed forever. Investors have grasped that this is not a passing fancy, but a potential restructuring of the way
the world operates and how value will be created in the future.” —Narayana Murthy, chairman’s
letter, Infosys Annual Report
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“Big Brown’s New Bag: UPS
Aims to Be the Traffic Manager for Corporate
America” —Headline/BW/2004
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And …
MasterCard Advisors
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“Customer Satisfaction” to “Customer Success”
“We’re getting better at [Six Sigma] every day. But we really need to
think about the customer’s
profitability. Are customers’ bottom
lines really benefiting from what we provide
them?” —Bob Nardelli, GE Power Systems
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Bear In Mind: Customer Satisfaction versus Customer
Success
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The Value-added Ladder/Stuff ‘n’ Things
Goods Raw Materials
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The Value-added Ladder/Stuff & Transactions
ServicesGoods
Raw Materials
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The Value-added Ladder/Opportunity-seeking
Gamechanging Solutions/
Business AdvantageServicesGoods
Raw Materials
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$55B
“Game-changing Solutions”: Core Mechanism
PSF (Professional Service Firm “model”)
+
Wow Projects (“Different” vs “Better”)
+
Brand You(“Distinct” or “Extinct”)
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Era #1/Obvious Value:“Our ‘it’ works, is delivered on time” (“Close”)
Era #2/Augmented Value: “How our ‘it’ can add value—a ‘useful it’ ” (“Solve”)
Era #3/Complex Value Networks: “How our ‘system’ can change you and deliver
‘business advantage’ ” (“Culture-Strategic change”)
Source: Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale
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10. Re-imagine Enterprise as
Theater I: A World of Scintillating “Experiences.”
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$798
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$415/SqFt/Wal*Mart$798/SqFt/Whole Foods
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7X. 730A-800P.
F12A.**’93-’03/10 yr annual return: CB: 29%; WM: 17%; HD: 16%. Mkt Cap: 48% p.a.
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“The [Starbucks] Fix” Is on …
“We have identified a
‘third place.’ And I
really believe that sets us apart. The third place is that place that’s not work or home. It’s the place our customers
come for refuge.”
Nancy Orsolini, District Manager
1
1
Experience: “Rebel Lifestyle!”
“What we sell is the ability for a 43-year-old accountant to dress in
black leather, ride through small towns and have people be
afraid of him.”Harley exec, quoted in Results-Based Leadership
1
“Experiences are as distinct
from services as services are from
goods.” —Joe Pine & Jim Gilmore, The Experience Economy:
Work Is Theatre & Every Business a Stage
1
The Value-added Ladder/Memorable Connection
Scintillating Experiences
Gamechanging Solutions/Business Advantage
ServicesGoods
Raw Materials
1
11. Re-imagine Enterprise as
Theater II: Embracing the “Dream
Business.”
1
DREAM: “A dream is a complete moment in the life
of a client. Important experiences that tempt the client to commit substantial resources. The essence of
the desires of the consumer. The opportunity to help
clients become what they want to be.”
—Gian Luigi Longinotti-Buitoni
1
The Value-added Ladder/Emotion
Dreams Come True
Scintillating Experiences Gamechanging Solutions/
Business AdvantageServicesGoods
Raw Materials
1
“The Ritz-Carlton experience enlivens the senses, instills
well-being, and fulfills even the unexpressed wishes and needs of
our guests.” — from the Ritz-Carlton Credo
1
Six Market Profiles
1. Adventures for Sale2. The Market for Togetherness, Friendship and Love3. The Market for Care4. The Who-Am-I Market5. The Market for Peace of Mind6. The Market for Convictions
Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business
1
Six Market Profiles
1. Adventures for Sale/IBM-UPS-GE2. The Market for Togetherness, Friendship and Love/IBM-UPS-GE3. The Market for Care/IBM-UPS-GE4. The Who-Am-I Market/IBM-UPS-GE5. The Market for Peace of Mind/IBM-UPS-GE6. The Market for Convictions/IBM-UPS-GE
Rolf Jensen/The Dream Society: How the Coming Shift from Information to Imagination Will Transform Your Business
1
IBM, UPS, GE …
Dream Merchants
!
1
The Power Is the Story
1
Story > Brand
1
“Storytelling
is the core of culture.”
—Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James Twitchell
1
“The branding of cultural capital may be the next
step in the evolution of
community.” — “When All
Business Is Show Business, What’s Next,” Branded Nation: The Marketing of Megachurch, College Inc., and
Museumworld, James Twitchell
1
Market Power = Story Power
= Dream Power
1
12. Re-imagine the Customer: A Trend Worth Trillion$$$ …
Women Roar.
1
“Women are the
majority market”
—Fara Warner/The Power of the Purse
1
?????????
Home Furnishings … 94%Vacations … 92% (Adventure Travel … 70%/ $55B travel equipment)
Houses … 91%D.I.Y. (major “home projects”) … 80%
Consumer Electronics … 51% (66% home computers)
Cars … 68% (90%)All consumer purchases … 83%
Bank Account … 89%Household investment decisions … 67%Small business loans/biz starts … 70%
Health Care … 80%
1
Editorial/Men: Tables, rankings.*
Editorial/Women:
Narratives that cohere.*
*Redwood (UK)
1
Initiate Purchase
Men: Study “facts & features.”
Women: Ask lots of people for input.
Source: Martha Barletta, Marketing to Women
1
Thanks, Marti
Barletta!
The Perfect Answer
Jill and Jack buy slacks in black…
1
Read This Book …
EVEolution: The Eight
Truths of Marketing
to WomenFaith Popcorn & Lys Marigold
1
EVEolution: Truth No. 1
Connecting Your Female Consumers to Each Other Connects Them to Your Brand
1
“The ‘Connection Proclivity’ in women starts early. When asked, ‘How was
school today?’ a girl usually tells her mother every
detail of what happened, while a boy might grunt,
‘Fine.’ ”
EVEolution
1
“Women don’t buy
brands. They join them.”
EVEolution
1
2.6 vs. 21
1
1. Men and women are different.2. Very different.3. VERY, VERY DIFFERENT.4. Women & Men have a-b-s-o-l-u-t-e-l-y nothing in common.5. Women buy lotsa stuff.
6. WOMEN BUY A-L-L THE STUFF.7. Women’s Market = Opportunity No. 1.8. Men are (STILL) in charge.9. MEN ARE … TOTALLY, HOPELESSLY CLUELESS ABOUT WOMEN.10. Women’s Market = Opportunity No. 1.
1
10. Women’s Market =
Opportunity No. 1.
1
Why?
1
Good Thinking, Guys!
“Kodak Sharpens Digital Focus
On Its Best Customers:
Women”
—Page 1 Headline/WSJ/0705
1
2005
1
Duh!
“More Hotels Try to Offer What Women
Want” —Headline, USA Today, 11.08.05
1
Fastest growing demographic:
Single-person Households (>50% in the likes of London, Stockholm)
Source: Richard Scase
1
“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t
have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of
people is very, very hard. [Yet] I came to see in my time at IBM that
culture isn’t just one aspect of the game—it is the game.” —Lou Gerstner, Who
Says Elephants Can’t Dance
1
12. Re-imagine Leadership for Totally
Screwed-Up Times: The
Passion Imperative.
1
Lead It … Loud!
1
Create a Cause!
1
G.H.: “Create a ‘cause,’ not a ‘business.’
”
1
“Management has a lot to do with answers. Leadership is a function of questions. And the
first question for a leader always
is: ‘Who do we intend to be?’ Not ‘What are we going to do?’
but ‘Who do we intend to be?’” —Max De Pree, Herman Miller
1
“the wildest chimera of a moonstruck
mind” —The Federalist on TJ’s Louisiana
Purchase
1
Make It a Grand
Adventure!
1
Quests!
1
Organizing Genius / Warren Bennis and Patricia Ward Biederman
“Groups become great only when everyone in them, leaders and
members alike, is free to do his or her absolute best.”
“The best thing a leader can do for a
Great Group is to allow its members to discover their
greatness.”
1
Yes!!!!!!!!!!!!!!!!!
“free to do his or her absolute best” …
“allow its members to discover their
greatness.”
1
“In the end, management doesn’t
change culture. Management invites the workforce itself
to change the culture.”
—Lou Gerstner
1
Trumpet an Exhilarating
Story!
1
“Leaders don’t just make products and make
decisions. Leaders make
meaning.” – John Seely Brown
1
“A key – perhaps the key – to leadership is
the effective communication
of a story.”—Howard Gardner/Leading Minds:
An Anatomy of Leadership
1
Wow!
1
Live Your
Story!
1
“To change minds effectively, leaders make
particular use of two tools: the stories
that they tell and the lives that they lead.” —
Howard Gardner, Changing Minds
1
“It is necessary for the President to be the
nation’s …
No. 1 actor.”FDR
1
“You must
be the
change you wish to see in the
world.”Gandhi
1
Try It!
1
Sam’s
Secret #1!
1
“Reward excellent failures.
Punish mediocre
successes.”Phil Daniels, Sydney exec
1
Insist on
Speed!
1
“If things seem under control, you’re just not
going fast enough.” —Mario Andretti
1
Eat Change!
1
“We eat change for breakfast!”
—Harry Quadracci, QuadGraphics
1
Dispense Enthusiasm!
1
BZ: “I am a … Dispenser of Enthusiasm!”
1
“Nothing is so contagious as enthusiasm.”
—Samuel Taylor Coleridge
1
“Most important,
he upped the energy level at Motorola.” —Fortune on Ed Zander/08.05
1
“A man without a smiling face must
not open a shop.” —Chinese Proverb*
*Courtesy Tom Morris, The Art of Achievement
1
Excellence. Always.
1
Leader Job No.1
Paint Portraits of
Excellence!
1
Avoid … Moderation!
1
Kevin Roberts’ Credo
1. Ready. Fire! Aim.2. If it ain’t broke ... Break it!3. Hire crazies.4. Ask dumb questions.5. Pursue failure.6. Lead, follow ... or get out of the way!7. Spread confusion.8. Ditch your office.9. Read odd stuff.
10. Avoid moderation!
1
Stay Hungry.
Stay Foolish.
Steve Jobs
1
Free the Lunatic Within!
1
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
1
“You can’t behave in a calm, rational manner. You’ve got to be out there on
the lunatic fringe.” — Jack Welch
1!
1
Tom Peters’
Toward Health(care) Excellence!
Aetna/Laguna Niguel/Part #2
Tom Peters’ Re-Imagine!
Toward Client-driven, CustomerExperience-animated, QUALITY-OBSESSED, OutcomeAccountability-focused,
InformationMeasurement-intensive, EMR-determined, Science-aware, PreventionWellness-centric,
Healing-aimed, ChronicCare-oriented, HomeCare-based, Boomer-sensitive,
Women’sHealth-directed, Revolution-insistent
HEALTH(CARE) EXCELLENCE Aetna/Laguna Niguel/Part #2
1
Health(care): Seven Main Messages
1. Quality (Error reduction/ Evidence-based Medicine)2. “Healthcare” vs. “Health” (Wellness + Prevention)3. “Models of Excellence” available4. Life sciences (“Singularity”)5. Avian flu
1
Health:Century21.Job # 1
(HC21.J1)
Tom Peters/0206.2006
1
!!!!!!!!!!!!!
“Healthcare” vs “Health”
1
Quality!Prevention!Wellness!
1
Go Bubba!
WASHINGTON (Feb. 28) - Former President Clinton, a reformed overeater, urged state governors on Tuesday to embrace a long-term effort to changethe nation's culture of too much foodand too little exercise. (AOL.0301.0338am, re NGA)
1
“When I climb Mount Rainier I face less risk of death than I’ll
face on the operating table.” —Don
Berwick, “Six Keys to Safer Hospitals: A Set of Simple Precautions Could Prevent 100,000 Needless Deaths Every Year,” Newsweek (12.12.2005)
1
Quality (100K deaths)
“Evidence/Outcomes-based” medicineIS/IT-in-health(care) revolution
Wellness/PreventionHealth“care” to Health transformation
Wash your hands!Home-care (as the population rapidly ages)
Med-school re-orientation “Public health” emphasis
Mind-boggling (15 years?) social-moral-technological impact of life sciences (“the Singularity”?)
H5N1/WMDs/Environmental degradationRisk assessment (private, public)
Market opportunityPublic vs/+ Private responsibilities & partnerships
Africa! (Unconscionable failure to attend to/staggering Health consequences for all)
1
“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close
call between Love Thy Neighbor and Wash Your Hands. A close third
would be Move, Move, Move.” —Mark Pettus, M.D.,The Savvy Patient
“The most important thing you can do to keep from getting
sick is to wash your hands.” —CDC/National Center for Infectious
Diseases
1
Manifesto(s)
1
!!!!!!!!!!!!!
“Healthcare” vs “Health”
1
TP’s Healing & Wellness Manifesto2006
(1) Acute-care facilities are “killing fields.” (WE KNOW WHAT TO DO.)
(2) Shift the “community” focus 90 degrees (not 180, but not 25) from “fix it” to “prevent it.” (WE KNOW WHAT TO DO.)
(3) There are three primary aims for “all this”: Wellness-Healing-Health. (WE KNOW WHAT TO DO.)
(4) I’m mad as hell and I’m not going to take it anymore. (I KNOW WHAT TO DO.)
1
Tom’s Rant2006
1. Hospital “quality control,” at least in the U.S.A., is a bad, bad joke: Depending on whose stats you believe, hospitals kill 100,000 or so of us a year—and wound many times that number. Finally, “they” are “getting around to” dealing with the issue. Well, thanks. And what is it we’ve been buying for our Trillion or so bucks a year? The fix is eminently do-able … which makes the condition even more intolerable. (“Disgrace” is far too kind a label for the “condition.” Who’s to blame? Just about everybody, starting with the docs who consider oversight from anyone other than fellow clan members to be unacceptable.)
2. The “system”—training, docs, insurance incentives, “culture,” “patients” themselves—is hopelessly-mindlessly-insanely (as I see it) skewed toward fixing things (e.g. me) that are broken—not preventing the problem in the first place and providing the Maintenance Tools necessary for a healthy lifestyle. Sure, bio-medicine will soon allow us to understand and deal with individual genetic pre-dispositions. (And hooray!) But take it from this 63-year old, decades of physical and psychological self-abuse can literally be reversed in relatively short order by an encompassing approach to life that can only be described as a “Passion for Wellness (and Well-being).” Patients—like me—are catching on in record numbers; but “the system” is highly resistant. (Again, the doctors are among the biggest sinners—no surprise, following years of acculturation as the “man-with-the-white-coat-who-will-now-miraculously-dispense-fix it-pills-and-surgical-incisions-for-you-the-unwashed.” (Come to think of it, maybe I’ll start wearing a White Coat to my doctor’s office—after all, I am the Professional-in-Charge when it comes to my Body & Soul. Right?)
1
BIGGEST DEAL OF
ALL
1
!!!!!!!!!!!!!
“Healthcare” vs “Health”
1
“Quality”:
COULD IT TRULY BE
THIS AWFUL?
1
Thomas PetersThomas Peters
He Went To The He Went To The
HospitalHospital
1
CDC 1998: 90,000
killed and 2,000,000
injured from hospital-caused drug
errors & infections
1
HealthGrades/Denver:195,000 hospital deaths per year in the U.S., 2000-2002 = 390 full jumbos/747s in the drink per year.
Comments: “This should give you pause when
you go to the hospital.” —Dr. Kenneth Kizer,
National Quality Forum. “There is little evidence that patient safety has improved in the last five years.” —Dr. Samantha Collier
Source: Boston Globe/07.27.04
1
“This should give you pause when you go to
the hospital.”
“There is little evidence that patient
safety has improved in the
last five years.”
1
22mm3838ss
1
“Silence surrounds this issue.”
Source: To Err Is Human: Building a Safer Health System, by the Institute of Medicine (Subject: 44,000 to 98,000 preventable
hospital deaths per year in the U.S.)
1
Welcome to the Homer Simpson Hospital
a/k/a
The Killing Fields
1
1,000,000 “serious
medication errors per year” … “illegible handwriting, misplaced decimal points,
and missed drug interactions and allergies.”
Source: Wall Street Journal/Institute of Medicine
1
Mistakes: 100,000 deaths—“minor fraction of the total deaths caused
by modern medicine.” Hopkins: 225,000 iatrogenic deaths (people
killed by docs); (Institute for Medicine higher)
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
YE GADS! New England Journal of Medicine/ Harvard Medical Practice Study: 4% error rate (1 of 4 negligence).
“Subsequent investigations around the country have confirmed the ubiquity of error.” “In one small study of
how clinicians perform when patients have a sudden
cardiac arrest, 27 of 30 clinicians made an
error in using the defibrillator.” Mistakes in administering drugs (1995 study) “average once every
hospital admission.” “Lucian Leape, medicine’s leading expert on error, points out that many other industries—whether the task is manufacturing semiconductors or
serving customers at the Ritz Carlton—simply wouldn’t countenance error rates like those in hospitals.”
—Complications, Atul Gawande
1
RAND (1998): 50%, appropriate preventive care.
60%, recommended treatment, per medical
studies, for chronic conditions. 20% chronic
care treatment that is wrong. 30% acute care treatment that is wrong.
1
Various studies: 1 in 3, 1 in 5, 1 in 7, 1 in 20 patients “harmed by
treatment” Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
1
“In a disturbing 1991 study, 110 nurses of varying experience levels took a written
test of their ability to calculate medication doses. Eight out of 10 made calculation
mistakes at least 10% of the time,
while four out of 10 made mistakes 30%
of the time.”Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
1
20%: not get prescriptions filled
50%: use meds inconsistently
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
“In health care,
geography is destiny.”
Source: Dartmouth Medical School
1
Geography Is Destiny
“Often all one must do to acquire a disease is to enter a country where a disease is recognized—leaving the
country will either cure the malady or turn it into something else. … Blood pressure
considered treatably high in the United States might be considered normal in England; and the low blood
pressure treated with 85 drugs as well as hydrotherapy and spa treatments in Germany would entitle its
sufferer to lower life insurance rates in the United
States.” – Lynn Payer, Medicine & Culture
1
Geography Is Destiny
E.g.: Ft. Myers 4X Manhattan—back surgery. Newark 2X New Haven—
prostatectomy. Rapid City SD 34X Elyria OH—breast-conserving surgery. VT,
ME, IA: 3X differences in hysterectomy by age 70; 8X tonsillectomy; 4X
prostatectomy Breast cancer screening:
4X NE, FL, MI vs. SE, SW. (Source: various)
1
“A healthcare delivery system characterized by idiosyncratic and often ill-informed judgments mustbe
restructured according to
evidence-based medical
practice.”Demanding Medical Excellence: Doctors and Accountability
in the Information Age, Michael Millenson
1
“Practice variation is not caused by ‘bad’ or ‘ignorant’
doctors. Rather, it is a natural consequence of a system that
systematically tracks neither its processes nor its outcomes, preferring to
presume that good facilities, good intentions and good training lead
automatically to good results. Providers remain more comfortable with the habits of a guild,
where each craftsman trusts his fellows, than with the demands of the information age.”
Michael Millenson, Demanding Medical Excellence
1
“As unsettling as the prevalence of inappropriate care is the enormous amount of what can only be called
ignorant care. A surprising 85% of everyday medical treatments have
never been scientifically validated. … For instance, when family
practitioners in Washington State were queried about treating a simple urinary tract infection, 82 physicians
came up with an extraordinary 137 strategies.”
Demanding Medical Excellence: Doctors and Accountability in the Information Age, Michael Millenson
1
“Most physicians believe that diagnosis can’t be reduced to a set of generalizations—to a ‘cookbook.’
… How often does my intuition lead me astray? The radical implication of the Swedish
study is that the individualized, intuitive approach that lies at the center of modern medicine
is flawed—it causes more mistakes than it prevents.” —Atul
Gawande, Complications
1
Deep Blue Redux*: 2,240 EKGs … 1,120 heart
attacks. Hans Ohlin (50 yr old chief
of coronary care, Univ of Lund/SW) : 620. Lars Edenbrandt’s
software: 738.
*Only this time it matters!
1
Dr Larry Weed/POMR (“problem-oriented medical
record”)/Etc: “It’s impossible to keep up with the avalanche of knowledge. Therefore it’s essential to use a valid diagnostic-decision
aid like Larry’s” —Neil de Crescenzo, VP Global
Healthcare/IBM Consulting “There is no other profession that tries to operate in
the fashion we do. We go on hallucinating about what we can do.” —Dr Charles Burger (using Weed’s software for 20
years)
1
Probable parole violations: Simple model (age, # of previous offenses, type of crime) beats
M.D. shrinks.
100 studies: Statistical formulas > Human
judgment. “In virtually all cases, statistical
thinking equaled or surpassed human
judgment.” —Atul Gawande, Complications
1
PARADOX: Many, many formal case reviews … failure to systematically/ systemically/ statistically
look at and act on evidence.
Source: Complications, Atul Gawande
1
Genius Required?
1
Leapfrog Group:
CPOE/Computerized Physician Order Entry*ICU staffing by trained intensivists**EHR/Evidence-based Hospital Referral***
Source: HealthLeaders
1
The Benefits of … FOCUSED EXCELLENCE
Shouldice/Hernia Repair:
30-45 min, 1% recurrence. Avg: 90 min,
10%-15% recurrence.
Source: Complications, Atul Gawande
1
About Time!
100,000 Lives Campaign*
*Don Berwick/Institute for Healthcare Improvement
1
“What’s your name?
When’s your birthday?”
1
Hospitals Pay Appropriate Attention To Medical Errors
Yes ………………………………. 1%Aware and Trying Hard ……... 8%Aware But Tepid Response … 22%No ………………………………... 25%An Inexcusable Tragedy …….. 44%
Source: 12.2005 Poll/tompeters.com
1
Attention/ “Being There”:
Job One!
1
You = Your
Calendar
1
“You must be the change you wish to see in the world.”
Gandhi
1
The Necessary
IS/Web REVOLUTION
1
We all live in Dell-
Wal*Mart-eBay-Google
World!
1
We
[almost] all live in Dell -Wal*Mart-eBay-Google World!
1
“Some grocery stores have
better technology than our hospitals and clinics.” —Tommy Thompson, HHS Secretary
Source: Special Report on technology in healthcare, U.S. News & World Report (07.04)
1
Computerized Physician Order
Entry/CPOE: 5% of U.S.
hospitals
source: HealthLeaders/06.02
1
Henry Lowe, U. of Pitt. School of
Medicine: “Broadband, Internet-based,
‘multimedia’ electronic medical records”
1
Telemedicine: E.g. …
HANC* [Home Assisted
Nursing Care]
*BP, ECG, pulse, temp, etc
1
Telemedicine …
Reduces days/1000 patients and physician visits for the chronically ill
Decreases costs of managing chronic disease
Expands service areas for providers
Reduces travel costs to and from medical ed seminars
Source: Douglas Goldstein, e-Healthcare
1
“Our entire facility is digital. No paper, no film, no medical records. Nothing.
And it’s all integrated—from the lab to X-ray to records to physician order entry. Patients don’t have to wait for anything. The information from the physician’s office is in registration and vice versa. The referring physician is immediately
sent an email telling him his patient has shown up. … It’s wireless in-house. We have 800
notebook computers that are wireless. Physicians can walk around with a computer
that’s pre-programmed. If the physician wants, we’ll go out and wire their house so they can sit on the couch and connect to the network. They can review a chart from 100 miles away.” —David
Veillette, CEO, Indiana Heart Hospital (HealthLeaders/12.2002)
1
“Information therapy … is the prescription of specific, evidenced-based medical
information to a specific patient, caregiver or consumer at just the right time to help him or her
make a specific health decision or behavior change.”
“As we try to refocus our medical resources from acute care to chronic care we must gain full value
from what the patient and the family can do for themselves. Without integrating the self-management of the family no system of chronic care can be either
economically or medically successful.”
“Information Therapy”: not “about” healthcare; “essential part” of healthcare
Source: Donald Kemper, CEO, Healthwise
1
Health**vs Healthcare
1
Health
*vs Healthcare
1
Health
*vs Healthcare
1
Health
*vs Healthcare
1
“Sanitary revolution”: mortality in major cities
down 55%
between 1850 and 1915
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
“Gwen [former healthcare exec] has wonderful health insurance and an abundance of healthcare. What Gwen does not have is
health. And there is nothing our health system can do to give it to
her.” “The battle cry is always health, but in fact the struggle has always been over healthcare.” “For all its inspiring, high-tech cures, medicine is just not very effective at
curing our era’s major killers.” “Medicine doesn’t do much chronic
disease.” “When the most common killers of our
era are mostly incurable and our preventive treatments pretty feeble, you have to wonder about medical care as a whole.”
“There is a widely held view that medical care contributes little to
health.” (John Bunker/ Journal of the Royal College of Physicians)
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
Smoking, excess
drinking, lack of
exercise, shitty diet:
40% of deaths
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
“Our mistake is not that we value
medical care—but that we have
misunderstood what it can and cannot
do.”
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
“Curve Shifting”Source: Tom Farley & Deborah Cohen,
Prescription for a Healthy Nation
1
“Bump into factor”: Extra-size portions, eat more. Higher %
shelf space snacks, more obesity. More liquor stores, more crime. High vs low fat: Japanese who
emigrate to U.S. suffer 3X increase in heart disease.
Source: Tom Farley & Deborah Cohen, Prescription for a Healthy Nation
1
Context Change: The Most Powerful Force (??)
Wastebaskets: Japan v U.S.; Christchurch NZ v
Sydney AUS*
*“Broken windows”
1
+10: Sardinians, Adventists, Okinawans
Don’t smoke. Put family first. Be active every day. Keep socially engaged. Eat fruits, vegetables,
whole grains. [Other: nuts, red wine, pecorino cheese, small portions.]
Source: National Geographic (National Institute on Aging), November 2005
1
“An estimated 60 to 90 percent of doctor visits involve stress-related complaints.”
—Newsweek/09.27.2004
1
“Our focus can no longer be on cost containment.
Rather, we must emphasize education, disease management
programs, and wellness and prevention far more strongly than we have in
the past.” —Chad Holliday/DuPont
1
Wellness
1
“The ‘curative model’ narrowly focuses on the goal of cure. …
From many quarters comes evidence that the view of health
should be expanded to encompass mental, social and
spiritual well-being.” Institute for the Future
1
“Ontario To Split Health Ministry”
—Headline/Globe And Mail /06.05 (New ministry will focus on
Prevention/ Wellness/Eldercare)
1
“Savior for the Sick”
vs.
“Partner for Good Health”
Source: NPR
1
“Companies Step Up Wellness Efforts: Rising
health costs provide incentive to promote healthier employee
lifestyles” —headline/USA Today/08.05
1
“Prevention Program At Dow
Chemical Aims To Save Money” —IBD/08.05
1
Sprint/Overland Park KS: Slow elevators, distant
parking lots with infrequent buses, “food court” as
“poorly” placed as possible, etc.
Source: New York Times
1
Tom’s Story
1
Obesity/-79(-36); BP (140-85 to 90-60); Blood sugar (180-
87); Blood chemistry (normal+); Cholesterol (140-
58); Metabolic rate/RMR (+250); Mental state
(dramatic improvement*)
1
CR
07.03: 60/264/180/145-85/140
10.04: 61/195/092/097-60/058
1
“Fixes”
Diet (eg small portions, slow down)
Extreme exercise!Meditation
Dietary supplementsNo alcohol
(Psychotropic meds/others reduced)
(No work reduction)
1
Aging reversal!!!!
**Why wasn’t I
“informed” until age 59?
1
Determinants of Health
Access to care: 10%Genetics: 20%
Environment: 20%
Health Behaviors: 50%Source: Institute for the Future
1
Planetree: A Radical Model for New
Healthcare/Healing/Health/Wellness Excellence*
* “It” can be done!
1
“It was the goal of the Planetree Unit to
help patients not only get well faster but also to stay well
longer.” —Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel
1
“Much of our current healthcare is about
curing. Curing is good. But healing is spiritual, and healing is better, because we can heal
many people we cannot cure.” —Leland Kaiser, “Holistic Hospitals”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
1
The Nine Planetree Practices
1. The Importance of Human Interaction2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information3. Healing Partnerships: The importance of Including Friends and Family4. Nutrition: The Nurturing Aspect of Food5. Spirituality: Inner Resources for Healing6. Human Touch: The Essentials of Communicating Caring Through Massage7. Healing Arts: Nutrition for the Soul8. Integrating Complementary and Alternative Practices into Conventional Care9. Healing Environments: Architecture and Design Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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1. The Importance of Human Interaction
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“There is a misconception that supportive interactions require more staff or more time and are therefore more costly.
Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the
budget. Kindness is free. Listening to patients or answering their
questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative,
withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive
way.” —Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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Press Ganey Assoc/1999: 139,380 former patients from 225 hospitals
0 of top 15 factors determining Patient
Satisfaction referred to patient’s health outcome
PS directly related to Staff Interaction
PS directly correlated with ES (Employee Satisfaction)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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#4
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“Perhaps the simplest and most profound of all human interactions is KINDNESS. …
But if it is so simple, it is surprising how frequently it is
absent from our healthcare environments. … Many staff
members report verbal
‘abuse’ by physicians, managers and coworkers.” —Putting
Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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“Planetree is about human
beings caring for other human
beings.” —Putting Patients First,
Susan Frampton, Laura Gilpin, Patrick Charmel (“Ladies and gentlemen serving ladies and gentlemen”—4S credo)
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2. Informing and Empowering Diverse
Populations: Consumer Health Libraries and
Patient Information
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Planetree Health Resources Center/1981Planetree Classification System
Consumer Health LibrariansVolunteers
Classes, lecturesHealth Fairs
Griffin’s Mobile Health Resource CenterOpen Chart Policy
Patient Progress NotesCare Coordination Conferences (Est goals, timetable, etc.)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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3. Healing Partnerships: The
Importance of Including
Friends and Family
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“When hospital staff members
are asked to list the attributes of
the ‘perfect patient and family,’ their response is
usually a passive patient with no
family.” —Putting Patients First, Susan Frampton,
Laura Gilpin, Patrick Charmel
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The Patient-Family Experience
“Patients are stripped of control, their clothes are taken away, they have
little say over their schedule, and they are deliberately separated from their family and friends. Healthcare
professionals control all of the information about
their patients’ bodies and access to the people who
can answer questions and connect them with
helpful resources. Families are treated more
as intruders than loved ones.” —Putting Patients First, Susan Frampton, Laura
Gilpin, Patrick Charmel
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“Family members, close friends and ‘significant others’ can have a far
greater impact on patients’ experience of illness, and on their long-term health and happiness, than any
healthcare professional.” —Through the Patient’s Eyes
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“A 7-year follow-up of women diagnosed with breast cancer
showed that those who confided in at least one person in the 3 months after surgery had a 7-year survival rate of
72.4%, as compared to 56.3% for those who didn’t have a confidant.” —Institute for the Future
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Institute of Medicine/ “Crossing the Quality Chasm”
Respect for preferencesInvolvement in Decision Making
Access to careCoordination of care
Information and educationPhysical comfort
Emotional supportInvolvement of Friends and Family
Continuity of care
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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Care Partner Programs (IDs, discount meals, etc.)
Unrestricted visits (“Most Planetree hospitals have eliminated visiting restrictions altogether.”) (ER at one hospital “has a policy of never separating the patient from the family, and there is
no limitation on how many family members may be present.”)
Collaborative Care ConferencesClinical Guidelines Discussions
Family SpacesPet Visits (POP: Patients’ Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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4. Nutrition: The Nurturing Aspect
of Food
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Meals are central events
vs
“There, you’re fed.” *
*Irony: Focus on “nutrition” has reduced focus on “food” and “service”
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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KitchenBeautiful cutlery, plates, etc
Chef rep
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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“Aroma therapy” (eg “smell of baking cookies”)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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5. Spirituality: Inner Resources for
Healing
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Spirituality: Meaning and Connectedness in Life
1. Connected to supportive and caring group2. Sense of mastery and control3. Make meaning out of disease/find meaning in suffering
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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6. Human Touch: The Essentials of Communicating
Caring Through Massage
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“Massage is a powerful way to
communicate caring.”
—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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Mid-Columbia Medical Center/Center for Mind and Body
Massage for every patient scheduled for ambulatory surgery (“Go into surgery with a good attitude”)
Infant massageStaff massage (“caring for the caregivers”)
Healing environments: chemo!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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7. Healing Arts: Nutrition for the
Soul
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Planetree: “Environment conducive to healing”
Color!Light!
Brilliance!Form!Art!
Music!
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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8. Integrating Complementary and
Alternative Practices into Conventional
Care
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Griffin IMC/Integrative Medicine Center
MassageAcupunctureMeditation
ChiropracticNutritional supplements
Aroma therapy
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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CAM (Complementary & Alternative Medicine):
83M in US (42%)CAM visits 243M, greater than to PCP (Primary Care Physician) (With min insurance coverage)
W-Educated-Hi incDon’t tell PCP (40%)
And: <30% procedures used in conventional medicine have undergone RCTs (randomized
clinical trials)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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9. Healing Environments:
Architecture and Design Conducive
to Health
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“Planetree Look”
Woods and natural materialsIndirect lighting
Homelike settings
Goals: Welcome patients, friends and family … Value humans over technology .. Enable patients to participate in their care … Provide flexibility to
personalize the care of each patient … Encourage caregivers to be responsive to patients … Foster a
connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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Access to nurses station:
“Happen to”vs
“Happen with”Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
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Conclusion: Caring/Growth “Experience”
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Care!Control!Connect! Engage!Grow!
De-stress!
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Griffin/flagship …
On the verge of closing in ’80sFinancially sound
ProfitableAdding programs
Growing Market ShareOnly hospital on the “100 Best Companies To Work For” list
(7 consecutive years; #4 in 2006)
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Learn more about Planetree/
The Planetree Alliance:
www.planetree.org
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Life Sciences Revo Rocks Our World*
*Coming soon to a …
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“On February 12, 2001, anyone with access to the Internet …
Could suddenly look at a new atlas …
One containing the whole human
genome.”
Source: Juan Enriquez, As The Future Catches You
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“WE ARE BEGINNING TO ACQUIRE … DIRECT AND DELIBERATE CONTROL …
OVER THE EVOLUTION OF ALL LIFE FORMS …
ON THE PLANET.”Source: Juan Enriquez, As The Future Catches You
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GRIN: Genetics, Robotics (nanotech),
Information, Nanotech
Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
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“We face the biggest change in tens of thousands of years in what it
means to be human.” … “In just 20 years the boundary
between fantasy and reality will be rent asunder.” (Rodney
Brooks, AIL/MIT) … “We are at an inflection point in history.” … “It is about the
defining cultural, social, and political issue of our age. It is about
human transformation.”
Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
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Ray Kurzweil: “Singularity”
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415-page doc, Department of Commerce/NSF:
Converging Technologies for Increasing Human
Performance Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
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“Soldiers having no physical, physiological, or cognitive limitations will be key to survival
and operational dominance in the
future.” —Michael Goldblatt, Director,
Defense Sciences Office/DARPA
Source: Radical Evolution: The Promise and Peril of Enhancing Our Minds, Our Bodies—and What It Means to Be Human, Joel Garreau
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“Singularity”/“Bionic Tom,” circa 2006: Medtronic pacemaker (heart micro-
management) ; psychotropics (mental micro-
management) ; Google (mind-extension—smart-
beyond-measure) ; Samsung cell phone (instant-permanent planetary connectedness) ; Orvis
shirt with UV protection (“smart skin”)
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“The four most dangerous words in medicine may be ‘First, do
no harm.’ ” —Fortune
“Simply put, the need for certainty in
drug approval is killing people.” —Fortune
“We take harms of action to be worse
than harms of inaction.” —Jonathon Barron/
U Penn
Source: “DEADLY CAUTION: How Our National Obsession With drug Safety Is Killing People—and What We Can Do about It”/Fortune
(02.20.06)
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“If you don’t like change,
you’re going to like irrelevance even less.” —General Eric
Shinseki, Chief of Staff. U. S. Army
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H5N1
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Kroll/SARS: “don’t over-react”Kroll/H5N1:
“devastating”Source: Newsweek/10.24.05
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Healthcare27
02.28.2006
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Healthcare27
1. Fully utilize Physician’s Assistants to do routine work in a timely fashion. (“Doc in a Kiosk” at Wal*Mart is great!)
2. Maximize Outpatient services!3. Short hospital stays work! 4. Support home care to the max. (E.g., “Declaration of Independents”—Beacon Hill/Boston)
5. STOP THE 100K+ NEEDLESS DEATHS—much/most of the “quality stuff” is eminently fixable. (Don Berwick for President! AHA for Hall of Shame!) (Strong, vicious insurer incentives!!!)
6. FLIP HC 177 DEGREES TO EMPHASIZE PREVENTION & WELLNESS. (“Steps” are being taken but not enough. Med schools: Awful! Insurers: Little better. Support for appropriate-proven alternative therapies is an important part.) (HUGE INCENTIVES FOR EFFECTIVE WELLNESS-PREVENTION PROGRAMS-MEASURABLE SUCCESSES.)
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Healthcare27
7. “Boomers” will determine HC’s (very different?) future. (They are from a different & demanding planet compared to yesterday’s Oldsters.)
8. “Focus on Women.” (It’s my generic—and correct—rallying cry, and it applies to HC in spades, women-as-patients-with different-woes-than-men; women-as-HC decision makers at the “consumer”—and commercial—level.)
9. “Patient/Consumer-driven” may be a buzz phrase bandied about all to easily … but it is true. (And changes the game.)
10. Reduce incentives for unnecessary tests. (Malpractice caps would help, though the issue is complex. Insurers-HMOs doing so-so on this.)
11. OUTCOME-BASED MEDICINE IS A MUST! (There is a long, long way to go!) (Measure until you’re blue in the face!)
12. Science-based medicine is a terrific idea!! (Many “therapies” unproven scientifically, uneven in application when proven.)
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13. Over the next 5-25 years, the Life Sciences Revolution will make the likes of the “info revolution” look like small beer. (Get ready.)
14. Radical increase in “best practices” utilization—inculcate in Med school!15. Med school “revolution” imperative—outcome-based medicine, abiding emphasis on Wellness & Prevention, etc.16. Get info to Patients! (HIPAA mostly good.—“I wanna see my records!”) (Detailed hospital-by-hospital, disease-by-disease, doc-by-doc success records a must despite controversy.)
17. Upgrade IS-IT in the entire system, starting with acute-care institutions. (Current grade: D-.) (Winners include: Indiana Heart Hospital; Inova Fairfax Heart Institute.)
18. Healtheon WebMD-like (if it had worked) mega-, integrated-info network will-should emerge. (A healthcare Google+?)
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19. MOVE HEAVEN & EARTH TO IMPLEMENT ELECTRONIC MEDICAL RECORDS. NOW. 20. By hook or by crook, something approximating basic universal care, starting with kids—50 state partial experiments is a help; some are quite far along. (“Market-based” as much as possible—but this is far from a “perfect market.”)
21. Deal with the enormous HMO “I want my doc” perception problem. (Fact: MARCUS WELBY, STATISTICALLY, AIN’T THAT GREAT A HEALER IN TODAY’S “HIGH SCIENCE” WORLD! Incidentally, same perception problem re Congress, schools. “My Congressman is great, Congress has 434 other crook-clowns.” “My kids’ school is good, the system is awful.”)
22. Blitzkrieg of Patient/Customer/Citizen education (eg re “outcomes-based HC”; “Get the most for your HC dollar”). (Corporate cuts should motivate this.)
23. “Healing-centric” care supported. (E.g., Planetree model—reduces future problems.)
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Healthcare27
24. Emphasize front-to-back “customer care” practices—cuts waaaaay down on malpractice claims among other things.25. Specialization in acute care works wonders, regardless of howls! (E.g., Shouldice/hernia repair.)
26.Shorten the FDA approval process. (Tom, age 63, wants the good new stuff and will accept associated risk; so will most boomers-geezers.)
27.DON’T MESS AROUND WITH H5N1/AVIAN FLU!
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“If God spoke to me by saying, ‘Mark, you’re down to your last three words: What would you want to say to your fellow humans that would make the most positive impact?’ It would be a close
call between Love Thy Neighbor and Wash Your Hands. A close third
would be Move, Move, Move.” —Mark Pettus, M.D.,The Savvy Patient
“The most important thing you can do to keep from getting
sick is to wash your hands.” —CDC/National Center for Infectious
Diseases
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Wash Your
Hands.
1!