Healthcare and ICT issues

Under-Promise. Over-Deliver. And Your Brand’s Fans Will Talk

victorhaze — Wed, 11 Jan 2012 07:33:07 +0000

I love the Lego story, but even more the one about the hotel. Under-promise and over-deliver. What a great concept. And again, I think rather easy to do once you set your mind to it…

Published on Fast Company | shared via feedly

It's when companies under-promise and over-deliver that people experience memorable moments that will affect their habits for a lifetime.

In a small restaurant in Shinjiku, a suburb of Tokyo, I ordered sake. First, the waitress placed a small wooden box in front of me. Then she arrived with a large tray carrying 40 cups. Each one, she explained, represented a different personality. I chose a blue cup, which she removed from her tray and carefully placed in the box.

As she began to pour the traditional drink into my small blue cup, things took a decidedly unusual turn. I had, as most would guess, expected her to stop below the rim. Instead she continued pouring, the clear liquor overflowing into the wooden box. And then, when most of the cup was submerged, she stopped, smiled, bowed, and said, "Enjoy."

As I nimbly attempted to fish for the cup, I asked her why she had poured so much. Her answer surprised me. She said, "Martin-san, I do this to show gratitude–to deliver a little bit more than what you expect."

Do you remember the last time you got more than you expected? Perhaps you were shopping for groceries or even buying something online. Am I right in assuming that, rare as these occasions are, when they happen you don't forget them? When I was a kid, I was a devoted Lego builder, collecting box after box. I came to realize that Lego always placed a few extra bricks inside the box, bricks never accounted for on the list of inventory. Over the years I began to accumulate a secret collection of Lego's gifted bricks. Funnily enough, I valued this collection above all others. It took on a kind of sacred quality.

Some years later, I visited the factory and the manager told me that those extra bricks were more a matter of practicality than goodwill. They were included in an attempt to circumvent thousands of requests from distraught parents who had unsuccessfully searched for that missing piece lost under the carpets or beneath the furniture.

Devalued as my collection of special bricks may have been in that childhood moment, what Lego had inadvertently achieved was to over-deliver and under-promise. And that's what stuck with me.

These days, we seem to be following a reverse philosophy. We over-promise and under-deliver. Or, at best, we deliver exactly what was promised–nothing more, nothing less. Just think of that pre-packed shrimp salad you bought, where you found that there was not a single shrimp among the lettuce, only the four at the top of the plastic container. Or the big bag of potato chips that is more air than chips. In general, we are more familiar with a leaner scenario than we are with excess.

Several years ago, I checked into the Peninsula Hotel in Chicago. I asked the concierge if it was possible to borrow some music CDs. Over the years, I'd grown accustomed to listening to music supplied by other hotels in the Peninsula group. It's a service they offer to all their regulars. As the hotel was new, the clerk politely informed me that this particular Peninsula had no CD library. Oh, well, so it goes. Yet minutes later, the concierge called to ask me what my favorite music was. Eminem, ABBA, and the Beatles, I replied. I was curious about this, but it slipped my mind as I continued working.

About 20 minutes later, I heard a knock on my door. When I opened it, the concierge handed over a small bag containing three CDs. You guessed it: Eminem, ABBA, and the Beatles. "This is a personal present from us to you," the concierge said. "Welcome to the Peninsula."

Now's let's pause here for a second. I've related this anecdote to hundreds of thousands of people attending my conferences–and to millions who have watched my TV appearances. My guesstimate would be that some 15 million people have heard this story. The cost to the Peninsula? About $22.50.

Needless to say, the Peninsula experience is far from common. However, every time I hear consumers raving about a brand, almost without exception it's been the result of the brand over-delivering. In a world where promises are routinely ambiguous or broken, when we encounter such service we find it, quite literally, remarkable. Small acts of generosity imbue us with that rare feeling of being cared for or considered by a company. Perhaps, when it comes down to it, we're still kids falling under the spell of surprise. If it's better than what we expected–or hoped for–we remember it above all else.

Who knows? Maybe the brand manager responsible for your favorite brand will not only read this article, but will act on it. Don't get your hopes up–catering to you may cost a few dollars more than what has been budgeted. After all, few people are willing to step outside the plate and eat into the budget that's already been set aside for things like consultants or social media ads.

Verbeter razendsnel je eigen communicatie – ManagementSite

victorhaze — Tue, 20 Dec 2011 12:31:17 +0000

via managementsite.nl

Architecture Photography: Blurred House / BiLD architecture – Blurred House / BiLD architecture (192406) – ArchDaily

victorhaze — Tue, 20 Dec 2011 08:27:35 +0000

via archdaily.com

Innovation Excellence | Collaborative Innovation Process at Mayo Clinic #yam

victorhaze — Mon, 19 Dec 2011 10:13:48 +0000

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Point: Collaboration between doctors, patients, designers and lab technicians brings healthcare delivery breakthroughs.

Story: The inspiring origins of the Mayo Clinic illustrate the timelessness of collaborative innovation. Back in the 1880s, two brothers, Will and Charles Mayo, founded the clinic with their father, Dr. William Worrall Mayo, and introduced the concept of a group practice. The Mayos sought medical breakthroughs by bringing together doctors, laboratory experts, and business people. As the younger Will Mayo said, “In order that the sick may have the benefit of advancing knowledge, a union of forces is necessary.”

Today, we have the fruits of many medical breakthroughs but need better ways to deliver the breakthroughs in efficient and effective ways. Many chronic diseases, like diabetes, can be treated but depend on more than just a one-shot procedure in a doctor’s office or hospital. For these conditions, healthcare delivery requires education and engagement between doctors and patients. The quest for new breakthroughs in healthcare delivery calls for a new round of collaborative innovation, embodied by the Mayo Clinic’s SPARC unit.

The Mayo Clinic uses SPARC to develop new services for patients. SPARC stands for See, Plan, Act, Refine, Communicate. Mayo believes in a fast prototyping approach: a crossfunctional team of doctors, industrial designers, patient education experts, facilities people and financial analysts work together to create new ideas and test them in the “Hub.” The collaboration includes some of the usual healthcare and research leaders, like Blue Cross Blue Shield of Minnesota, University of Minnesota, MIT, Yale, and GE Healthcare. But it also attracts collaborators from industry, such as IDEO, Best Buy, Steelcase, Microsoft, and Cisco.

The Hub creates reconfigurable prototypes of patient check-in counters and examination rooms. The team that develops a new service can observe the prototypes in action through glass and via video. “We take research out of the laboratory and translate it in a very quick and meaningful way right to the patient’s bedside,” said Dr. Glen Forbes, CEO of Mayo’s Rochester, MN campus. “That takes a lot of collaboration, because you’re crossing cultures and you’re often times crossing a lot of internal organization structures and silos.”

Most crucially, the Mayo Clinic engages patients to accelerate innovation. “Our patients have a long history of participating in our research and education endeavors,” says Barbara Spurrier, Administrative Director, Mayo Clinic Center for Innovation. The Mayo uses ethnographic techniques to analyze the quality of doctor-patient interactions, survey patients for their impressions, and talk to patient’s families. Human-centered design thinking ensures that the innovations aren’t just technically correct, they deliver higher quality of life for patients.

Action:

Find a gap between technology and society, such as the gap between the capabilities of a technology (e.g., a medical treatment) and the delivery of that technology (e.g., a patient’s compliance)

Recruit collaborators from both the technology side and the people side to bridge the gap

Create tangible and testable examples of innovations through visualization, modeling and rapid prototyping

Use both hard science and soft science methods to gain both objective and subjective feedback for further innovations

For more information:

Mayo Clinic

Mayo Clinic Center for Innovation Partnerships

Leonard Berry and Kent Seltman, Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations, 2008

Evan Rosen, The Culture of Collaboration: Maximizing the Time, Talent and Tools to Create Value in the Global Economy, 2009

Glenn S. Forbes, M.D.

Mayo Clinic and University of Minnesota partnership

Don’t miss an article (3,650 ) – Subscribe to our RSS feed and join our Innovation Excellence group!

Author of more than 450 company case studies and contributor to 28 books, Andrea Meyer writes & ghostwrites about innovation, IT and strategy for clients like MIT, Harvard Business School, McKinsey & Co., and Forrester Research. Follow her at www.workingknowledge.com/blog and twitter.com/AndreaMeyer.

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via innovationexcellence.com

Excellent piece on innovation in Medical clinic.

Twitter / @gtdguy: When you know how, any tim …

victorhaze — Fri, 09 Dec 2011 08:35:32 +0000

When you know how, any time, to get to the place where it’s all sort of funny, you’ve mastered GTD.

— David Allen (@gtdguy) December9, 2011

via twitter.com

Show me that place, show me that place, show me that place

Kwart ziekenhuissites langer dan uur per maand uit de lucht #yam

victorhaze — Tue, 06 Dec 2011 21:10:28 +0000

Kwart ziekenhuissites langer dan uur per maand uit de lucht

6 december 2011
Een kwart van de ziekenhuissites is meer dan een uur per maand uit de lucht. Dat blijkt uit onderzoek van Uptrends dat deze week in ICTzorg magazine verschijnt.

Het onderzoek laat zien dat 22 van de 99 onderzochte ziekenhuiswebsites slechter scoort dan een uptime van 99,9 procent. Orbisch Medisch Zorgcentrum heeft de slechtst scorende website en was in de maand dat de site gemonitord werd bijna 67 uur, ofwel 2,8 dagen, niet bereikbaar. Meander Medisch Centrum was bijna 36 uur niet bereikbaar.

100 procent

Van de 99 onderzochte ziekenhuizen scoren 20 instellingen 99,9 procent, wat goed te noemen is. Van de 99 onderzochte ziekenhuizen scoren 57 instellingen zelfs een uptime van 100 procent.

Irritaties

Ziekenhuizen genereren in de regel geen omzet via hun site, hoewel dit met de invoering van e-Health wel gaat toenemen. Als een site van een ziekenhuis offline is, leidt dit voornamelijk tot irritaties bij bezoekers omdat informatie niet beschikbaar is. (Zorgvisie/ict)

Lees ook:

Trage websites kosten geld
Ziekenhuiswebsites bieden geen ruimte voor interactie
Keurmerk voor websites met medische informatie

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dinsdag 06 december 2011 13:13

Franke

Je kunt het ook positief benaderen: driekwart van alle ziekenhuissites is maandelijks minder dan een uur uit de lucht oftewel een uptime van 99,86 procent of meer.

Reageren

via zorgvisie.nl

Klinikum Klagenfurt / DFA Dietmar Feichtinger Architectes | ArchDaily #yam

victorhaze — Wed, 23 Nov 2011 08:44:47 +0000

© Hertha Hurnaus

Architects: DFA Dietmar Feichtinger Architectes
Location: St. Veiter Strasse 47; A 9020 Klagenfurt, Austria
Budget: € 314.000.000
Project area: 145,000 sqm
Project year: 2003 – 2010
Photographs: Hertha Hurnaus

© Hertha Hurnaus

The new project for the Provincial Hospital in Klagenfurt is innovative in many ways. The latest Medical Technology along with an enhanced cross-utilization of medical equipment and facilities (operating rooms, examination and treatment rooms and wards in the logistics field) give this new hospital a pioneering status in Europe.

© Hertha Hurnaus

Even before completion, it served as an example to future developments. The architectural concept is an important part of this modern definition of a hospital. The flat, two-storey building fits well into the landscape on a site where the wetlands of the Glan River close off the land to the north.

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The footprint of the building is largely determined by landscaped courtyards which open the building up to the site as well as carefully form more private areas for its users. The horizontality of the building is reinforced by the two main access routes: the curved corridor to the north, and the straight corridor which accesses the examination and treatment areas.

© Hertha Hurnaus

© Hertha Hurnaus

Large multi-storey glass facades give these zones, which are designated as the waiting and circulation areas, an inviting and more transparent open character.

© Hertha Hurnaus

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site plan

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via archdaily.com

The new standard in hospital building.

Pity….

victorhaze — Wed, 23 Nov 2011 08:21:27 +0000

Technology News: Enterprise IT: IT Alignment Is Passé #yam

victorhaze — Sun, 20 Nov 2011 21:19:24 +0000

EXPERT ADVICE
IT Alignment Is Passé

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By Marilyn Weinstein
E-Commerce Times
Part of the ECT News Network
01/08/11 5:00 AM PT

IT does drive and enable business. It’s time for IT Leadership to drive that point home. Innovation and IT-generated efficiencies likely motivated most of your staff to enter IT in the first place — for the idea that there is a better, faster, more efficient way of doing things, and that IT can make that happen. Yet somewhere along the way, we lost track of the connection and reduced their influence.

New features at Yammer #yam

victorhaze — Mon, 14 Nov 2011 20:24:58 +0000

https://www.yammer.com/socialcontent

Ticker, Pages and Files, checking it out now!!

Healthcare and ICT issues

Under-Promise. Over-Deliver. And Your Brand’s Fans Will Talk

Verbeter razendsnel je eigen communicatie – ManagementSite

Architecture Photography: Blurred House / BiLD architecture – Blurred House / BiLD architecture (192406) – ArchDaily

Innovation Excellence | Collaborative Innovation Process at Mayo Clinic #yam

Related Posts

Twitter / @gtdguy: When you know how, any tim …

Kwart ziekenhuissites langer dan uur per maand uit de lucht #yam

Kwart ziekenhuissites langer dan uur per maand uit de lucht

100 procent

Irritaties

Lees ook:

Reacties (1)

Reageren

Klinikum Klagenfurt / DFA Dietmar Feichtinger Architectes | ArchDaily #yam

Pity….

Technology News: Enterprise IT: IT Alignment Is Passé #yam

EXPERT ADVICEIT Alignment Is Passé

New features at Yammer #yam

EXPERT ADVICE
IT Alignment Is Passé