mxwll
Your second point really resonates with me. I have spent the last few months working within a large healthcare organization and it is extremely difficult to make necessary changes. There is a lot of distrust of our team to the point of hostility. Very frustrating
Building anything on top of EPIC is unbelievably painful. You either pay EPIC engineers to access their "Dark API's" or pay $$ for their certifications.
Very few of these big medical device start-ups are actually integrating with patient records at a significant scale. Every instance of EPIC or Cerner is different and there is a lot of manual work needed to get up and running with live data in the patient record.
Sure, these SV companies have figured out how to build great tech at scale but transitioning an entire hospital network to a new EMR is a massive undertaking -- both technically and organizationally. Many doctors had their world rocked by the forced transition to using EMR systems and they run the other way from those claiming a novel technology will solve all of their problems.
There are much greater issues at play here and IMO the organizational problems within hospitals are far greater than the technical ones. To be successful hospitals will have to become tech companies. They aren't exactly the hottest place for top tech talent to end up.
I think the patient first approach that Apple and Samsung have been taking are likely to win out. If they can build a system that captures an individual's personal health record doctors will want that data. Hospitals will have no choice but to begin integrating that data even if it lives outside of the walls of EPIC, Cerner, et al.
Public companies typically have scheduled sales of their options for people at this level. This was not that.
This article is about rethinking and developing a new youtube app with "offline first" in mind. It was created after researching how YouTube is consumed in India to offer a more user friendly experience.
Has 0 to do with snapchat
It is my understanding that Kodak's efforts were too little too late. The organization was driven by the business people and was hemorrhaging money and only staying afloat through licensing and selling off their patent portfolio and the medical imaging devision. They watched their consumer product profits from film evaporate and failed to transition into the digital age.
These designers and engineers that I have learned from and worked with are certainly brilliant individuals. It seems that the organizational culture did not provide them with the creative freedom needed to envision and develop products competitive with those coming from smaller, nimbler companies.