Category Archives: management and leadership

NHS data might save lives

Numbers in medicine are not an abstract academic game: they are made of flesh and blood, and they show us how to prevent unnecessary pain, suffering and death.

Tim Kelsey is the man running the show: an ex-journalist, passionate and engaging, he has drunk more open-data Kool-Aid than anyone I’ve ever met. He has evangelised the commercial benefits of sharing NHS data – perhaps because he made millions from setting up a hospital-ranking website with Dr Foster Intelligence – but he is also admirably evangelical about the power of data and transparency to spot problems and drive up standards. Unfortunately, he gets carried away, stepping up and announcing boldly that no identifiable patient data will leave the Health and Social Care Information Centre. Others supporting the scheme have done the same.

This is false reassurance, and that is poison in medicine, or in any field where you are trying to earn public trust. The data will be “pseudonymised” before release to any applicant company, with postcodes, names, and birthdays removed. But re-identifying you from that data is more than possible. Here’s one example: I had twins last year (it’s great; it’s also partly why I’ve been writing less). There are 12,000 dads with similar luck each year; let’s say 2,000 in London; let’s say 100 of those are aged 39. From my brief online bio you can work out that I moved from Oxford to London in about 1995. Congratulations: you’ve now uniquely identified my health record, without using my name, postcode, or anything “identifiable”. Now you’ve found the rows of data that describe my contacts with health services, you can also find out if I have any medical problems that some might consider embarrassing: incontinence, perhaps, or mental health difficulties. Then you can use that information to try and smear me: a routine occurrence if you do the work I do, whether it’s big drug companies, or dreary little quacks.

http://www.theguardian.com/society/2014/feb/21/nhs-plan-share-medical-data-save-lives

The NHS plan to share our medical data can save lives – but must be done right

Care.data, the grand project to make the medical records of the UK population available for scientific and commercial use, is not inherently evil – far from it – but its execution has been badly bungled. Here’s how the government can regain our trust
The Guardiandoctor looking at medical data
‘If the government gets it right, they can save a vital data project, and allow medical research that saves lives on a biblical scale to ­continue,’ writes Ben Goldacre. Photograph: Hans Neleman/Getty Images

Everything would be much simpler if science really was “just another kind of religion”. But medical knowledge doesn’t appear out of nowhere, and there is no ancient text to guide us. Instead, we learn how to save lives by studying huge datasets on the medical histories of millions of people. This information helps us identify the causes of cancer and heart disease; it helps us to spot side-effects from beneficial treatments, and switch patients to the safest drugs; it helps us spot failing hospitals, or rubbish surgeons; and it helps us spot the areas of greatest need in theNHS. Numbers in medicine are not an abstract academic game: they are made of flesh and blood, and they show us how to prevent unnecessary pain, suffering and death.

Now all this vital work is being put at risk, by the bungled implementationof the care.data project. It was supposed to link all NHS data about all patients together into one giant database, like the one we already have for hospital episodes; instead it has been put on hold for six months, in the face of plummeting public support. It should have been a breeze. But we have seen arrogant paternalism, crass boasts about commercial profits, a lack of clear governance, and a failure to communicate basic science properly. All this has left the field open for wild conspiracy theories. It would take very little to fix this mess, but time is short, and lives are at stake.

The care.data project was promoted in two ways: we will use your data for lifesaving research, and we will give it to the private sector for commercial exploitation, creating billions for the UK economy. This marriage was a clear mistake: by and large, the public support public research, but are nervous about commercial exploitation of their health data.

Now the teams behind care.data are trying to row back, explaining that access will only be granted for research that benefits NHS patients. That is laudable, but potentially a very broad notion. It’s one we would want to unpack, with clear, worked examples of the kind of things they would permit, and the kind of things they would refuse. But that’s not possible because, bizarrely, the specific principles, guidelines, committees and regulations that will determine all these decisions have not yet been clearly set out. This poses several difficulties. Firstly, the public are being asked to support something that feels intuitively scary, about the privacy of their medical records, without being told the details of how it will work. Secondly, the field has been left open to conspiracy theories, which are hard to refute without concrete guidance on how permissions for access really will work.

That said, many criticisms have been absurd. There has been endless discussion around the idea of health insurers buying health records, for example, and using them to reject high-risk patients. Call an insurer right now and see how you get on: within minutes you will be asked to declare your full medical history, waive confidentiality and grant access to your full medical notes anyway.

Many have complained about drug companies getting access to data, and this is more complex. On the one hand, arrangements like these are longstanding and essential: if medicines regulators get a few unusual side-effect reports from patients, they go to the drug company and force them to do a big study, examining – for example – 10,000 patients’ records, to find out if people on that drug really do have more heart attacks than we’d expect. To do this, the UK health regulator itself sells industry the data, in the past from something called the GP Research Database, which holds millions of people’s records already. This needs to happen, and it’s good. But equally, people know – I’ve certainly shouted about it for long enough – that the pharmaceutical industry also misuses data: they hide the results of clinical trials when it suits them, quite legally; they monitor individual doctors’ prescribing patterns to guide their marketing efforts, and so on. The public don’t trust the pharmaceutical industry unconditionally, and they’re right not to.

Trust, of course, is key here, and that’s currently in short supply. The NSA leaks showed us that governments were casually helping themselves to our private data. They also showed us that leaks are hard to control, because the National Security Agency of the wealthiest country in the world was unable to stop one young contractor stealing thousands of its most highly sensitive and embarrassing documents.

But there is a more specific reason why it is hard to give the team behind care.data our blind faith: they have been caught red-handed giving false reassurance on the very real – albeit modest – privacy threats posed by the system.

Tim Kelsey is the man running the show: an ex-journalist, passionate and engaging, he has drunk more open-data Kool-Aid than anyone I’ve ever met. He has evangelised the commercial benefits of sharing NHS data – perhaps because he made millions from setting up a hospital-ranking website with Dr Foster Intelligence – but he is also admirably evangelical about the power of data and transparency to spot problems and drive up standards. Unfortunately, he gets carried away, stepping up andannouncing boldly that no identifiable patient data will leave the Health and Social Care Information Centre. Others supporting the scheme have done the same.

This is false reassurance, and that is poison in medicine, or in any field where you are trying to earn public trust. The data will be “pseudonymised” before release to any applicant company, with postcodes, names, and birthdays removed. But re-identifying you from that data is more than possible. Here’s one example: I had twins last year (it’s great; it’s also partly why I’ve been writing less). There are 12,000 dads with similar luck each year; let’s say 2,000 in London; let’s say 100 of those are aged 39. From my brief online bio you can work out that I moved from Oxford to London in about 1995. Congratulations: you’ve now uniquely identified my health record, without using my name, postcode, or anything “identifiable”. Now you’ve found the rows of data that describe my contacts with health services, you can also find out if I have any medical problems that some might consider embarrassing: incontinence, perhaps, or mental health difficulties. Then you can use that information to try and smear me: a routine occurrence if you do the work I do, whether it’s big drug companies, or dreary little quacks.

This risk isn’t necessarily big, but to say it doesn’t exist is crass: it’s false reassurance, which ultimately undermines trust, but it’s also unnecessary, and counterproductive, like hiding information on side-effects instead of discussing them proportionately. To the best of my knowledge, we’ve never yet had a serious data leak from a medical research database, and there are plenty around already; but then, we are standing on the verge of a significant increase in the number of people accessing and using medical data. There are steps we can take to minimise the risks: only release a subset of the 60 million UK population to each applicant; only give out the smallest possible amount of information on each patient whose records you are sharing; suggest that people come to your data centre to run their analyses, instead of downloading records, and so on. But, while the care.data project might be planning to do some of those things, the ground rules haven’t been properly written out yet.

In any case, even safeguards such as these can be worked around. There are companies out there operating in the grey areas of the law, aggregating data from every source and leak they can find, generating huge, linked datasets with information from direct marketing lists, online purchases, mobile phone companies and more. Who’s to know if someone will start quietly aggregating all the small chunks of our health data?

This, of course, would be illegal. As Tim Kelsey and others are keen to point out, re-identifying or leaking data in any way would be a “criminal offence”. But as this project lands, we’re all becoming rapidly aware that incompetence, malice and creepiness around confidential data is policed with a worryingly light touch. Private investigators have little trouble obtaining confidential data from staff in the police force, banks and tax offices, for example.

Here’s why: it took a long time for anyone to realise that Steve Tennison, a finance manager in a GP practice, had accessed patients’ records on 2,023 occasions over the course of a year, although this was relevant to his work on only three occasions. The majority of records he snooped on belonged to young women: he repeatedly accessed the record of one woman he had gone to school with, and that of her son. The maximum penalty for this is a fine, with a ceiling of £5,000 in magistrates courts. Tennison was fined £996, in December 2013. This is why the public feel nervous, and this is what we need to fix.

It’s painful for me to write critically about a project like care.data, because I love medical data, and I know the good it can do. We have a golden opportunity in the UK, with 60 million people cared for in one glorious NHS. Opt-outs would destroy the data, and the growing calls for an opt-in system would be worse: opt-in killed people by holding back organ donation, and more than that, it would exacerbate social inequality around data, because the poorest patients, those most likely to be unwell, are also the least engaged with services, the least likely to opt in. They would become invisible.

So here’s my advice: if you’re thinking of opting out – wait. If you run care.data – listen. There are three things the government can do to rescue this project.

Firstly, make a proper announcement about what you will do in the six-month delay. You cannot rely on blind trust when it comes to sharing private medical records, so explain that you’ll be coming back soon with a clear story. Sort out the governance framework, present unambiguous rules and principles explaining how data will be shared, list the specific clinical codes you’re proposing to upload, then give real-world examples of the kind of access applications that would be approved, and the kind that would be rejected. This is fair, and sensible.

Secondly, show the public how lives are saved by medical research. This needs examples, from the vast archives of medical research on cancer, heart disease and more. Alongside that, give a clear nod to the small risks, and an explanation of how they will be mitigated. Never be seen to give false reassurance on these risks; if you do, you will lose patients’ trust for ever.

Lastly, we need stiff penalties for infringing medical privacy, on a grand and sadistic scale. Fines are useless, like parking tickets, for individuals and companies: anyone leaking or misusing personal medical data needs a prison sentence, as does their CEO. Their company – and all subsidiaries – should be banned from accessing medical data for a decade. Rush some test cases through, and hang the bodies in the town square.

If the government do all this, they have a good chance of saving a vital data project, and permitting medical research that saves lives on a biblical scale to continue. If the government try to fudge – with half measures, superficial PR and false reassurance – then care.data will fail, and it might well bring down other sensible public health research with it. Lives are at stake. This cannot be left to the last minute in the six-month pause, and time is precious. It’s February. If you’re thinking of opting out, please don’t. But mark your diary for May.

New MSFT chief on hiring approach

Q.How do you hire? What questions do you ask?

A. I do a kind of 360 review. I will ask the individual to tell me what their manager would say about them, what their peers would say about them, what their direct reports would say about them, and in some cases what their customers or partners may say about them. That particular line of questioning leads into fantastic threads, and I’ve found that to be a great one for understanding their self-awareness.

I also ask: What are you most proud of? Tell me where you feel you’ve set some standard, and you look back on it and say, “Wow, I really did that.” And then, what’s the thing that you regret the most, where you felt like you didn’t do your best work? How do you reflect on it?

Those two lines of questioning help me a lot in terms of being able to figure people out. I fundamentally believe that if you are not self-aware, you’re not learning. And if you’re not learning, you’re not going to do useful things in the future.

 

 

http://www.afr.com/p/technology/new_microsoft_chief_nadella_ballmer_gUITsRltFlFjLxRUERKKwN

New Microsoft chief Nadella on Gates, leadership and replacing Steve Ballmer

PUBLISHED: 21 FEB 2014 07:45:19 | UPDATED: 22 FEB 2014

New Microsoft chief Nadella on Gates, leadership and replacing Steve BallmerSatya Nadella (centre) says he has learned lots for lessons from Bill Gates (l) and Steve Ballmer (r) as he settles into the top job at Microsoft Photo: Reuters

ADAM BRYANT

This interview with Satya Nadella, the new chief executive of Microsoft, was conducted and condensed by the New York Times.

Q.What leadership lessons have you learned from your predecessor, Steve Ballmer?

A. The most important one I learned from Steve happened two or three annual reviews ago. I sat down with him, and I remember asking him: “What do you think? How am I doing?” Then he said: “Look, you will know it, I will know it, and it will be in the air. So you don’t have to ask me, ‘How am I doing?’ At your level, it’s going to be fairly implicit.”

I went on to ask him, “How do I compare to the people who had my role before me?” And Steve said: “Who cares? The context is so different. The only thing that matters to me is what you do with the cards you’ve been dealt now. I want you to stay focused on that, versus trying to do this comparative benchmark.” The lesson was that you have to stay grounded, and to be brutally honest with yourself on where you stand.

Q.And what about Bill Gates?

A. Bill is the most analytically rigorous person. He’s always very well prepared, and in the first five seconds of a meeting he’ll find some logical flaw in something I’ve shown him. I’ll wonder, how can it be that I pour in all this energy and still I didn’t see something? In the beginning, I used to say, “I’m really intimidated by him.” But he’s actually quite grounded. You can push back on him. He’ll argue with you vigorously for a couple of minutes, and then he’ll be the first person to say, “Oh, you’re right.” Both Bill and Steve share this. They pressure-test you. They test your conviction.

Q.There’s a lot of curiosity around what kind of role Bill is going to play with you.

A. The outside world looks at it and says, “Whoa, this is some new thing.” But we’ve worked closely for about nine years now. So I’m very comfortable with this, and I asked for a real allocation of his time. He is in fact making some pretty hard trade-offs to say, “O.K., I’ll put more energy into this.” And one of the fantastic things that only Bill can do inside this campus is to get everybody energised to bring their “A” game. It’s just a gift.

Q. What were some early leadership lessons for you?

A. I played on my school’s cricket team, and there was one incident that just was very stunning to me. I was a bowler; like a pitcher in baseball — and I was throwing very ordinary stuff one day. So the captain took over from me and got the team a breakthrough, and then he let me take over again.

I never asked him why he did that, but my impression is that he knew he would destroy my confidence if he didn’t put me back in. And I went on to take a lot more wickets after that. It was a subtle, important leadership lesson about when to intervene and when to build the confidence of the team. I think that is perhaps the number one thing that leaders have to do: to bolster the confidence of the people you’re leading.

Q.Tell me about your management approach in your new role.

A. The thing I’m most focused on today is, how am I maximising the effectiveness of the leadership team, and what am I doing to nurture it? A lot of people on the team were my peers, and I worked for some of them in the past. The framing for me is all about getting people to commit and engage in an authentic way, and for us to feel that energy as a team.

I’m not evaluating them on what they say individually. None of them would be on this team if they didn’t have some fantastic attributes. I’m only evaluating us collectively as a team. Are we able to authentically communicate, and are we able to build on each person’s capabilities to the benefit of our organisation?

Q. Your company has acknowledged that it needs to create much more of a unified “one Microsoft” culture. How are you going to do that?

A. One thing we’ve talked a lot about, even in the first leadership meeting, was, what’s the purpose of our leadership team? The framework we came up with is the notion that our purpose is to bring clarity, alignment and intensity. What is it that we want to get done? Are we aligned in order to be able to get it done? And are we pursuing that with intensity? That’s really the job.

Culturally, I think we have operated as if we had the formula figured out, and it was all about optimising, in its various constituent parts, the formula. Now it is about discovering the new formula. So the question is: How do we take the intellectual capital of 130,000 people and innovate where none of the category definitions of the past will matter? Any organisational structure you have today is irrelevant because no competition or innovation is going to respect those boundaries. Everything now is going to have to be much more compressed in terms of both cycle times and response times.

So how do you create that self-organising capability to drive innovation and be focused? And the high-tech business is perhaps one of the toughest ones, because something can be a real failure until it’s not. It’s just an absolute dud until it’s a hit. So you have to be able to sense those early indicators of success, and the leadership has to really lean in and not let things die on the vine. When you have a $US70 billion business, something that’s $US1 million can feel irrelevant. But that $US1 million business might be the most relevant thing we are doing.

To me, that is perhaps the big culture change — recognising innovation and fostering its growth. It’s not going to come because of an org chart or the organisational boundaries. Most people have a very strong sense of organisational ownership, but I think what people have to own is an innovation agenda, and everything is shared in terms of the implementation.

Q.How do you hire? What questions do you ask?

A. I do a kind of 360 review. I will ask the individual to tell me what their manager would say about them, what their peers would say about them, what their direct reports would say about them, and in some cases what their customers or partners may say about them. That particular line of questioning leads into fantastic threads, and I’ve found that to be a great one for understanding their self-awareness.

I also ask: What are you most proud of? Tell me where you feel you’ve set some standard, and you look back on it and say, “Wow, I really did that.” And then, what’s the thing that you regret the most, where you felt like you didn’t do your best work? How do you reflect on it?

Those two lines of questioning help me a lot in terms of being able to figure people out. I fundamentally believe that if you are not self-aware, you’re not learning. And if you’re not learning, you’re not going to do useful things in the future.

Q.What might somebody say in a meeting that, to you, sounds like nails on a chalkboard?

A. One of the things that drives me crazy is anyone who comes in from the outside and says, “This is how we used to do it.” Or if somebody who’s been here for a while says, “This is how we do it.” Both of them are such dangerous traps. The question is: How do you take all of that valuable experience and apply it to the current context and raise standards?

Q.Any final big-picture thoughts on how you’re going to approach your new role, and how you want to make your mark?

A. Longevity in this business is about being able to reinvent yourself or invent the future. In our case, given 39 years of success, it’s more about reinvention. We’ve had great successes, but our future is not about our past success. It’s going to be about whether we will invent things that are really going to drive our future.

One of the things that I’m fascinated about generally is the rise and fall of everything, from civilisations to families to companies. We all know the mortality of companies is less than human beings. There are very few examples of even 100-year old companies. For us to be a 100-year old company where people find deep meaning at work, that’s the quest.

if we approached drowning like obesity, we would go looking for those genes

It is equally true that the sinking of the Titanic did not affect all passengers equally. More generally, falling into water does not affect all human beings equally. Some of us know how to swim, and some do not. Some of us can hold our breath longer than others.

==

Imagine that these pioneers were intrigued by the sea, and therefore boldly wandered in. Having no experience with matters maritime, and knowing nothing about swimming, several of them drowned. Several others nearly drowned, but managed to climb out in the nick of time.

And then imagine, rather than reaching any fundamental conclusions about the interactions of their kind with large bodies of water, these sagacious people scratched their extra-terrestrial heads and said something like (in whatever language they speak): “When we wander into that enormous puddle, some of us die and some of us don’t. Clearly, then, there must be variation in our go-forth-into-enormous-puddle genes. Let us study our genes and look for that variation so we may better understand what happened here today. Then, perhaps, we might find a way to fix the go-not-into-great-puddles-or-you-will-surely-drown genes, as those must be defective. After all, a few of us went into the big puddle and lived. Surely there must be some way for us all to have those wonderful you-will-only-almost-die-if-you-go-into-great-puddle genes. ”

==

Human beings don’t have gills, and there are genes to blame. But the right response looks like swimming lessons, and lifeguards, and fences around pools- not studying genes while pushing kids into the surf. Not a new pill to fix an age-old part of who we are that was never really broken.

 

http://www.linkedin.com/today/post/article/20140219143107-23027997-gills-pills-and-obesity-genes

Gills, Pills, and Obesity Genes

February 19, 2014

Two new studies, just published on-line in JAMA Pediatrics, may have us fired up yet again about the genetic variation to blame for obesity. But then again, is that really the problem?

One of the studies examined variation in food and satiety responses, which we may summarize as appetite, in roughly 400 pairs of 3-month-old twins in the U.K., and tracked growth and development over time. There are always lots of important details in biomedical research, but the perhaps predictable punch line was this: the babies with the heartier appetites gained the more weight.

The second study was directed at the same basic issue, but went a bit deeper. Investigators again examined the association between appetite and weight gain in a group of over 2000 twin children in the U.K., but this team included an assessment of genes associated with variation in satiety responses, essentially how much eating it takes to feel full. Once again, more appetite meant more weight gain. But this time, more genes for more appetite was identified as the real culprit.

Finally, an accompanying editorial noted the importance of this kind of genetic research because the obesigenic environment “does not affect all children equally.”

That is undeniably true. It is equally true that the sinking of the Titanic did not affect all passengers equally. More generally, falling into water does not affect all human beings equally. Some of us know how to swim, and some do not. Some of us can hold our breath longer than others.

And while there is, I am quite confident, genetic variability we could find and associate with variation in how long we can hold our breath, I am not sure how illuminating that would truly be about the risk of drowning.

Human beings are vulnerable to drowning because we don’t have gills, and the reason absolutely resides in our genes. We have Homo sapien genes that include the recipe for lungs, and exclude the recipe for gills. In contrast, blue fin tuna and guppy genes reliably include the recipe for gills and exclude the recipe for lungs. Blue fin tuna and guppies have just the kind of trouble out of water that we are prone to have in it. We don’t have gills because we aren’t fish- and fish don’t have lungs because they aren’t people. And in both cases, the reason we aren’t them and they aren’t us resides in our respective genes.

Given that, if we approached drowning like obesity, we would go looking for those genes. We would, readily, find the divergences between human and guppy genes. And we might, I suppose, declare that a genetic basis for drowning had been identified. And once genes were indicted for drowning, we could head off down the path of drug development or genetic engineering to deal with the problem.

Hold that thought, if not your breath, and let’s probe the corresponding depths.

Imagine a people on some imaginary world that lived on a great landmass, far from any body of water, evolving and adapting accordingly throughout their long history. Then imagine that, after however many eons in their native land-locked state, and for reasons we may ignore or guess at, these people set off on an excursion, and encounter the sea for the first time. They knew water, of course-because they drank it like we do; but they had never before seen any body of water larger than a puddle.

Imagine that these pioneers were intrigued by the sea, and therefore boldly wandered in. Having no experience with matters maritime, and knowing nothing about swimming, several of them drowned. Several others nearly drowned, but managed to climb out in the nick of time.

And then imagine, rather than reaching any fundamental conclusions about the interactions of their kind with large bodies of water, these sagacious people scratched their extra-terrestrial heads and said something like (in whatever language they speak): “When we wander into that enormous puddle, some of us die and some of us don’t. Clearly, then, there must be variation in our go-forth-into-enormous-puddle genes. Let us study our genes and look for that variation so we may better understand what happened here today. Then, perhaps, we might find a way to fix the go-not-into-great-puddles-or-you-will-surely-drown genes, as those must be defective. After all, a few of us went into the big puddle and lived. Surely there must be some way for us all to have those wonderful you-will-only-almost-die-if-you-go-into-great-puddle genes. ”

Gazing at these counterparts across the cosmos, they look rather like nincompoops, don’t they?

I am not refuting the value in these new studies. The editorialist very appropriately notes that early identification of genetic vulnerability to weight gain might allow for very early implementation of prevention strategies, so that obesity does not develop in the first place.

I like that- but do we really need maps of our kids’ genomes to take such action? We havepandemic childhood obesity right now-meaning legions of kids around the world are vulnerable to weight gain, whatever their genes. And yet, we routinely feed them junk. We routinely jettison physical activity from their daily routines. We peddle to them foods willfully designed to be irresistible if not addictive, and to maximize the number of calories it takes to feel full. Can we really justify the lunacy of a culture that studies genes looking for variation in satiety responses, while engineering foods to undermine satiety responses?

Yes, our genetic vulnerability to obesity is variable- much, I bet, like our genetic vulnerability to drowning. But I don’t think that invites a genetic study of the drowning victims of the Titanic. I think the bigger issue was the obvious one: the ship went down.

We are all in the same boat, and it’s sinking, too- as evidence by a global rise in bariatric surgery for ever younger children. The genes underlying vulnerability to obesity in all their variation were there a generation or two or twenty ago, too- when childhood obesity was rare. Those same genes are there now that it is rampant. Knowledge of them may be put to good use, but not if it distracts us from the sinking ship. What has changed is not within our children, but all around them. And we don’t need to wait for a genetic map of each child to fix it.

Human beings don’t have gills, and there are genes to blame. But the right response looks like swimming lessons, and lifeguards, and fences around pools- not studying genes while pushing kids into the surf. Not a new pill to fix an age-old part of who we are that was never really broken.

-fin

Insights can go stale…

  • Data is meaningless unless it helps make decisions that have measurable impact. Unfortunately, many decision makers are ensnared rather than enlightened by Big Data, preventing data and insights from making it to the front lines in relevant and usable forms.  Too many Big Data projects are formulated without input from front-line operators, or consume so much time that the insight goes stale before it can be used.

    In our experience, generating value from Big Data is a matter of connecting data to insights to action in a fast, repeatable way.

Picture a factory:

  • Insights are products—goods that are valuable because they are useful;
  • data is the raw material from which the products, the insights, are made; and
  • front-line operators are the consumers, or the people who need and use the product.

The “insight factory” approach enables companies to sift through massive amounts of data quickly, run the right analytics, and provide relevant insights so people can take meaningful action.

Add this to the analogy of a the brontosaurus nervous system being too slow to respond to an tale injury.

  1. Decide what it is you want to produce – get to specific questions
  2. Source the raw materials – start with “small data”
  3. Produce insights with speed – act like a startup
  4. Deliver the goods and act – “Good enough” information available now can be used now to inform specific actions.

For an insight factory to work, think of the people who use the insights as your customers. They need to be part of a process that gives them simple ways to use the insights, such as interactive frontline tools (e.g. competitive price tracker, customer scorecards, or store operations health monitor). The most effective approach is not to push these tools on managers, but to listen and respond to their needs and then create pull.

http://www.forbes.com/sites/mckinsey/2013/10/22/four-steps-to-turn-big-data-into-action/

10/22/2013 @ 9:31AM |9,473 views

Four Steps To Turn Big Data Into Action

Data is meaningless unless it helps make decisions that have measurable impact. Unfortunately, many decision makers are ensnared rather than enlightened by Big Data, preventing data and insights from making it to the front lines in relevant and usable forms.  Too many Big Data projects are formulated without input from front-line operators, or consume so much time that the insight goes stale before it can be used.

In our experience, generating value from Big Data is a matter of connecting data to insights to action in a fast, repeatable way. Picture a factory.Insights are products—goods that are valuable because they are useful; data is the raw material from which the products, the insights, are made; and front-line operators are the consumers, or the people who need and use the product.

The “insight factory” approach enables companies to sift through massive amounts of data quickly, run the right analytics, and provide relevant insights so people can take meaningful action.  And we’ve seen top-line sales increase 5 – 15 percent as a result.

1. Decide what to produce

Before work begins at an insight factory, you should have a clear understanding of what you want to achieve, such as reducing customer churn or predicting what a given customer segment will buy next. Decide what discrete questions your business needs to answer and the actions you want those answers to enable. Prioritize questions that address the largest economic opportunities and that lead to practical actions. Then configure your factory to produce just those insights. One retailer, for example, discovered that 90 percent of its year over year sales decline was concentrated in 12 percent of its customers in specific markets. It focused questions, accordingly, on understanding the root cause and quickly reversed the trend with targeted local market merchandising tactics.

2. Source the raw materials

While it’s useful to identify a range of data sources to build insights, start with the best data immediately available.  Chasing after the “perfect dataset” is time-consuming (and often fruitless) and reduces the ability to act quickly. Instead, start with “small data”. A comprehensive “data warehouse” is a great asset over the long term, but a smaller, more selective “data mart” makes it easier to produce insights fast, preventing you from getting mired in complexity. Over time, you can then layer on additional data sets. In one case, a leading retailer setting out to understand its customers began by complementing transactional POS data with third-party customer data from aggregators, syndicated competitor data, and public sources that were immediately available. Over a year, it enriched these insights by adding social media data (for sentiment analysis), location data (to understand store traffic and movement), and financial information from credit card providers (for share-of-wallet).

3. Produce insights with speed

We have found that when it comes to analytics, productive action is mainly a product of speed. Focusing on quick decisions and execution, which circumvent long discussions, leads to insights the front line can actually use. Put finite time limits on your insight factory to force short production times and rapid bursts of structured output based on repeatable analytical models and automation.

We recommend acting like a start-up. Start-ups are driven by an inherent need for speed that doesn’t let perfect get in the way of good enough. Aware AWRE -0.31% that a futile quest for perfection creates paralysis, they thrive on a test-and-learn culture that celebrates failing early and moving to action quickly with imperfect information. Create small, nimble teams combining strategic, analytical, and technical skills to address specific topic areas rather than a single, generalized, and usually slow-moving “committees.” To keep the factory running around the clock, consider recruiting offshore talent to execute structured analysis continuously, at relatively low cost.

4. Deliver the goods and act

“Good enough” information available now can be used now to inform specific actions. If data yields the insight that milk and eggs are 90 percent likely to be purchased together, why not quickly pilot the placement of milk and egg shelves next to each other rather than wait for more comprehensive options?

Making sure that insights drive action requires a clear understanding of what front-line managers can actually use. These managers need to identify what they need. Too often, marketers or sales people are provided with data analysis they subsequently ignore. In many cases, the analysis isn’t practical, isn’t clear, isn’t trusted, or isn’t perceived as relevant. For an insight factory to work, think of the sales and marketing people who use the insights as your customers. They need to be part of a process that gives them simple ways to use the insights, such as interactive frontline tools (e.g. competitive price tracker, customer scorecards, or store operations health monitor). The most effective approach is not to push these tools on managers, but to listen and respond to their needs and then create pull.

Build a “factory” culture over time

To successfully weave the insight factory into the fabric of the way the business works, avoid  leading off with momentous change. Accustom stakeholders to incrementally embed data and insights into everyday decision making. Over time, the integration of insight factory production into business-as-usual will create a willingness to accept bigger decisions and greater change.

Tim McGuire is a senior McKinsey partner from Toronto who leads the firm’s global Consumer Marketing Analytics Center; Chris Meyer is a senior partner in McKinsey’s Dallas office who leads the firm’s work in Big Data & Analytics in Retail; Maher Masri is an associate principal in McKinsey’s Marketing and Retail practices; Abdul Wahab Shaikh is an engagement manager in McKinsey’s Atlanta office.

don’t waste time on a business plan

  • think people, not ideas – team > market > concept
  • think speed, not perfection – minimum viable product with every pivot closer to success
  • think vision, not planbeing an entrepreneur is about creating the future one step at a time.

Where there are 2 or more founders, it’s important to write down the canonical things they all agree on.They need to agree what the vision is and what the path to success will be. But don’t spend time trying to put that into a 40-page document.

http://www.inc.com/minda-zetlin/business-plans-are-a-waste-of-time-heres-what-to-do-instead.html?cid=readmore

Business Plans Are a Waste of Time. Here’s What to Do Instead BY 

Throw your business plan in the recycling bin. Instead, focus on your team and on getting to market as quickly as you can.

If you’re taking time to carefully perfect a business plan to help ensure your company’s model is sound and that it will be a success–stop. That’s the word from William Hsu, c0-founder and managing partner at start-up accelerator MuckerLab.

Hsu, who’s been both a successful entrepreneur and an executive at AT&T and eBay, says that starting a company is “a career for really irrational people. In all probability, whatever the idea is will fail. Building a reality distortion field is how entrepreneurs convince themselves and their employees that this is a good idea.”

With that in mind, he advises:

1. Think people, not ideas.

A great team trumps a great idea every time, Hsu says. “None of us is perfect, and entrepreneurs are usually great at a couple of things, such as having vision and being willing to take risks.” Entrepreneurs–especially tech entrepreneurs–come in one of two flavors: Either they’re like Steve Jobs, visionaries who understand the market but aren’t technically proficient, or they’re like Steve Wozniak, technical geniuses who don’t understand how to market to customers.

In either case, having great team members can fill in any areas where the entrepreneur lacks strength, he says. “We look for three things in a potential start-up: market, team, and concept. The team is by far the most important element, and the second is market. The idea itself is the least important.”

2. Think speed, not perfection.

“Whatever hypothesis you have about the market, it’s probably wrong by definition,” he says. “One out of every 30 venture start-ups succeeds–and that’s after getting funded. What that means is that entrepreneurs need to take a product to market as fast as they can in any form, even if it’s 10% of the original vision. They have to test it to see if it’s a market fit, if it resonates with customers, and is something they’d eventually pay for.”

Then, he says, pivot and reconfigure on the basis of that market response. “You have to iterate as fast as you can. I don’t mind if a batter has a .100 average–a 10% success rate–if the batter gets 10 or 20 at bats. The more chances you have, the better. So the team that can execute the fastest and build the most relationships with customers by listening to them will win.”

Because of this need to iterate quickly, Hsu advises building an in-house team that will have all the design, technical, and product capabilities you need. “You don’t want the entrepreneur outsourcing these types of functions, because it means there will be a cost in dollars to each new iteration that will drain capital. Every pivot should get you closer to success, rather than closer to failure.”

3. Think vision, not plan.

“A lot of entrepreneurs have a perfect deck of slides, a perfect business plan, and a perfect financial model. But that’s all they have,” Hsu says. “They think starting a business is having a business plan. But being an entrepreneur is about creating the future one step at a time.”

Does that mean you should never look ahead? Not quite, he says. “Where you have two or more co-founders, it’s important for them all to put down on a piece of paper, or a whiteboard, the canonical things they all agree on. They need to agree what the vision is and what the path to success will be. But don’t spend time trying to put that into a 40-page document. I’d rather you take that time and talk to 10 more customers instead.”

IMAGE: HENRIK SORENSEN/GETTY
LAST UPDATED: OCT 10, 2012

 

Strategic thinking

  • From this HBR article
  • strategic thinking is seen as a universally important skill
  • it about being able to see, predict, and plan ahead
  • Strategic leaders take a broad, long-range approach to problem-solving and decision-making that involves objective analysis, thinking ahead, and planning. That means being able to think in multiple time frames, identifying what they are trying to accomplish over time and what has to happen now, in six months, in a year, in three years, to get there,” he writes. “It also means thinking systemically. That is, identifying the impact of their decisions on various segments of the organization–including internal departments, personnel, suppliers, and customers.
  • It’s also important to pass strategic thinking onto employees
  • One of the key prerequisites of strategic leadership is having relevant and broad business information that helps leaders elevate their thinking beyond the day-to-day
  • need to communicate a well-articulated philosophy, a mission statement, and achievable goals throughout your company
  • Whenever possible, try to promote foresight and long-term thinking
  • promote a “future perspective” in your company. If a manager suggests a course of action, you need to him or her ask two questions: First, what underlying strategic goal does this action serve, and why? And second, what kind of impact will this have on internal and external stakeholders? “Consistently asking these two questions whenever action is considered will go a long way towards developing strategic leaders,” he writes.

http://www.inc.com/will-yakowicz/how-to-foster-strategic-thinking-in-employees.html

How to Get Your Employees to Think Strategically BY 

Studies show that strategic thinking is the most important element of leadership. But how do you instill the trait in others at your company?

What leadership skill do your employees, colleagues, and peers view as the most important for you to have? According Robert Kabacoff, the vice president of research at Management Research Group, a company that creates business assessment toolsit’s the ability to plan strategically.

He has research to back it up: In the Harvard Business Review, he cites a 2013 study by his company in which 97 percent of a group of 10,000 senior executives said strategic thinking is the most critical leadership skill for an organization’s success. In another study, he writes, 60,000 managers and executives in more than 140 countries rated a strategic approach to leadership as more effective than other attributes including innovation, persuasion, communication, and results orientation.

But what’s so great about strategic thinking? Kabacoff says that as a skill, it’s all about being able to see, predict, and plan ahead: “Strategic leaders take a broad, long-range approach to problem-solving and decision-making that involves objective analysis, thinking ahead, and planning. That means being able to think in multiple time frames, identifying what they are trying to accomplish over time and what has to happen now, in six months, in a year, in three years, to get there,” he writes. “It also means thinking systemically. That is, identifying the impact of their decisions on various segments of the organization–including internal departments, personnel, suppliers, and customers.”

As a leader, you also need to pass strategic thinking to your employees, Kabacoff says. He suggests instilling the skill in your best managers first, and they will help pass it along to other natural leaders within your company’s ranks. Below, read his five tips for how to carry out this process.

Dish out information.

Kabacoff says that you need to encourage managers to set aside time to thinking strategically until it becomes part of their job. He suggests you provide them with information on your company’s market, industry, customers, competitors, and emerging technologies. “One of the key prerequisites of strategic leadership is having relevant and broad business information that helps leaders elevate their thinking beyond the day-to-day,” he writes.

Create a mentor program.

Every manager in your company should have a mentor. “One of the most effective ways to develop your strategic skills is to be mentored by someone who is highly strategic,” Kabacoff says. “The ideal mentor is someone who is widely known for his/her ability to keep people focused on strategic objectives and the impact of their actions.”

Create a philosophy.

As the leader, you need to communicate a well-articulated philosophy, a mission statement, and achievable goals throughout your company. “Individuals and groups need to understand the broader organizational strategy in order to stay focused and incorporate it into their own plans and strategies,” Kabacoff writes.

Reward thinking, not reaction.

Whenever possible, try to promote foresight and long-term thinking. Kabacoff says you should reward your managers for the “evidence of thinking, not just reacting,” and for “being able to quickly generate several solutions to a given problem and identifying the solution with the greatest long-term benefit for the organization.”

Ask “why” and “when.”

Kabacoff says you need to promote a “future perspective” in your company. If a manager suggests a course of action, you need to him or her ask two questions: First, what underlying strategic goal does this action serve, and why? And second, what kind of impact will this have on internal and external stakeholders? “Consistently asking these two questions whenever action is considered will go a long way towards developing strategic leaders,” he writes.

IMAGE: GALLERY STOCK
LAST UPDATED: FEB 10, 2014

The Way A Cheetah Would Pursue A Sickly Gazelle – Jeff Bezos

The company’s relationship with those publishers was called the Gazelle Project after Mr. Bezos said Amazon “should approach these small publishers the way a cheetah would pursue a sickly gazelle.” A joke, perhaps, but such an aggressive one that Amazon’s lawyers demanded the Gazelle Project be renamed the Small Publishers Negotiation Program.

http://www.businessinsider.com.au/sadistic-amazon-treated-book-sellers-the-way-a-cheetah-would-pursue-a-sickly-gazelle-2013-10

‘Sadistic’ Amazon Treated Book Sellers ‘The Way A Cheetah Would Pursue A Sickly Gazelle’

JIM EDWARDS     
BezosjeffJeff Bezos

Amazon was so ruthless with small book publishers that its pursuit of new, more favourable contract terms with them was “sadistic,” according to Brad Stone’s books about the company, “
The Everything Store.”

Basically, small publishers leaped at the chance to get better distribution through Amazon in the early 2000s. But once they became dependent on Amazon for sales, Amazon turned the screws, Stone claims, demanding longer pay periods and lower discounts. Publishers who didn’t “pay to play” would get unfavorable treatment on Amazon, making their books more expensive and harder to find.

CEO Jeff Bezos regarded the publishing business as a “sickly gazelle,” Stone writes, according to a review in the New York Times:

The company’s relationship with those publishers was called the Gazelle Project after Mr. Bezos said Amazon “should approach these small publishers the way a cheetah would pursue a sickly gazelle.” A joke, perhaps, but such an aggressive one that Amazon’s lawyers demanded the Gazelle Project be renamed the Small Publishers Negotiation Program.

Mr. Stone writes that Randy Miller, an Amazon executive in charge of a similar program in Europe, “took an almost sadistic delight in pressuring book publishers to give Amazon more favourable financial terms.” Mr. Miller would move their books to full price, take them off the recommendation engine or promote competing titles until he got better terms out of them, the book says.

“I did everything I could to screw with their performance,” Mr. Miller told the writer. The program was called Pay to Play until the Amazon lawyers changed it to Vendor Realignment.

 

 

 

 

A New Book Portrays Amazon as Bully
By DAVID STREITFELD
Jeffrey P. Bezos, the founder of Amazon.com.David Ryder/Getty ImagesJeffrey P. Bezos, the founder of Amazon.com.

 

It was perhaps inevitable that Amazon would have a rocky relationship with book publishers. Publishers are analog, Amazon is digital. Publishers are New York, Amazon is Seattle. The large publishers traditionally did not know much about their customers, and did not really care. Amazon knew a lot about customers and made the most of it.

As for smaller houses, they were among Amazon’s most fervent early supporters. Amazon talked a lot in the beginning about leveling the playing field for small publishers. It did, but then things went south.

Brad Stone’s new book, “The Everything Store: Jeff Bezos and the Age of Amazon,” vividly documents just how troubled the Amazon/publisher relationship became by about 2004. The retailer’s critics, who worry about a culture where Amazon has eliminated all gatekeepers except itself, will not be reassured by this book.

In negotiations with larger publishers, Mr. Stone writes, Amazon kept demanding more as it got bigger: steeper discounts, longer periods to pay and better shipping. Mr. Bezos, Amazon’s chief executive, then turned up the heat on the most vulnerable publishers — those most dependent on Amazon.

The company’s relationship with those publishers was called the Gazelle Project after Mr. Bezos said Amazon “should approach these small publishers the way a cheetah would pursue a sickly gazelle.” A joke, perhaps, but such an aggressive one that Amazon’s lawyers demanded the Gazelle Project be renamed the Small Publishers Negotiation Program.

Mr. Stone writes that Randy Miller, an Amazon executive in charge of a similar program in Europe, “took an almost sadistic delight in pressuring book publishers to give Amazon more favorable financial terms.” Mr. Miller would move their books to full price, take them off the recommendation engine or promote competing titles until he got better terms out of them, the book says.

“I did everything I could to screw with their performance,” Mr. Miller told the writer. The program was called Pay to Play until the Amazon lawyers changed it to Vendor Realignment.

Even some Amazon employees were literally sickened by how they had to behave, Mr. Stone writes. One book group employee said he had post-traumatic stress disorder for a year after quitting. Another was fired after he said it would be unethical to revisit a contract that had already been negotiated with Oxford University Press.

Nearly a decade later, Amazon’s hold on the bookselling market, both print and digital, is much greater than it was in those early days. An Amazon spokesman declined to comment on Mr. Stone’s book, which was written with the cooperation of Mr. Bezos.

 

 

38 lessons from Digital Health CEOs

My favourites from the list (bolded):

7. “If I wanted to be a doctor today I’d go to math school not med school.” Vinod Khosla

12. “One of the best things data can enable us to do is to ask questions we didn’t know to ask.” Vinod Khosla

16. “Turn your HIPAA status into marketing materials and put it in the sales deck with the goal pre-empting the Chief Security Officer or the like. Otherwise, you spend most of a sales conversation fighting them off with compliance questions.”

21. “When considering an acquisition, on either end, make sure your missions and operations are tightly aligned; it will make the onboarding process that much easier, and the long-term success of the marriage much more likely.”

24. “After 5 deals, start to get your pricing right. Ask a trusted internal champion (that you’ve already sold to) if they would’ve paid more.”

28. “Build trust with potential customers by teaching them about the market.”

29. “Get out of R&D, they tend to just kick around the tires.”

30. “The first hospital customer is really difficult. By 10 it gets easier. At 25, you should know how to scale.”

31. “Early on, find a ‘development partner’ hospital to work with. Find a hospital that’s well respected as well as progressive.”

33. “Don’t give away your product for free (to a hospital), or they won’t value or use is.”

35. “Find an influencer in the industry to serve as your ‘reference customer.”

36. “You can hide from the FDA until you impinge on an incumbent’s business. They’re going to point you out very quickly to the FDA if they feel threatened. Startups are always carrying that risk, and thus it’s better to be proactive.”

http://rockhealth.com/2014/02/top-quotes-lessons-digital-health-ceo/

38 lessons from digital health CEOs

Mollie McDowell
February 09, 2014

 

With keynotes from healthymagination VP and CEO Sue Siegel, prolific VC Vinod Khosla, Oscar Insurance founder Joshua Kushner, and TechCrunch Managing Editor Leena Rao on top of 20 breakout sessions with leading digital health executives, our 2014 CEO Summit covered everything from hardware pro-tips to selling tactics and ‘Fun with the Feds’.

 

Relive the magic and dive into the top 38 quotes and lessons learned throughout the day, as told by digital health CEOs.

 

The state of things

1. “Healthcare is yet to be transformed by technology.”
Joshua Kushner

 

2. “The state of healthcare today is that we are busy in the practice of medicine vs. being in the science of medicine.”
Vinod Khosla

 

3. “We humans think linearly but tech trends are exponential.”
Vinod Khosla

 

4. “People like Congress more than their health insurance companies.”
Joshua Kushner

 

5. “People don’t really understand the difference between health coverage, benefits, plans, services, etc. That’s not the way consumers think—it’s all wrapped up together.”
Alternative Delivery Models / Insurance Reform

 

6. “The net promoter score of health insurers averages 4/100. Amazon is 74/100.”
Joshua Kushner

 

Breaking in

7. “If I wanted to be a doctor today I’d go to math school not med school.”
Vinod Khosla

 

8. “You need a degree of foolishness to cause disruptive change in healthcare. Dare to dream.”
Vinod Khosla

 

9. “Learn to cold call.”
Selling to Hospitals session

 

10. “If you’re going to re-invent healthcare you have to start from scratch.”
Vinod Khosla

11. “Spreadsheets are fiction. Believing in what you’re doing and what you’re building is what’s important.”
Vinod Khosla

 

12. “One of the best things data can enable us to do is to ask questions we didn’t know to ask.”
Vinod Khosla

 

Business

13. “A great CFO can make going public all the easier; make sure you’re under good leadership, because the experience is extraordinarily difficult.”
Steps to an S-1 session

 

14. “Find your competitor’s FDA consultants (look at the predicates for your own device). A lot of times the academic site where the clinical testing was done is a good lead.”
FDA session

 

15. “HR is a cost center, a burden on the organization and getting squeezed.”
Selling to Employers session

 

16. “Turn your HIPAA status into marketing materials and put it in the sales deck with the goal pre-empting the Chief Security Officer or the like. Otherwise, you spend most of a sales conversation fighting them off with compliance questions.”
HIPAA session

 

17. “Find P&L owners (Brand Managers or Directors of Wellness); just don’t get stuck in the ‘Innovation’ group”
B2B Partnerships session

 

Money, money, money

18. “Don’t bother with crowd-funding schemes that involve selling equity in the company, they’re very confusing.”
Navigating Funding Channels session

 

19. “Do not apply for grants that are not perfectly aligned with your business. Grant writing can take hundreds of hours.”
Free Money session

 

20. “Know your ROI and how it will reduce costs.”
Selling to Employers session

 

21. “When considering an acquisition, on either end, make sure your missions and operations are tightly aligned; it will make the onboarding process that much easier, and the long-term success of the marriage much more likely.”
Building, Transforming and Disrupting Through M&A session

 

22. “It’s important that you choose investors that trust you. If you pivot or if make other wild changes, you need to know that they have your back.”
Navigating Funding Channels session

 

23. “There are so many factors that aren’t in your control when trying to go public. If the window presents itself and you have done the necessary preparations, go for it. You never know when the window will close or the market becomes too inhospitable, and you may lose your chance.”
Steps to an S-1 session

 

24. “After 5 deals, start to get your pricing right. Ask a trusted internal champion (that you’ve already sold to) if they would’ve paid more.”
Selling to Hospitals session

 

Making good products

25. “No old person wants to buy tech thats made for old people.”
AARP

 

26. “The key to good product is invisibility for the user.”
Converting Skeptics session

 

How to play well with others

27. “Partnership is going to be absolutely key to taking healthcare to the next transition in evolution.”
Sue Siegel

 

28. “Build trust with potential customers by teaching them about the market.”
B2B Partnerships session

 

29. “Get out of R&D, they tend to just kick around the tires.”
B2B Partnerships session

 

…especially hospitals

30. “The first hospital customer is really difficult. By 10 it gets easier. At 25, you should know how to scale.”
B2B Partnerships session

 

31. “Early on, find a ‘development partner’ hospital to work with. Find a hospital that’s well respected as well as progressive.”
Selling to Hospitals session

 

32. “Avoid academic medical centers early on. They move too slowly and are full of committees. For-profit hospitals move faster.”
Selling to Hospitals session

 

33. “Don’t give away your product for free (to a hospital), or they won’t value or use is.”
Selling to Hospitals session

 

34. “Typical sales cycle to a hospital is 3-18 months.”
Selling to Hospitals session

 

35. “Find an influencer in the industry to serve as your ‘reference customer.”
Selling to Hospitals session

 

Keeping the Feds happy

36. “You can hide from the FDA until you impinge on an incumbent’s business. They’re going to point you out very quickly to the FDA if they feel threatened. Startups are always carrying that risk, and thus it’s better to be proactive.”
FDA session

 

37. “You have to get the lingo down. There’s no such thing as ‘HIPAA-compliant’ unless you are the Covered Entity. You (as a startup) are HIPAA-secure.”
HIPAA session

 

38. “Go above and beyond HIPAA-secure. There’s a distinction between ‘security’ (actually secure) and ‘compliance’ (checking the boxes).”
HIPAA session

 

On meaningless jobs

 

http://www.linkedin.com/today/post/article/20140129133724-69244073-the-1-feature-of-a-meaningless-job

The #1 Feature of a Meaningless Job

January 29, 2014
 

Ask people what they want in a job, and meaningfulness looms large. For decades, Americans have ranked purpose as their top priority—above promotions, income, job security, and hours. Work is a search “for daily meaning as well as daily bread,” wrote Studs Turkel after interviewing hundreds of people in a striking array of jobs. Yet all too often, we feel that our work doesn’t matter. “Most of us have jobs that are too small for our spirit. Jobs are not big enough for people.”

What makes a job meaningless? After more than 40 years of research, we know that people struggle to find meaning when they lack autonomy, variety, challenge, performance feedback, and the chance to work on a whole product or service from start to finish. As important as these factors are, though, there’s another that matters more.

Consider the following jobs. They all meet some of the criteria above, yet about 90% of peoplefail to find them highly meaningful:

  • Fashion designer
  • TV newscast director
  • Revenue analyst
  • Web operations coordinator
  • Airline reservation agent
  • Graphics animator

Why is meaning missing in these jobs? They rarely have a significant, lasting impact on other people. If these jobs didn’t exist, people wouldn’t be all that much worse off. By contrast, here are the jobs that are highly meaningful to virtually everyone who holds them:

  • Adult literacy teacher
  • Fire chief
  • Nurse midwife
  • Addiction counselor
  • Child life specialist
  • Neurosurgeon

They all make an important difference in the lives of others. Not convinced yet? Here’s a taste of the evidence on the link between helping others and meaningful work:

  • A comprehensive analysis of data from more than 11,000 employees across industries: the single strongest predictor of meaningfulness was the belief that the job had a positive impact on others.
  • Interviews with a representative sample of Americans: more than half reported that the core purpose of their jobs was to benefit others
  • Surveys of people around the world: in defining when an activity qualifies as work, “if it contributes to society” was the most common choice in the U.S.—but also in China and Eastern Europe. On multiple continents, people defined work more in terms of contributing to society than as getting paid for a task, doing a strenuous activity, or being told what to do.
  • Studies of people who view their work as a calling, not only a job or career: Yale professor Amy Wrzesniewski, widely regarded as the world’s leading expert on the meaning of work, shows that a core element of a calling is the belief that your work makes the world a better place.

Enriching the Meaningfulness of a Job

Becoming a neurosurgeon isn’t for everyone. The good news is that there are steps we can take to make jobs more meaningful—for ourselves and others.

In many cases, our jobs do have an impact, but we’re too distant from the end users of our products and services. Think of automotive safety engineers who never meet the drivers of their cars or medical scientists who don’t see a patient. By connecting directly with these end users, we can see our past and potential impact. When university fundraisers met a single student whose scholarship was funded by their work, they increased 142% in weekly phone minutes and over 400% in weekly revenue. When radiologists saw a patient’s photo included in an x-ray file, they wrote 29% longer reports and made 46% more accurate diagnoses.

This is why leaders at John Deere invite employees who build tractors to meet the farmers who buy their tractors, leaders at Facebook invite software developers to hear from users who have found long-lost friends and family members thanks to the site, and leaders at Wells Fargo film videos of customers describing how low-interest loans have rescued them from debt. When we see the direct consequences of our jobs for others, we find greater meaning. “The greatest untapped source of motivation,” Susan Dominus explains, “is a sense of service to others.”

Of course, some jobs are simply not designed to have a major impact on others. In these situations, people often make the mistake of treating their job descriptions as fixed, overlooking the fact that they can take initiative to alter their own roles. Wrzesniewski, Jane Dutton, and Justin Berg call this job crafting—adding, emphasizing, revising, delegating, or minimizing tasks and interactions in pursuit of greater meaning. For example, hospital cleaners who lack patient contact stepped up to provide emotional support to patients and their families, and technology associates began volunteering for mentoring, teaching, and training roles.

When people craft their jobs, they become happier and more effective. In an experiment at Google, colleagues and I invited salespeople and administrators to spend 90 minutes doing the Job Crafting Exercise—they mapped out ways to make their tasks and interactions more meaningful and contribute more to others. Six weeks later, their managers and coworkers rated them as happier and more effective. When they developed new skills to support more significant changes, the happiness and performance gains lasted for at least six months.

Like all things in life, meaning can be pushed too far. As the psychologist Brian Littleobserves, if we turn our trivial pursuits into magnificent obsessions, we gain meaning at the price of manageability. When the weight of the world is on our shoulders, we place ourselves at risk for burnout.

Yet most people are facing the opposite problem in their jobs, of too little meaning rather than too much. Against this backdrop, the chance to help others can be what makes our work worthwhile. “Suffering ceases to be suffering once it finds a meaning,” wrote Viktor Frankl inMan’s Search For Meaning“Being human always points, and is directed, to something or someone, other than oneself—be it a meaning to fulfill or another human being to encounter. The more one forgets himself—by giving himself to a cause to serve or another person to love—the more human he is.”

***

Adam Grant is a Wharton professor and the author of Give and Take,New York Times andWall Street Journal bestseller on the hidden power of helping others. Follow him here by clicking the yellow FOLLOW button and on Twitter @AdamMGrant

Industrialised networking…

 

http://www.forbes.com/sites/michaelsimmons/2014/01/14/the-one-thing-you-should-do-after-meeting-anyone-new/

The One Thing You Should Do After Meeting Anyone New

At 24-years-old, Francis Pedraza is the co-founder and CEO of a venture-backed company, Everest. In addition, he is an advisor to 10 tech companies, each of whom he does hundreds of introductions for in return for equity.

It is hard to predict how my Forbes interviews will go. Most top relationships builders are not able to articulate how they do what they do.

Francis does not fall into this camp.

Within a few minutes of talking with him, he had transformed my perspective on relationship building.

The elaborate system he has created allows him to dramatically scale the value he adds to the people in his network.

How could a 24-year-old founder who is busy building a company offer more introductions than venture capitalists whose full-time job is to find and support portfolio companies into which they’ve invested millions of dollars?

Why You Should Share Your Network With Other Entrepreneurs You’ve Vetted

Imagine building a road to an amazing place and then only using it once.

That would not only be a waste; it would be selfish.

You’ve already incurred the cost, and it doesn’t hurt you if other people use it. In fact, it helps to share because you build relationships with other drivers who appreciate your generosity.

Despite the obvious benefits, most entrepreneurs fail to proactively share their networks of vendors, investors, employees, and partners.

They build it and then let it sit.

If you’re raising money, you talk to dozens of investors until you’re finished. Then, you focus on other networks. The same goes for interviewing dozens of employees and vendors to fill open positions. Once you fill a position, you stop looking until the next time you have a position.

Here’s the problem with the on/off approach: If you don’t always nurture these networks, then they are harder to activate when you need them.

Francis’ insight was to make introductions for other high potential tech companies to investors, designers, and engineers he already knew even when he didn’t immediately need these networks.

Speaking on why he made this decision, he shared two reasons:

  1. Building Relationships With Investors

    “When we raise our next round of financing, potential investors will be less likely to ignore me or act in bad faith, because they know that I’ve built a big network and proven its value.”

  2. Learning From Top Entrepreneurs In Other Sectors

    “By being a trusted advisor to other companies, I broaden my perspective in two ways. First, I become privy to the deepest challenges of other top tech companies. Secondly, I learn what they’re learning as they learn it.”

At this point, most people using Francis’ logic would take an ad hoc process to making introductions when people came top of mind.

Instead, Francis created an extremely powerful system that simplified and scaled his impact.

Focus On Quality Before Quantity

The difference between introducing an investor to a world-class entrepreneur and a talented entrepreneur is tremendous.

Investors earn almost their entire return from one in ten companies they invest in that hit it big.

With this in mind, Francis decided to actively search for and select high potential startups that he believed in that he could advise.

By primarily making only high-quality introductions to startups he had vetted, he could provide more value to investors and learn more from the entrepreneurs.

Why Making Hundreds of Introductions For A Single Company Makes Sense

Finally, instead of doing just a few introductions for each company, Francis does hundreds. To receive funding or to fill open positions requires talking to dozens of people. By only making a few introductions, you’re certainly helping, but you’re not pushing the ball forward as much as you could be given the need and your ability. Here’s Francis’ logic:

The reason I make hundreds of introductions rather than just a few is that fundraising is hugely impacted by momentum. It’s best to fundraise within a short window so that there is a lot interest at once and investors have time pressure. Furthermore, most investment meetings don’t turn into investments so startups need a lot of introductions in order to create momentum and find the needle in the haystack.

In order to scale the introductions you make, you have to organize your network in the right way. This brings us back to the title of the article…

Upfront Segmentation Is Better Than Top of Mind Later

The one thing you should you do after you meet someone is add them to the right cluster (i.e. – segment).

Most people treat their networks as one large connected cluster. The reality is that it is a set of many clusters.

OLD PARADIGM

NEW PARADIGM

This is critical because of relevancy. When you have a new article you want to share, a person you want to make an introduction for, or a dinner you want to invite people to, there two very likely possibilities:

  1. The opportunities are only relevant for a small segment (i.e., common passion, specific industry, location, etc.) of your network.

  2. Many of the opportunities you come across are relevant to the same few segments again and again.

The beauty of these two points is that if you find the segments that are relevant for your network, you can organize people into lists that you can reference whenever you need to.

Most people completely depend on who is top of mind. The problem is that the brain is designed to forget the large majority of what it’s exposed to. Just because someone doesn’t come to mind, it doesn’t mean that there aren’t many people who should have.

In my experience, by depending on what is top of mind, there is a good chance you’re missing relevant people by a factor of 10.

Because Francis divides his network into very clear segments upfront, knows how he is providing value, and has a tool that allows him to easily view segments, he is able to systematize all of his processes so they take dramatically less time.

Below is how Francis segments the investors in his network:

  1. Segmentation

    • Corporate Development

    • Fund of Funds

    • Hedge Funds

    • Venture funds

    • Angel

    • Seed

  1. Filtering.

    • Location

    • Fund Size

    • When The Fund Was Started

    • Check Size

To do segmentation, Francis uses social relationship intelligence platform, RelateIQ (see screenshot below). Started in 2013 with $40M+ in funding, the startup aims to use big data to help people build deeper relationships.

Collect Data On People To Segment, Not Just To Jog Your Memory

With this new approach, you collect basic data for one purpose; putting people in a segment.

This stands into contrast with most systems that are purely designed to jog your memory for the future.

Most segmenting / tagging systems get mired in complexity; tags that are too similar or no longer relevant. As a result, many give up because the process is too time-intensive.

Patrick Ewers, one of silicon valley’s top relationship management coaches and an advisor to Contactually (a platform similar to RelateIQ), helps guide his clients on how to segment their networks. In his words, “Before you go out and tag every single person with every single interest, narrow it down. Otherwise, it becomes a real brute force effort. You constantly have to add and remove people and tags. It’s one of those things that gets stale really fast. It’s like your address book that you never use. The key idea is simplicity.  I recommend starting with only 5 segments.”

For too many people, networking is a bad word. It has come to signify individuals who use communication as an opportunity to broadcast what they want from others who aren’t even relevant to that product or service.

Relationship building has become the antithesis of this idea. It represents personalized and relevant giving in order to build a relationship.

Segmentation, when used properly, is one of the most powerful tools to deepen and scale the most important relationships in your life.

* * *

Michael Simmons is the co-founder of Empact, a global entrepreneurship education organization that has held 500+ entrepreneurship events including Summits at the White House, US Chamber of Commerce, and United Nations. Connect with him on Twitter (@michaeldsimmons) and his Blog.

Special thank you to Sheena Lindahl for reading drafts of this article and Jason Duff and Doug Fath for providing additional feedback.