In the not-too-distant past the boardroom was a place where executives met to plan the future of the company, analyze the competition, discuss satisfaction and retention, and generally come together to brainstorm how to accelerate success. On occasion guests were invited to the boardroom – for example, top customers who required an executive briefing or an employee celebrating 25 years at a company.
Executives would spend hours, if not days, traveling to the boardroom to meet his or her peers face-to-face. The boardroom would be filled with executives sitting down to hammer out the company’s top initiatives.
Today’s boardroom is empty.
Or at least not quite as full as it was a few years ago. Read More »
My friends and I circled the floor at Harrah’s, in New Orleans, deliberately choosing a high stakes table that felt like a winner. Within minutes the dealer knew exactly how each of us played the game. He anticipated our every move barely giving us time to gesture “hit” or “pass”. The game moved so quickly we had only a second to cheer about a big win on a double-down or grunt when a sure-to-win hand was taken down by a dealer blackjack.
The odds were in our favor. Three out of four of us walked away winners. That game alone paid for a lovely dinner at Commander’s Palace that included a bottle of wine my significant other, Josh, and I would never have dreamed of spending so much money on before hitting it big at Harrahs. The winnings also treated us to a never-to-be-forgotten brunch at Brennan’s (eggs housard how I have longed for you in the 11 years since I first tasted you).
“It’s a boy!!!” my friend Kim told me just minutes after her 18 week ultrasound. Even though we were texting I could tell her excitement was restrained despite the exclamation points. Later that day she shared “he’s healthy but…[big inhale]…he has a cleft lip [even bigger exhale]”
This unexpected information meant more tests for her and her unborn son, Mason. It meant a series of surgeries starting at 6 months until age 5. It brought a lot of anxiety to Kim’s entire family.
In addition, the diagnosis raised a lot of questions such as, “Will Mason be okay? How will my family support him and cope with our baby having surgery? Will my insurance cover all that is needed to treat his cleft lip? Will his treatment be personalized? Will I…will he…be subjected to unnecessary tests? Will there be a lot of tests? Can I trust that his healthcare team is up to date on all the latest treatments? Will there be a team of healthcare experts to support us as Mason recovers from each surgery?”
Kim had a lot to prepare for and wanted to feel confident about Mason’s healthcare team. She wanted to know that the most experienced doctors would provide the best care possible based on leading industry practices. What she wanted most was peace of mind that her son would be ok.
Improving the outcomes of patients like Mason while simultaneously alleviating the burden on physicians is no easy task. It takes a bold and innovative company to tackle such a challenge, one who is at the forefront of the healthcare industry and can envision improved care, better outcomes, and healthier people.
CareCore National is such a company. The company currently has contracts with more than 25 health plans working with 600,000 physicians providing care to 68.8 million people.
“Ow mommy, my leg huuuuuuuuuuurts,” complained my 4 year old. After a quick examination and check-in with the doctor (read: I opened a book written by Dr. Sears and consider that a check- in with “the doctor”), I determined the problem was simply growing pains.
Growing pains don’t apply only to small children and adolescents. They apply to small companies and large enterprises alike. And like the growing pains you experienced when you were 4, 12, and 18 years old, they can cause physical (in the form of operational costs) and emotional (in the form of stress) pain for your business.
For my 4 year old the solution to growing pains is a kiss, hug, and maybe some chocolate ice cream. Most businesses (all businesses? There is always an exception) need more than a band-aid; businesses want a long-term solution to business challenges with measurable results. One of the most common “growing pains” for businesses is controlling operating expenditures.
Recent research shows that up to 75 percent of enterprise IT costs are operating expenditures (Gartner ITKMD, January 2011). Let’s explore how Cisco has significantly grown its infrastructure while reducing operating costs.