In a surprise announcement recently, Apple Inc. preceded the debut of its new line of connected watches by unveilingResearchKit, a medical research platform that has demonstrated its powerful potential with the first five applications. The open-source ResearchKit and evolving HealthKit promise new ways for apps and researchers to gather sensor and health data that will enable faster clinical insights at lower cost.
Digital health and mobile health platforms have been emerging for a number of years, primarily in consumer health, but few with clinical rigor or clearance from the U.S. Food and Drug Administration. As in other product categories, Apple has used thoughtful design and its market strength to create a powerful new platform that lowers the barriers to creating apps. ResearchKit promises to benefit researchers, physicians and patients across a spectrum of diseases, from rare diseases to widespread chronic diseases that make up the majority of healthcare costs.
Apple’s new platform will amplify a broad set of new opportunities we are calling “Digiceuticals” — where software, sensors and apps are standalone treatments for disease and integrated into comprehensive care plans alongside drugs and medical devices. Leading academic groups have already demonstrated that digital tools can improve the effectiveness of drugs and health behavior change. Health platform investments by Apple AAPL, Google GOOG and Samsung KRX are lowering the barriers for reaching the right patient, time and place with engaging messaging customized for each patient.
After the T’s recent collapse, the Globe asked management specialists at local business schools for recommendations to put the system on track (and maybe on time).
Steven J. Spear: Anticipate problems, then practice responses
The MBTA was walloped by January’s and February’s snow, and capital, technological, and urban planning ideas are being floated to prevent future disruptions.
For instance, the Commonwealth acquired two snow melters capable of processing 100 tons per hour to clear tracks and streets. There will certainly be calls for fleet modernization and maintenance, given the blame assigned to older equipment. Longer term planning has a role in ensuring the right type of vehicles are purchased and available to meet commuter needs.
Imagine high-level executives, store managers, clerks, and warehouse workers standing outside their stores side by side for a month demanding their CEO be reinstated and the business model that made the company thrive be maintained. And imagine their customer base cheering them while they had to shop elsewhere at considerable inconvenience and expense.
That is exactly what happened this summer at Market Basket, a highly successful New England family-owned grocery chain with 71 stores and 25,000 employees. On Wednesday night, Arthur T. Demoulas struck a triumphant deal to buy his warring cousins’ share of the family grocery empire, ending a six-week standoff between thousands of employees and management.
Though not everyone may have heard of this story, it is indeed the biggest labor story of the year. And if it emboldens others to speak out for similar workplace causes, it may turn out to be the most important workplace event to come along so far in this century.
Thomas Kochan is the George Maverick Bunker Professor of Management, a Professor of Work and Employment Research and Engineering Systems, and the Co-Director of the MIT Sloan Institute for Work and Employment Research at the MIT Sloan School of Management.
Hal Gregersen, Executive Director of the MIT Leadership Center
Organizations are dealing with higher levels of uncertainty and deeper complexity than we’ve ever seen before. Not surprisingly, this changeable landscape is causing employees to act cautiously in order to keep their jobs. (After all, who wants to “rock the boat” or be blamed for a failed project?) While this reactive behavior makes logical sense, it’s also creating a major roadblock on the journey to innovation.
Innovation begins with either a passion or a problem. Passion means you’re motivated to innovate because you care deeply about something. For example, thanks to watching Neil Armstrong land on the moon as a child, Richard Branson became very interested in space and realized that he wanted to go there like Armstrong did. For decades, he asked questions, kept notebooks of ideas, talked to different people and worked hard to figure out a way for his passion to become a reality. With a long-term commitment borne by the head and heart, it’s no wonder that the stars lined up for Branson to start Virgin Galactic, transforming his passionate idea into a tangible business.