Why we can’t fix our healthcare system — Ayesha Khalid

From TEDx

This talk was given at a local TEDx event, produced independently of the TED Conferences. Ayesha Khalid, surgeon at Harvard Medical School and recent MBA from the MIT Sloan Fellows Program, is at the intersection of disruptive innovation in healthcare and the digital health experience. Ayesha previously pioneered groundbreaking research in sinus disease including muco-ciliary clearance and outcomes following surgery. She is now a passionate believer that disruptive innovation in healthcare requires collaboration, not competition. Using a systems thinking approach, Ayesha wants us to suspend our belief that adding more process to our healthcare system will add back “health” and “care” to a broken system. Instead, this compelling talk provides an imaginative way to approach the redesign of our health care system to one that promotes “health” and works “systematically” for the patient.

A sinus surgeon at Harvard Medical School and recent MBA graduate from MIT, Ayesha Khalid is a healthcare innovation enthusiast involved with entrepreneurial ventures at the intersection of healthcare innovation and digital technologies. She has pioneered groundbreaking research techniques in inflammation and sinus disease and is working to create different funding paradigms to accelerate clinical research.

For more information, see this op-ed about Dr. Khalid’s approach to reshaping the healthcare system in Huffington Post UK.

Ayesha Khalid is a surgeon at Harvard Medical School and recent MBA graduate from the MIT Sloan Fellows Program.

You must change your life — Otto Scharmer

MIT Sloan Senior Lecturer Otto Scharmer

MIT Sloan Senior Lecturer Otto Scharmer

From Huffington Post

We live on a razor’s edge. From one instant to another, any of us can regress to yesterday’s mindset or connect with an emerging future possibility. In all countries and civilizations around the globe, we face the same challenge: crossing the threshold to this other side, to the field of the future that is waiting to emerge. Rilke referred to crossing this threshold as a shift of perspective and consciousness:

… for here there is no place
that does not see you. You must change your life.
(“Archaic Torso of Apollo,” Rainer Maria Rilke)

This shift might also be referred to as bridging the ecological, social, and spiritual divides that disconnect us — as individuals and societies — from the sources of our wellbeing. Do we see these divides in the same way that Rilke did? It depends. Doing so requires us to see in them the mirror image of our own behavior. What does that image tell us?

Looking into that mirror we see food systems that make us unhealthy, destroy the planet, and leave many farmers hungry. We see educational systems that kill real learning. We see health systems that make too many people sick. We see major governmental agencies turning against their citizens, as has happened one way in Syria and in other ways elsewhere, as the case of Edward Snowden and more recently Eric Garner (“I can’t breathe”) tragically demonstrated.

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Action learning in Latin America – Stuart Krusell

Director of the MIT Sloan Office of International Programs Stuart Krusell

Director of the MIT Sloan Office of International Programs Stuart Krusell

When a business in Latin America forms a partnership with one of MIT Sloan’s Action Learning programs, both the company and the students in the program emerge as winners.

A small team of students is assigned to work with the company. Most of the participants are second-year MBA students, who already had considerable work experience before starting their graduate studies. For the previous year or longer, the students have been gaining core management knowledge and skills in Sloan classrooms.

The company typically wants help considering the merits of a business initiative, such as entering a new market or launching a product. Many of the initiatives have an important technology component.

The Global Entrepreneurship Lab or G-Lab is the Sloan School’s largest Action Learning program, and it has a strong presence in Latin America. G-Lab participants spend three months studying the company remotely from MIT, learning about the business and its industry. Then, for three weeks, the students go to the company’s site, meeting with top executives and getting an up-close look at the operation. At the conclusion of the project, the team presents its recommendations.

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How companies will make you want a mobile wallet in 2015 — Sharmila Chatterjee

MIT Sloan Senior Lecturer Sharmila Chatterjee

MIT Sloan Senior Lecturer Sharmila Chatterjee

From Yahoo! Tech

One of the most fascinating business stories this Christmas season isn’t about how much people are spending or even what they’re buying — it’s about how they’re paying. Although a lot of people are familiar with using their phones to pay for a latte — think Starbucks — few people in the United States have started using a “mobile wallet” to any significant degree. The biggest players in the field are trying to change this by offering up holiday incentives to bring customers into the fold.

Google Wallet, the mobile payment system unveiled by the tech giant in 2011, is trying to entice customers by offering those who purchase gift cards using its system a $5 coupon in return. Customers who link the competing Apple Pay system to a Chase credit card can opt for a free music download. Softcard, the telecom companies’ mobile payment system, has also been attempting to woo customers with a variety of incentives and discounts.

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Can mobile apps build brands? — Glen L. Urban

MIT Sloan Professor Glen Urban

MIT Sloan Professor Glen Urban

From Fortune

In the past, companies sought to please old customers and entice new ones by offering small holiday gifts. They gave away refrigerator magnets, calendars, and Christmas ornaments emblazoned with the company logo.

But in today’s geo-encoded, app-enabled world, sophisticated companies are trying something new to build trust and relationships with customers. We call them ‘benevolent apps.’ Unlike some apps that are designed to generate sales and promote special deals, benevolent apps are created to offer useful information or otherwise help with decision-making. The idea is not simply to sell products or services, but instead to build trust and relationships that eventually will lead to economic success.

One good example comes from Sea Tow Service International, a company located in Southold, New York. Sea Tow offers emergency towing and rescue services for boaters in the United States, the Caribbean and Europe. The free Sea Tow app supports boaters’ navigation needs by offering information about local tide tables, detailed marine weather forecasts, GPS coordinates and bearing and speed.

Read the full post at Fortune.

Glen Urban is the David Austin Professor in Management, Emeritus, Professor of Marketing, Emeritus, Dean Emeritus, and Chair of the MIT Center for Digital Business at the MIT Sloan School of Management.