The company’s business model is unique, as it doesn’t just charge employers per customer, but it actually depends on the success of each individual to make money. Omada’s revenue is outcome based.
This means that client companies pay only when there are positive results and that’s a good thing.
Accomplishing it, however, can feel invasive.
Its flagship program, Prevent, is modeled around the National Institutes of Health study called the Diabetes Prevention Program and is designed to help participants modify their behavior and reduce their risk of Type 2 diabetes.
The client company contracts with third-party organizations to identify those most at risk for at risk of diabetes or heart disease and enrolls them for intensive personal counseling.
The digital scale that each user gets, which is connected wirelessly to their Omada account, does daily weigh-ins to track their weight loss, as that is a good indicator of blood sugar and the risk of diabetes. Omada then gets paid based on the percentage weight loss that user has seen.
However, weight is not always an accurate indicator. Based on my lifetime weight I should be diabetic, have high blood pressure and likely a heart condition.
But I don’t.
In fact, I am amazingly healthy, always have been, and require no medication, whereas 85% of people my age are taking at least one prescription drug.
While Omada’s process would work for many people it feels invasive to me and if I were an employee I’d want to opt out of it.
So the real question here is not the value of the program offered, but whether the employer forces people to do it and penalizes them if they refuse.
A Friday series exploring Startups and the people who make them go. Read allIf the Shoe Fits posts here.
As I’ve said before, Steve Jobs may be a good role model for building a company, but not for building a culture.
Just think what would you could build if you combined the best of Apple’s culture with the best of cultural benchmarks — the way Pearl Automation is doing.
Founded in 2014 by three former senior managers from Apple’s iPod and iPhone groups, Pearl has tried to replicate what its leaders view as the best parts of Apple’s culture, like its fanatical dedication to quality and beautiful design. But the founders also consciously rejected some of the less appealing aspects of life at Apple, like its legendary secrecy and top-down management style.
Pearl’s cultural focus is totally inclusive, based on the idea that, since, every employee is contributing to its success, every employee has a “need to know.”
The start-up, which makes high-tech accessories for cars, holds weekly meetings with its entire staff. Managers brief them on coming products, company finances, technical problems, even the presentations made to the board.
Of course, the first thing you need to do is accept that you are not Steve Jobs.
The next thing is to understand that both creativity and failure are necessary to succeed.
Eswar Priyadarshan, who sold his mobile advertising company, Quattro Wireless, to Apple in 2010 and stayed for four years, said that he learned about design and aesthetics during his time there. But he noted that Apple’s high compensation, focused product mission and top-down decision-making tended to damp the risk-taking necessary to start a company.
Mr. Priyadarshan, who is now chief executive of BotCentral, a six-person start-up, compared Apple to a community of warrior monks. “Warrior monks don’t talk and do whatever is asked,” he said.
The actual question you need to answer is: do you want to lead a team of warrior monks or are you more excited about herding a team of innovative, quirky, creative cats.
…crowdthinking has increased geometrically, while independent thinking, let alone deep thinking, has decreased in proportion. You have only to consider the questions on Quora and the crowd’s actions/reactions at any political rally to see just how bad it’s become.
From failed startups to Tuesday’s election the wisdom of crowds has led down more garden paths than can be counted.
But for the legion of readers who demand hard data to back up common sense I give you the words of Anand Sanwal and the data of CB Insights.
Can we please never utter ‘wisdom of the crowds’?
I know lots of management consultants sold corporations on this “wisdom of crowds” nonsense, but can we now stop?
Here is what the crowd thought of Trump’s chances over time.
Totally, utterly stupid crowd.
We do the research, but the results are often implemented in other countries, with enviable outcomes, but ignored here.
It was adoption of the work of American Edwards Deming by Japanese industry, especially automobiles, that changed “made in Japan” from a symbol of shoddy work to one of world-class quality—decades before the US moved in that direction.
Despite being honored in Japan in 1951 with the establishment of the Deming Prize, he was only just beginning to win widespread recognition in the U.S. at the time of his death in 1993.
Year after year, Finland is ranked as one of the world leaders in education while America lags far behind.
But it’s not that Finland knows more about how to build effective schools than the US does.
Almost all education research takes place in the US, and American schools can’t seem to learn from any of it — and yet Finnish people do.
Over time, the ideas have helped shape the Finnish education system as one that prizes autonomy, peer learning, collaboration, and varied forms of assessment. These were all ideas developed at one time or another by American theorists, yet modern American classrooms — noted for their heavy reliance on tests and teacher-guided lectures — bear little resemblance to those up north.
Bjarke Ingels, Danish architect of Two World Trade Center, Google North Bayshore and many others, made a telling comment that the US would do well to take to heart.
“The education of our youth is one of the best investments any society can make. In that sense, not investing in our future is simply the worst place to cut corners.”
It took the US 40 years to embrace quality and we’re still playing catch-up.
We don’t have 40 years when it comes to education.
I’ve been writing (ranting?) about the security dangers of IoT and the connected world in general.
Security seems to be an afterthought— mostly after a public debacle, as Chrysler showed when Jeep was hacked.
GM took nearly five years to fully protect its vehicles from the hacking technique, which the researchers privately disclosed to the auto giant and to the National Highway Traffic Safety Administration in the spring of 2010.
“With several months of in-depth research on Tesla Cars, we have discovered multiple security vulnerabilities and successfully implemented remote control on Tesla Model S in both Parking and Driving Mode.”
They hacked the firmware and could activate the brakes, unlock the doors and hide the rear view mirrors.
Tesla is the darling of the Silicon Valley tech set and Elon Musk is one of the Valley gods, but it still got hacked. And the excuse of being new to connected tech just doesn’t fly.
And if connected car security is full of holes, imagine the hacking opportunities with self-driving cars.
The possibilities are endless. I can easily see hackers, or bored kids, taking over a couple of cars to play chicken on the freeway at rush hour.
Nice girls don’t say, ‘I told you so’, but I’m not nice, so — I told you so.
Food has become a major focus of innovation around the world.
Researchers, private, academic and public, are looking for better ways to feed a hungry planet.
Not just feed them, but feed them healthy food — sustainable, healthy food.
Local Roots is a startup that grows 65,000 pounds of lettuce a year in three small shipping containers inside their LA warehouse. Energy is the only large suck and the company is exploring green energy options, such as solar.
The startup uses vertical hydroponic farming, a method where plants grow year-round with LEDs rather than natural sunlight. Instead of soil, the seeds lie on trays with nutrient-rich water, stacked from the floor to the ceilings inside the shipping containers. (…) Each 320-square-foot shipping container produces the same amount of plants as four acres of traditional farmland — using 97% less water on average.
I’m a salad freak and that lettuce looks great.
In 1984 I spent 2 weeks traveling around China (yes, the Great Wall and Forbidden City are incredible, but the Terracotta Army was mind-boggling) and the food was out of this world — not at fancy restaurants, but at everyday places.
However, if I ever go back I think I’ll skip the salad.
One of the newest to hit the trendy list is “agile” in all its various forms.
What became trendy agile was born 15 years ago.
The term originated in the Manifesto for Agile Software Development in 2001. It was a specific approach in a specific sector, but soon its core principles – moving quickly to build a minimum viable product, using iterative development to improve it on the go, with testing and feedback built in at every stage rather than just at the end.
“Our customers are changing. Retail is changing and we must change,” McMillon wrote in the memo obtained by The Associated Press. “We need to become a more agile company that can easily adapt to shifting customer demand.”