On Wednesday January 10^th, 2018 I attended the Health 2.0 WinterTech Conference.

WinterTech is a conference with perfect focus on the pulse of digital health investing.

This one day San Francisco symposium, held in parallel with JP Morgan Week, brings together top tech companies, venture capitalists and entrepreneurs to explore the present and future digital health landscape.

Here are my five major takeaways:

1. THREE OR LESS HEALTH TECH IPO’S IN 2018: the venture capitalist panel notes that 2018 will yield less than three health tech IPO’s and over $12 billion in digital health investments.  Digital Health companies historically have not produced outsized IPO returns on the order of LinkedIN, Facebook and Google.
2. TSA PRE-CHECK COMES TO THE FDA: The future of health is a TSA Pre-Check style program for FDA approvals for software as a medical device. Click for additional details,
3. MOST CHRONIC DISEASE IS REVERSIBLE: A panelist cited the National Institute of Health statistic that “86% of disease is lifestyle driven and reversible.” Meanwhile, 185 million Americans have one or more chronic diseases.
4. DIGITAL THERAPEUTICS ARE THE FUTURE, YET 70% OF DOCTORS HAVE NEVER USED THEM: Digital Therapeutics are the use of a dedicated digital device, software, or both for prevention, chronic condition management, etc. According to a presentation by Patricia Mechael, PhD, MHS, 70% of neurologists and 70% of endocrinologists have never used digital therapeutics. Technology has the potential to positively impact health via patient behavior and ownership, improvements in patient care and data driven treatment decisions at the individual patient level.
5. THREE COMPANIES I LOVED:
   1. Parsley Health focuses on the consumer not the insurer. 50 minute patient visits. Nutritional guidance. Advanced testing. The future of healthcare.
   2. Buoy Health is a platform leveraging AI to easily check symptoms and identify the best options for care – before you go to the doctor.
   3. Smart Contacts is the future of vision care. Renew contact lens prescriptions and take an eye exam via your phone. Yes!

A day well-spent. It was absolutely fascinating.

his year’s Vator Splash Health, which took place at Kaiser HQ in Oakland, was Startup focused and well worth the price of admission.

As we’ve come to expect, it featured a very impressive line-up of panelists and speakers dealing with extremely relevant topics ranging from opening remarks (kidding), tackling cancer with technology, to patient-centered healthcare, to telemedicine and patient engagement, to protecting yourself as the founder, to uncovering new data from API’s and platforms, to big picture items, such as the future of healthcare altogether.

There were supercharged Splash competition presentations featuring three of Health Tech finalists creating an opportunity for new businesses to effectively message their product.

Participating vendors were easily accessible; including Bloom Technologies, DocDelta, Lighthouse, from the American Diabetes Association, Lab Sensor Solutions, Carrum Health, and Crediyo.

Event partners included KPMG, SAP Startup Focus, Bread & Butter, Artis, Scrubbed, Stratpoint, and Healthiest.

On the agenda throughout the day were fireside chats with the likes of Helmy Eltoukhy, founder & CEO, Guardant Health and Vator founder/CEO Bambi Francisco.

Other splash talk topics showcased — when software eats bio, funding the science behind healthcare, Who’s financing the digital health ecosystem?, and Are You in Kaiser’s Line of Sight: A Buyer’s Perspective.

Big data was discussed at length, crystallizing the notion that it is the current ability, made accessible by modern technology, to put meaningful patterns together that are deployable that will affect outcomes and achieve objectives.   

An additional topic or two that I was pleasantly surprised by was the acknowledgement by Dave Schulte, Managing Director at McKesson Ventures, of the importance of the virtue of humility, in admitting “not knowing”. Kudos to Dave because this, of course, comes against the backdrop of Silicon Valley’s famed hubris. 

Leading to another interesting point in that, at a minimum, the possibility (if not certainty) exists, that there will be a falling away or clearing of many of the startups and downturn both in investment activity and new business creation.

A sober but fair assessment and reminder of the unavoidable cyclical nature of business that correctly tempers expectations. 

More than simply being a fun event, populated by interesting shakers and market makers, with good,  healthy food (a very pleasant change), it was a phenomenal networking forum and that, perhaps, is its most intrinsic value.

I spent over an hour going through my article collection and found nothing that seems worth sharing; I seem to have used up all the good stuff on this week’s Saturday Odd Bits, check them out, especially if you’re interested in Microsoft, and be sure to subscribe via RSS or EMAIL while you’re there.

Then I remembered one item I’ve been meaning to share with you and this particular weekend seems like an appropriate time to do it.

You may have seen it, since it’s been making the round of the Internet, but even so, I still want to share it with you.

It’s called If the World Were a Village of 100 People

If we could reduce the world’s population to a village of precisely 100 people, with all existing human ratios remaining the same, the demographics would look something like this:

• The village would have 60 Asians, 14 Africans, 12 Europeans, 8 Latin Americans, 5 from the USA and Canada, and 1 from the South Pacific
• 51 would be male, 49 would be female
• 82 would be non-white; 18 white
• 67 would be non-Christian; 33 would be Christian
• 80 would live in substandard housing
• 67 would be unable to read
• 50 would be malnourished and 1 dying of starvation
• 33 would be without access to a safe water supply
• 39 would lack access to improved sanitation
• 24 would not have any electricity (And of the 76 that do have electricity, most would only use it for light at night.)
• 7 people would have access to the Internet
• 1 would have a college education
• 1 would have HIV
• 2 would be near birth; 1 near death
• 5 would control 32% of the entire world’s wealth; all 5 would be US citizens

• 33 would be receiving—and attempting to live on—only 3% of the income of “the village”

Most stats about global conditions involve large numbers and are wrapped up in scholarly or, worse yet, political language that makes your eyes glaze over.

Seeing it reduced to just 100 makes it easy to grasp the implications of what’s going on.

Think about them with an open mind sans ideology and share your thoughts.

It’s a discussion that needs to happen—everywhere.

Image credit:  nono farahshila on flickr

Many times the solutions we seek are waltzing around in full sight, but we don’t see them.  Let me give you a personal example.

I started RampUp Solutions in 1997, but finding a simple way to describe what we did took several years.

In the show Gypsy there’s a song that says, “Ya gotta have a gimmick” to succeed and I doubt that’s unlikely to change anytime soon.

I wanted one clear, concise term that gave insight to RampUp’s coaching approach, not a couple of paragraphs—no matter how well written.

When the light finally went on I had to laugh. The term I settled on was MAP (mindset, attitude, philosophy™) and the humor comes from the fact that I’ve been talking about mindset, attitude and philosophy my whole life—even using those terms.

But formalizing it never crossed my mind, which just goes to show how blind we can be.

There’s a reason ‘you can’t see the forest for the trees’ achieved the status of an adage more than a century ago.

Some people are focused on trees, while others have the opposite problem and focus strictly on the forest—neither offers optimal performance.

In my case it didn’t matter that much, sure, it would have been easier to create the company’s marketing messages, but it didn’t cripple us.

However, if your forests are made of people then it’s critical that you see them both.

It’s only by seeing your people as both individuals and collectively as a team that you can recognize the obvious solutions you miss when you focus on just one view.

Since Leadership Turn is ending December 29 I’ve been encouraging you to click over and follow me at MAPping Company Success.

Ducks in a Row will continue every Tuesday; check out Why ‘Cracked Pots’ are Good For Your Team and you’ll know why you should subscribe via RSS or EMAIL.

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Have you noticed the efforts to diminish the compensation or banking honchos and Wall Street hotshots?

Or at least make it look that way.

Our friends at Goldman Sachs are in the forefront, which should give you lots of confidence that the effort is for real.

The bonuses are in restricted stock that has to be held at least five years, so if the stock value went down 20% the banker would receive only $8 million instead of the $10 expected—poor baby, a lousy $8 million dollars, that’s terrible! Of course, the stock goes up 20% they’ll pick up an extra two mil.

Goldman benefits because the shares don’t count as compensation until they vest, which means they don’t show as an expense and that will boost profits.

Another piece of sleight-of-hand is counting consultants and temporary workers as employees; this raises headcount and significantly lowers pay per employee making politicos and the media happy.

Does it make you happy?

Do they really think we are that stupid?

Are we?

Leadership Turn ends December 29. I hope you’ll stop over today to read Leadership Needed—By 2015. To be sure you continue to get your daily fix of Miki you should subscribe via RSS or EMAIL.

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If you are a manager and despair at the quality of people that fill your entry level positions, not their attitude, but their skills and basic education, prepare for it to get worse.

Perhaps instead of ranting and whining about America’s loss of global leadership we should look closer to home for the real cause—US education.

The ethnic groups with the worst outcomes in school are African-Americans and Hispanics. The achievement gaps between these groups and their white and Asian-American peers are already large in kindergarten and only grow as the school years pass. These are the youngsters least ready right now to travel the 21st-century road to a successful life.

By 2050, the percentage of whites in the work force is projected to fall from today’s 67 percent to 51.4 percent. The presence of blacks and Hispanics in the work force by midcentury is expected to be huge, with the growth especially sharp among Hispanics.

No, whites and Asians aren’t smarter, but they do have socioeconomic advantages that are lacking for these minorities.

Advantages that our educational system and politicians at all levels are doing little to address.

It’s not always about money, although that is a part of it, nor is it about standardized tests that do little to improve true education, it’s about innovation and educating outside the box.

Harvard Graduate School of Education is creating a new doctoral degree to be focused on leadership in education. It’s the first new degree offered by the school in 74 years. The three-year course will be tuition-free and conducted in collaboration with faculty members from the Harvard Business School and the Harvard Kennedy School of Government. The idea is to develop dynamic new leaders who will offer the creativity, intellectual rigor and professionalism that is needed to help transform public education in the U.S.

Creativity, intellectual rigor, professionalism; this leadership isn’t just about visions and influence, it’s about creating people who will roll up their sleeves, get their hands dirty often toil in relative obscurity on the biggest problems facing this country.

Kathleen McCartney, the graduate school’s dean, explained one of the dilemmas that has hampered reform. “If you look at people who are running districts,” she said, “some come from traditional schools of education, and they understand the core business of education but perhaps are a little weak on the management side. And then you’ve got the M.B.A.-types who understand operations, let’s say, but not so much teaching and learning.”

Will it work?

Can the program make a difference quickly enough to change the current downward trajectory of our future?

Will other schools step up to the plate now or will they wait a decade or so and see how the Harvard program fares?

Does anybody care enough about what will happen in 20, 30, 40 years to accept a little discomfort now or should we just build more prisons?

Leadership Turn is ending; its last day is December 29. I’ve enjoyed writing it and our interaction since August 16, 2007 and I hope we can continue at my other blog where Leadership’s Future will carry on.

If you enjoy my views and writing, please join me at MAPping Company Success or subscribe via RSS or EMAIL.

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Did you know that as nimble as an ordinary bat is when flying it can’t take off from a level place?
If it is placed on the floor or flat ground, all it can do is shuffle about helplessly and painfully until it reaches some slight elevation from which it can throw itself into the air. Then it takes off like a flash.

That’s also a good description of what happens to workers who aren’t given what they need to succeed.

Whether it’s coherent instructions, correct and complete information, additional training, viable feedback, or something else, without it they struggle to survive, let alone thrive.

If you want your people to perform and succeed then it’s your responsibility to provide the slight elevation from which they can launch themselves.

Identifying and providing that slight elevation is your responsibility, whether you consider yourself a leader or a manager.

That small height isn’t one-size-fits-all nor is it necessarily what works for you, which means you need to learn through interaction and discussion what constitutes a feasible elevation for each individual and provide it.

That’s your job, whether you are a CEO, team leader or anything in-between, that is what you are paid to do.

So if doing it doesn’t float your boat and give you an adrenalin rush every time someone takes off you’re in the wrong position. You may like the paycheck, but you’re leaving your people to shuffle in circles and setting them up to fail.

And doing so will come back and bite you at some point.

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When possible I prevail on someone I know to attend the major AlwaysOn conferences, usually it’s KG Charles-Harris, but more recently it’s been Chris Blackman.

Last week Chris attended this year’s AlwaysOn Venture Capital Summit at Sand Hill Road in the heart of VCland and got a glimpse into the future investment strategies of that storied world.

From Chris Blackman

What can put venture capitalists in a frenzied state? More money—raising it or losing it.

Was the mood somber, reflecting the fact that a huge chunk of available capital was erased when university endowments closed their piggybanks? No; the mood was frenzied at the thought of being able to raise capital once again.

Going forward, who do VCs anticipate will open the spigot for them? Sovereign wealth funds.

The other depressant in the room should have been found in talk of this year’s IPO market falling without a parachute.

Instead, a second source of glee is their belief that next year will be the year of recovery for the IPO market? Why? Because it can’t get any worse than this year.

This was tempered by the keynote speaker, Bill Gurley of Benchmark Capital, who reminded the audience that, “VCs are inherently an optimistic bunch.”

Anticipation and optimism are all well and good, but does anyone believe that Dubai is unique amongst the rentier states—bankrupt?

There is a real possibility that sovereign wealth funds will need to deploy them to buoy their own economies, which will kill the buzz in short order.

If not, what if the SWFs prefer to sink their teeth into physical assets as opposed to swallowing more IOUs?

And there is certainly no guarantee that the money won’t continue to hide from the markets.

Videos from the conference should be up soon.

Click for more from the Summit and a look at how culture is faring.

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Image credit: AlwaysOn

Three great interviews sharing what to do and one commentary on the opposite.

Do you long for simplicity, especially in software? Jason Fried built his company 37Signals because he hates complexity. Read more about his attitudes in Inc’s excellent article, you may be surprised.

Next is the story of and an interview with Steve Chang, co-founder and chairman of Trend Micro. Learn why two failed startups didn’t dampen his entrepreneurial fire and what drives him to innovate.

I love this interview with William D. Green, chairman and C.E.O. of Accenture. He tells his first training seminar as a manager where he was told the 68 (no joke) things he needed to do to be successful; Green decided there were just the three Cs.

The first is competence — just being good at what you do, whatever it is, and focusing on the job you have, not on the job you think you want to have. The second one is confidence. People want to know what you think. So you have to have enough desirable self-confidence to articulate a point of view. The third thing is caring. Nothing today is about one individual. This is all about the team, and in the end, this is about giving a damn about your customers, your company, the people around you, and recognizing that the people around you are the ones who make you look good.

I don’t follow sports, but Wally Bock’s offers a comprehensive commentary on the amazing unprofessionalism of Brian Kelly, whose actions are a case study on the fastest way to trash your people. But I wonder how many people will actually find them offensive or just shrug and say no big deal.

Finally, the ongoing sex scandals of the Catholic Church have offered up some of best examples of how leaders dance around the truth, never really admitting their errors even when they claim to be sorry. Cardinal Egan is a Church leader who has danced for decades before his house of cards comes crashing down, but even now he hasn’t stopped dancing—or blowing smoke. When will those in power understand that an apology means nothing when the deed is diluted, denied or rationalized.

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Image credit:  nono farahshila on flickr

I often do work around my house, fixing, redoing and maintaining stuff, as do most of us.

When I moved and bought this house in March 2003 I found that every time it rained water ran under the garage door. Typically, I’m a jerry-rigger, especially fixing stuff around my home, but I thought I would do it “right” this time.

Over the next few years I spent over a thousand dollars on drywells, barriers, etc., but was still getting water under the door.

Having run out of affordable do-it-right options, I went back to jerry-rigging and usd a clear, vinyl shower curtain, tape, and a few bricks—no water under the door since then and I just check the plastic each fall.

This got me thinking, how much is too much?

How “right” does a fix need to be?

How “fixed” does a challenge/problem need to be to count as solved?

Every day we all face a myriad of challenges, any number of which may upgrade (downgrade?) to the status of problem in the blink of an eye, so this isn’t a casual question.

What do you do?

Managers, like the rest of us, have their own routine for evaluating and deciding on solutions, corrections and fixes.

I’m not saying you should change yours, but I am suggesting that you give thought to what end results you really need in order to avoid overkill in your decisions.

In other words: Does it need to be “right” on some cosmic yardstick—or does it just need to work.

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Image credit: TheMuuj on flickr