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jayparkinsonmd:
I’m very excited to announce that we’ve officially launched Sherpaa.
Who it’s for: Currently it’s for tumblr’s employees. In the near future, we’ll be signing up other NYC-based companies.
Why: When you’re sick or hurt, figuring out exactly who and what you need and when you need it is difficult. You need an accessible, friendly doctor you can call and email 24/7 who will either solve the problem right then and there or guide you to the highest quality, health professionals with the best personalities who will provide exactly the care you need.
Our wonderful friends at tumblr are our first clients. And that means that all of tumblr’s employees can now email or call our doctors (or Guides as we call them) 24/7 when they have a health concern or question. Our Guides are well connected, in-the-know local doctors. Sometimes they can solve everything for you right away, and other times they’ll collaborate with other New York City specialists to arrange the most appropriate care for you. They make your health simple. And that’s our mission. 
We’re starting slow. We’re focusing on working exclusively with tumblr for a while and will soon be signing up other NYC-based companies. If you’re interested in joining Sherpaa, please do let us know.
I’ve been quite busy for the past few months getting Sherpaa started. This is the next big phase of my life. And I’m super proud of it. It’s a service designed and built by us at The Future Well. We’re doing wonderful things and I’m a happy, happy guy.
Psyched to be a part of this

jayparkinsonmd:

I’m very excited to announce that we’ve officially launched Sherpaa.

Who it’s for: Currently it’s for tumblr’s employees. In the near future, we’ll be signing up other NYC-based companies.

Why: When you’re sick or hurt, figuring out exactly who and what you need and when you need it is difficult. You need an accessible, friendly doctor you can call and email 24/7 who will either solve the problem right then and there or guide you to the highest quality, health professionals with the best personalities who will provide exactly the care you need.

Our wonderful friends at tumblr are our first clients. And that means that all of tumblr’s employees can now email or call our doctors (or Guides as we call them) 24/7 when they have a health concern or question. Our Guides are well connected, in-the-know local doctors. Sometimes they can solve everything for you right away, and other times they’ll collaborate with other New York City specialists to arrange the most appropriate care for you. They make your health simple. And that’s our mission. 

We’re starting slow. We’re focusing on working exclusively with tumblr for a while and will soon be signing up other NYC-based companies. If you’re interested in joining Sherpaa, please do let us know.

I’ve been quite busy for the past few months getting Sherpaa started. This is the next big phase of my life. And I’m super proud of it. It’s a service designed and built by us at The Future Well. We’re doing wonderful things and I’m a happy, happy guy.

Psyched to be a part of this

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ISPO 2012 field notes

Yesterday I travelled to ISPO 2012 (world’s largest sports trade event) in Munich for a client to review a new crop of award-winning health and fitness services for the smart-phone aftermarket. At its heart ISPO is about movement and personal mobility, especially for young people. A counterweight to the sedentary industries. It would be great to see many of the personal mobility products aimed at youth sub-cultures also positioned for regular adults. A steam of people pushing, sliding and snaking their way into work from public transport hubs would be great for the UK’s health and happiness. 

Prompted by Michael Held (Philips, Hong Kong), I thought I should jot down the trends I noticed for colleagues that couldn’t make the show. In no particular order…

  • Vibe - Huge. Brash. What recession? High innovation, particularly in materials. Intense rivalry to win wallet in a mature market with a CAGR of only 4%.
  • Competition - Low barriers to entry. Making a snowboard, or a treadmill, or a set of runners is now effortless and cheap. Product and vendor saturation across all categories. You would have to be brave to enter the sports sector, or have a very compelling angle (or endless pockets). Pro sponsorship and telling stories of real adventure are key marketing tools.
  • Horizons - Lack of tailoring of product and message for the emerging consumer markets. At some point soon the pull for heritage Western sports brands will surely evolve into an appetite for local challengers?
  • Colourway - Electric and punk tones still vogue. Unlikely to cycle to pastels soon. Love to see fitness and health devices follow. Ref K2.
  • China - Chinese companies featuring strongly as consumer brands, as well as traditional OEMs. I need a Hison Power Ski in my life.
  • New - Slacklining making a big splash with “1st Slackline Open”. Trampoline meets tightrope. Mesmerising. Ref. Gibbon Slacklines.
  • Segmentation - ISPO is a great place to witness the cross section of consumer segments. From low slung board sports to the tight fitness types. Real life in a Messe box. Must see event for all designers.

(As I was leaving I spotted snow legend Glen Plake sporting his famous mohawk)

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grantrharrison:

(via By Giving Up On NYC Campus, Stanford Loses The Innovation Race | Co.Design)
Truth is, the locus of innovation has been shifting away from the technological to the social, and from engineers to “culturistas” for some time now. It’s no accident that Kickstarter began through indie music (trying to find a new way to fund concerts) and is headquartered on Rivington Street (and soon to move to Brooklyn). It’s no accident that a large and growing number of successful startup folks have music, design, or art in their background, in addition to, or in place of, engineering. These include the people who brought you Apple (yes, it is still important to remember Steve Jobs wasn’t an engineer, loved Bob Dylan and music, was entranced with the aesthetic simplicities of Japanese and German Bauhaus design, and framed himself as an artist), YouTube, Flickr, Tumblr, Etsy, Airbnb, Behance, Instagram, Vimeo, Hunch, Gowalla, Path, Blurb, Square, About.me, YCombinator, the Designer Fund, and many more.

grantrharrison:

(via By Giving Up On NYC Campus, Stanford Loses The Innovation Race | Co.Design)

Truth is, the locus of innovation has been shifting away from the technological to the social, and from engineers to “culturistas” for some time now. It’s no accident that Kickstarter began through indie music (trying to find a new way to fund concerts) and is headquartered on Rivington Street (and soon to move to Brooklyn). It’s no accident that a large and growing number of successful startup folks have music, design, or art in their background, in addition to, or in place of, engineering. These include the people who brought you Apple (yes, it is still important to remember Steve Jobs wasn’t an engineer, loved Bob Dylan and music, was entranced with the aesthetic simplicities of Japanese and German Bauhaus design, and framed himself as an artist), YouTube, Flickr, Tumblr, Etsy, Airbnb, Behance, Instagram, Vimeo, Hunch, Gowalla, Path, Blurb, Square, About.me, YCombinator, the Designer Fund, and many more.

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Onzo

Today, after five amazing years, I formally step down from my role as Chief Marketing Officer of Onzo, a world leader in big-data and advanced-analytics for the smart grid.

I co-founded Onzo in 2007 as a spinout from my first company Lightweight Medical. Transferring experience in behavioural science, connected devices and SaaS from healthcare to energy. I hired a topflight senior management team and secured a blend of grant and equity seed and Series-A funding. Onzo’s first order in 2008, from Fortune Global 500 company SSE Plc, generated more than $10m in revenue. Since then, by successfully navigating the company through one of the worst recessions of recent times, Onzo’s growth has been rapid. Onzo’s unique approach to design and software for customer engagement, with a focus on appliance and lifestyle data, has attracted hundreds of thousands of users from major utilities across APAC, EMEA and USA.

Onzo is going through its growth finance Series-B round and it’s time to let others complete the journey. The company’s biggest asset is its people, and I leave behind a world-class team. I know they will take the company to a successful exit and I wish them the best of luck for the future. I’ve given a lot to Onzo over the past five years, and learned a lot too, and I’ll have fond memories of this stage in my career.  But it’s time for new challenges once again and there are exciting times for me ahead.

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Barriers to Continua

The Continua Health Alliance is attempting to deliver open standards and interoperability to health hardware, software and systems to help the process of “aging in place”. It was founded in 2006 with board members from every part of the health supply-chain. 

Those board members including Roche (drugs), Kaiser (insurance), Cisco (networks), Samsung (mobile) and Philips (devices). Continua has adopted USB, Bluetooth and ZigBee as ways to transport health data, with Bluetooth Low Energy and near field communication (NFC) protocols in draft.

However, although the Continua Health Alliance now has almost 250 members, it has certified fewer than 25 systems. Why?

1. Customers don’t get it

Health and social care purchasers do not yet understand the value of interoperability and therefore do not tend to specify it as a requirement. Open standards will lower barriers for new entrants, creating increased competition.

As this technology becomes a commodity, prices could drop by a factor of 10. This would make it truly affordable to the masses, particularly the emerging middle classes in the BRIC countries (Brazil, Russia, India, China).

Organisations like the NHS Technology Adoption Centre and emerging Clinical Commissioning Groups (CCGs) have key educational roles to play.

2. Lazy incumbents

The existing big players want to be part of the game, but are not pushing it. They are held back by their sunken R&D investment, proprietary systems and existing capital and HR bases. Or, to put it another way: a lack of imagination, agility and good people.

The current vision of most manufacturers is too narrow, looking only at a restricted range of devices and use cases. Innovative and combined applications to target lower acuity cases further down the Kaiser Pyramid can help break the cycle.

3. Weak purchasing policy

Government initiatives such as DALLAS (Delivering Assisted Living at Scale) and the DECC national smart meter rollout call for interoperability. But that call will be in vain, unless backed by a strong purchasing policy which excludes proprietary systems.

4. US corporate silos

The US is a key market for corporate ‘personal health initiatives’. These are driven by insurance companies, whose enormous contracts can support proprietary systems.

Changing the status quo will take determination but the potential prize the first organisations to establish end-to-end systems and partnerships is enormous. Witness the Qualcomm recent announcements at the 2011 mHealth Summit introduced a new platform for wirelessly connecting medical devices. The “2net” platform lets a cloud-based server handle the details of connecting a sensor. And it’s coincidence that the current Continua Alliance President is Qualcomm’s Senior Director of Business Development.

(Thanks to Dr Malcolm Clarke from Brunel University for his thoughts and input).

Tags: standards
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Open patient data innovation

In the year 2000, Bill Clinton opened up the global positioning system (GPS) satellite signal to anyone who wanted to use it. Previously, the US government had operated a policy of ‘selective availability’, meaning only the US military had access to truly accurate location data.

This move birthed mass-market location-based services. Today’s mobile phone maps, satellite navigation tools and location-based social gaming services (e.g. Facebook Check In and foursquare) wouldn’t exist if Clinton hadn’t taken that decision.

Opening up patient health data

Ten years later and David Cameron is pushing to make anonymised patient health data available to businesses like large pharmaceutical companies. His aim is to drive innovation in life sciences.

If privacy concerns can be overcome then this visionary prescription could herald a revolution similar to that which followed Clinton’s move. It would be just the kind of low cost, austerity compatible shot-in-the-arm that Dr Osborne ordered – even if it is more Californian alternative therapy than traditional British medicine.

Patient data to produce new brands?

Just a day after Cameron’s announcement, the UK Department of Health revealed the launch of its ‘three million lives telehealth campaign’. The aim of this five-year programme is to meet Cameron’s aim to have “heart disease patients having their blood pressure and pulse rate checked, without leaving their home”.

Telehealth – the delivery of health services via technologies like the internet rather than providing them in person – can significantly benefit people with long-term conditions like heart disease.

As this rich UK patient data starts becoming available, it will be fascinating to see how many new world-class UK brands emerge.

(Nicholas Christakis TED@Cannes “How social networks predict epidemics”).

Tags: data
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Happy in China

On a recent eye-opening trip to China, I visited some new and established technology and internet companies operating in the energy and health sectors. My aim was to understand how China’s twelfth Five-Year Plan will affect these sectors. I discovered innovative, persistent businesses working hard to hit ambitious targets.

The latest Five-Year Plan

China’s Parliament - the National People’s Congress - adopted the country’s latest Five-Year Plan in March this year. It marks a significant turning point, as the focus has shifted away from pure GDP growth towards social services, wellbeing and happiness. The Plan is built around four pillars: 

  • Slower. China wants a slower rate of progress, looking to place extra value on quality and efficiency instead of out-and-out speed.
  • Faster. China wants to distribute wealth more quickly, by creating 45 million new urban jobs in the next five years.
  • Lower. The plan calls for lower pollution levels (by 16%), lower energy consumption (by 17%) and fewer pollutants.
  • Higher. A higher rate of scientific innovation is key to the Plan’s success. It requires the creation of intellectual property via research and development.

This Five-Year Economic Plan sets a course for the world’s second biggest economy, so its implications could reverberate around the globe.

Healthcare complications

Central to China’s ambitions is an increase in the urban population, which is expected to grow from 45% to 55%. As a result, the unhealthy gap between rich and poor should narrow, helping to distribute the wealth between the eastern seaboard and rural areas and creating the largest consumer market in the world.

But there are many challenges. In 30 years China’s elderly will represent 30% of its population and there has been an ‘explosion of obesity’. Just a generation ago, hardly anyone was overweight.

Those two factors alone mean the country is bound to need outside assistance to deliver the world’s most radical health reforms. Its 65,000 hospitals are likely to require new ICT systems and assisted living technology to care effectively for a rapidly-ageing population with changing healthcare requirements.

Energy and technology

It’s also hard to see how China can achieve its ambitious energy targets without external help. The country is heavily-dependent on coal for its energy, yet achieving targets described in the Plan calls for more renewable energy sources, upgraded distribution grids, better energy efficiency measures in people’s homes and smart metering.

In short, there are simply too few notable Chinese start-ups in the energy or health sectors at present. That’s surprising, when you consider the number of well-known internet companies like Baidu (search), Tencent QQ (messaging), Alibaba (ecommerce) and Rekoo (gaming).

That, of course, may change as China continues to extend its value chain. Intellectual property, research and development and the company’s burgeoning consumer market clearly mean there is much more to the country’s economy than ‘made in China’, and new businesses will emerge to exploit these opportunities.

Rising to the challenge

Delivering exportable business models and products in energy and health will be central to achieving the ambitious targets laid out in the Plan. However, Chinese companies have enjoyed mixed fortunes on the global stage, and recent Chinese IPOs have fared poorly in the US.

That does cast some doubt on how feasible this global giant’s latest ambitions really are. But then perhaps you wouldn’t bet against a country like China pulling it off. After all, any country which has seen sustained double-digit GDP growth clearly has significant resources and knowledge to call upon.

Tags: markets
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Internet surgery

Google Health, Google PowerMeter and Microsoft Hohm were designed to put power and choice in the hands of the consumer. But all were retired in June. Microsoft Health Vault is the only service of its type left from the internet’s ‘big two’. Why?

1. They lacked business models

These services were victims of  drive for profitability. None had started making money, and it’s perhaps fair to suggest they were put on ice so the companies could focus on paying the rent.

Google PowerMeter, for example, was launched by the search giant’s philanthropic arm. As a result, it lacked the ruthless focus on profitability that characterizes the company’s search and advertising business.

2. It’s hard when you need hardware

For services like Google PowerMeter and Microsoft Health to succeed, they must be able to receive, store and interpret data from different devices like wireless meters, thermostats, weigh scales and blood pressure monitors.

This would be a challenge for any business, but is particularly tricky for Internet focussed ‘software-only’ companies. It really means creating the true ‘internet of things’ – a prospect that still seems distant, although Google’s new Android@Home service suggests the company is thinking about how to get other devices online.

(For more on this, my Onzo colleague Nick Hunn poses the question: will Google kill ZigBee?).

3. The leadership hadn’t bought it

Larry Page took back the reigns as Google CEO in April 2011. The retirement of PowerMeter and Google Health was in late June. That three-month gap was just long enough for the new CEO’s profit-focused strategy to filter though into action.

This is not the end of the story though. Expect both Google and Microsoft to return to these areas, probably via acquisition. There’s too much potential for them to walk away. Google may be in a particularly good position as its Android platform matures and if regulators approve the Motorola acquisition.

Other players will enter the market too. New businesses will be hoping grab some of the action - and expect Oracle and SAP use existing relationships with utility companies and healthcare providers to move further into the energy and health sectors.

Then there’s Microsoft Health Vault, which brings together your health information and records online. If the company can keep the service safe (guaranteeing security and privacy) and scale it effectively, maybe it can take advantage of its ‘last man standing’ position.

(Thanks to Ben Pirt from Pachube for his thoughts and input).