Why Doctors Should Crowdsource Your Medical Diagnosis

Irfan Khan

When you visit a physician’s clinic or office you often see their diplomas and certificates proudly displayed on their walls. They are posted to assure patients that their physician is an expert, educated, trained, and certified by credible institutions.

Source: Waldo Jaquith/Flickr

But what would make me feel more confident about my doctors’ capabilities is a certification indicating that they can crowdsource their diagnosis of my medical issue with their peers, if necessary.

Doctors have long discussed perplexing patient problems with other physicians, often referring individuals to specialists to develop a diagnosis. However, these peer consultations have been limited by the personal connections of each medical practitioner and represent a relatively small pool of knowledge and expertise.

Many doctors understand this limitation and some have branched out on the Internet to solicit diagnostic advice from practitioners beyond their immediate circle of colleagues. Even the prestigious New England Journal of Medicine has a regular online feature asking readers to help diagnose mysterious medical conditions based on photographs editors post for review.

While I applaud these efforts, they fall far short of the potential value of medical crowdsourcing. What’s needed is certified crowdsourcing based on big data. To get there, doctors need to have electronic health records (EHRs) and be able to pool the information in standard form.

EHRs are making progress in the United States. Surveys suggest more than half of doctors there have adopted them and the standards needed to share data. More importantly, those surveys indicate that three-quarters of the doctors who use them say EHRs improve a patient’s treatment.

What I’d like to see is a certification that tells me that my doctor is not just using EHRs in his or her practice, but sharing the data (anonymous, of course) with others. I also want my physician using the EHR data from other physicians to improve diagnosis and treatment.

Imagine being able to leverage data from hundreds of thousands of physicians around the globe to determine the source of a set of symptoms in a patient with a certain profile and what treatments were the most effective. This combination of crowdsourcing with big data could potentially be the best medical breakthrough of the 21st century.


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13 Scary Statistics On Employee Engagement [INFOGRAPHIC]

Jacob Shriar

There is a serious problem with the way we work.

Most employees are disengaged and not passionate about the work they do. This is costing companies a ton of money in lost productivity, absenteeism, and turnover. It’s also harmful to employees, because they’re more stressed out than ever.

The thing that bothers me the most about it, is that it’s all so easy to fix. I can’t figure out why managers aren’t more proactive about this. Besides the human element of caring for our employees, it’s costing them money, so they should care more about fixing it. Something as simple as saying thank you to your employees can have a huge effect on their engagement, not to mention it’s good for your level of happiness.

The infographic that we put together has some pretty shocking statistics in it, but there are a few common themes. Employees feel overworked, overwhelmed, and they don’t like what they do. Companies are noticing it, with 75% of them saying they can’t attract the right talent, and 83% of them feeling that their employer brand isn’t compelling. Companies that want to fix this need to be smart, and patient. This doesn’t happen overnight, but like I mentioned, it’s easy to do. Being patient might be the hardest thing for companies, and I understand how frustrating it can be not to see results right away, but it’s important that you invest in this, because the ROI of employee engagement is huge.

Here are 4 simple (and free) things you can do to get that passion back into employees. These are all based on research from Deloitte.

1.  Encourage side projects

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload. Let them explore their own passions and interests, and work on side projects. Ideally, they wouldn’t have to be related to the company, but if you’re worried about them wasting time, you can set that boundary that it has to be related to the company. What this does, is give them autonomy, and let them improve on their skills (mastery), two of the biggest motivators for work.

Employees feel overworked and underappreciated, so as leaders, we need to stop overloading them to the point where they can’t handle the workload.

2.  Encourage workers to engage with customers

At Wistia, a video hosting company, they make everyone in the company do customer support during their onboarding, and they often rotate people into customer support. When I asked Chris, their CEO, why they do this, he mentioned to me that it’s so every single person in the company understands how their customers are using their product. What pains they’re having, what they like about it, it gets everyone on the same page. It keeps all employees in the loop, and can really motivate you to work when you’re talking directly with customers.

3.  Encourage workers to work cross-functionally

Both Apple and Google have created common areas in their offices, specifically and strategically located, so that different workers that don’t normally interact with each other can have a chance to chat.

This isn’t a coincidence. It’s meant for that collaborative learning, and building those relationships with your colleagues.

4.  Encourage networking in their industry

This is similar to number 2 on the list, but it’s important for employees to grow and learn more about what they do. It helps them build that passion for their industry. It’s important to go to networking events, and encourage your employees to participate in these things. Websites like Eventbrite or Meetup have lots of great resources, and most of the events on there are free.

13 Disturbing Facts About Employee Engagement [Infographic]

What do you do to increase employee engagement? Let me know your thoughts in the comments!

Did you like today’s post? If so you’ll love our frequent newsletter! Sign up here and receive The Switch and Shift Change Playbook, by Shawn Murphy, as our thanks to you!

This infographic was crafted with love by Officevibe, the employee survey tool that helps companies improve their corporate wellness, and have a better organizational culture.


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Supply Chain Fraud: The Threat from Within

Lindsey LaManna

Supply chain fraud – whether perpetrated by suppliers, subcontractors, employees, or some combination of those – can take many forms. Among the most common are:

  • Falsified labor
  • Inflated bills or expense accounts
  • Bribery and corruption
  • Phantom vendor accounts or invoices
  • Bid rigging
  • Grey markets (counterfeit or knockoff products)
  • Failure to meet specifications (resulting in substandard or dangerous goods)
  • Unauthorized disbursements

LSAP_Smart Supply Chains_graphics_briefook inside

Perhaps the most damaging sources of supply chain fraud are internal, especially collusion between an employee and a supplier. Such partnerships help fraudsters evade independent checks and other controls, enabling them to steal larger amounts. The median loss from fraud committed
by a single thief was US$80,000, according to the Association of Certified Fraud Examiners (ACFE).

Costs increase along with the number of perpetrators involved. Fraud involving two thieves had a median loss of US$200,000; fraud involving three people had a median loss of US$355,000; and fraud with four or more had a median loss of more than US$500,000, according to ACFE.

Build a culture to fight fraud

The most effective method to fight internal supply chain theft is to create a culture dedicated to fighting it. Here are a few ways to do it:

  • Make sure the board and C-level executives understand the critical nature of the supply chain and the risk of fraud throughout the procurement lifecycle.
  • Market the organization’s supply chain policies internally and among contractors.
  • Institute policies that prohibit conflicts of interest, and cross-check employee and supplier data to uncover potential conflicts.
  • Define the rules for accepting gifts from suppliers and insist that all gifts be documented.
  • Require two employees to sign off on any proposed changes to suppliers.
  • Watch for staff defections to suppliers, and pay close attention to any supplier that has recently poached an employee.

About Lindsey LaManna

Lindsey LaManna is Social and Reporting Manager for the Digitalist Magazine by SAP Global Marketing. Follow @LindseyLaManna on Twitter, on LinkedIn or Google+.


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What If Chelsea Manager Jose Mourinho Could Be Proved Right In Medical Staff Row?

Mark Goad

Big Data and the Internet of Things brings new level of insight to sports medicine

With the 2015-16 European football (soccer) season underway, we are already seeing the impact of the huge pressure to succeed. In some cases, it is boiling over even this early on, with Chelsea manager Jose Mourinho getting involved in a very public row with his medical staff over the treatment of Eden Hazard during a match. As the season builds momentum, all clubs know one of the most vital aspects of winning trophies is keeping the best players fit so they can play at the top of their game as often as possible.

Last season, just like in every season, we saw injuries that affected teams’ results and possibly their final standings at the end of the season, while other teams capitalized. Arsenal manager Arsene Wenger blamed injuries for the team’s failed title bid, while Real Madrid suffered injuries to players like Gareth Bale and Luka Modric at a crucial stage of the season and lost the title to Barcelona.

There’s no doubt that football clubs, especially the bigger teams, employ first-rate medical staff – physiotherapists, doctors, sports scientists, and so on – but they can only do so much to keep players off the treatment table. Players are human, after all, and keeping them injury-free for such long and grueling campaigns is a big ask. This season again will see players on the end of crunching tackles, over-exerting their bodies, and over-stretching.

What’s less talked about than lost games and league titles when discussing injuries is the salaries paid to injured players. The estimated average cost of player injuries in the top four professional football leagues in 2015 was $12.4 million* per team. Remarkably, every year teams lose an equivalent of 15%-30%** of their player payroll to injuries.

As salaries continue to rise, injuries are becoming just as much of an off-the-pitch boardroom issue as they are an on-the-pitch issue. Consider that if Barcelona’s Lionel Messi, the world’s highest-paid player, spends just a week out injured, the club still has to pay his weekly salary of around $1 million. Not only that, but there’s the huge potential for lost revenue from missing out on UEFA Champions League progress or domestic success because key players are out.

Just as winning seems to mean more than ever, so does football as a business. So with the spotlight firmly on “sweating the assets” – extracting maximum value from the entire squad – clubs are looking to Big Data and Internet of Things technology to consider how player injuries can be prevented with new levels of insight.

Prevention is better than cure

In July this year we saw what could be a huge landmark in the potential of monitoring the risk of injuries, when football’s international governing body FIFA announced its approval of wearable electronic performance and tracking systems during matches. As well as collecting data on statistics like distance covered and heart rate to determine decisions like substitution timings, this also paves the way for wearable satellite devices that keep medical staff updated on the likelihood of a player picking up an injury from over-exertion.

Emerging injury-risk monitoring software uses the concepts of Big Data and wearable technology to pull in and apply mathematical formulas to an exhaustive range of relevant data about players: fitness levels, recent levels of exertion, opponents, age, technique, hydration, even weather. This could help medical staff predict the risk of future injuries with much greater accuracy, allowing them to run simulations and take corrective actions in real time. Imagine a seemingly non-injured key player being substituted during a tightly contested match, only to find out afterwards that monitoring software had indicated he was at a high risk of pulling a muscle. This could very much be a part of the future of professional football.

Going back to Jose Mourinho and his reaction to the Chelsea medical staff running onto the pitch to treat Eden Hazard, it’s interesting to consider how in the future this kind of technology could either support or discredit his position in the dispute. It could help managers work more closely with physiotherapists, as they can visualize the data that shows the risk of injury to players. Although the pressure to win will likely keep on rising, the risk of expensive players injuries could see a big reduction.

SAP’s own injury risk monitoring software is currently in the proof-of-concept phase and will be entering development in the near future. The goal is to build IRM on the SAP Sports One platform as an additional component, and to provide integration to the existing modules of SAP Sports One solution. SAP Sports One was launched earlier this year and is the first sports-specific cloud solution powered by the SAP HANA platform, providing a single, unified platform for team management and performance optimization.

*Statistic calulated using 2015 Global Sports Salaries Survey

**Bleacher Report “Inside the 2014 Numbers of Each MLB Team’s Regular-Season Injury Impact” and NBA Injury Analysis


Mark Goad

About Mark Goad

Mark Goad, Value Advisory Associate, SAP Canada, is an experienced business analyst with industry coverage spanning telecommunications & retail, with a focus on digital business models. He specializes in synthesizing industry trends with a detailed analysis of client-specific data to help customers build out high-impact business & IT strategies. Outside of work, Mark volunteers as a lead management consultant for Junior Achievement of Central Ontario and contributes to a range of thought leadership publications.


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Do You Hear The Voice Of Your Customer?

Maria Morais

Try to find a company where customers bring something else other than cash, credit, or points in loyalty cards. You won’t find much. – John S. McKean

While most companies seem to have a good grasp of what “voice of the customer” means and its importance, there seems to be a big challenge around the cultural shift that the voice-of-the-customer strategy requires in order to be truly effective.

The main reason why companies don’t implement a customer-centric strategy is because they assume that they are in charge.

  • Companies give promotions to their customers;
  • Companies produce products that customers really want;
  • Companies collaborate with their customers in social channels;
  • Companies “target,” “acquire,” “manage,” and “retain” customers as if they were not able to manage their own wills.

The thinking behind all this mentality dismisses customers’ individual differences and customers’ real ability to contribute.

Many of us expected the balance of power between companies and customers to shift with omni-channel retail, but in fact companies are less involved with their customers thanks to big data, analytics, business intelligence, and programmatic marketing.

Collaboration doesn’t mean engagement

If the company is in charge, by creating methods of engagement, predicting behavior, and controlling the customer experience, the customer is not more than a number that belongs to a group of other similar “variables.” How can you really hear the voice of your customer with all this noise around you?

Improving technology to satisfy companies is not a substitute for direct knowledge voluntarily given by customers. Over the coming years customers will be emancipated from systems that were built to control them, and customer relationship management (CRM) will finally die as a software category.

Looking beyond CRM

Information mining is a key phase in any voice-of-the-customer strategy, and ethnographic methods have been proven to be the most efficient for customer-centric innovation rather than the usual quantitative methodologies. Companies need systems that aggregate raw data from all touch points affecting decision making in real time. This type of initiative typically has a significant upfront investment before measurable benefits can be realized, but even knowing that digital transformation is moving much more rapidly in some industries than in others, no one can afford to wait much longer.

Companies that invest in their customers now are the ones that will see the biggest profits in the future. The voice of the customer is rapidly evolving along with anything connected via the Web, and customers will completely stop sharing their voice with companies that simply follow legacy approaches and are obsessed with statistical inferences.

It’s time to change; it’s time to inspire your customers

Take our e-commerce self-assessment to see how you can deliver the omni-channel experience.

Learn how Technopolis is delivering a superb omni-channel shopping experience to its customers.

Find out more about the omni-channel customer experience in the SAP eBook Digital Disruption: How Digital Technology is Changing Our World.


About Maria Morais

Maria Morais is Customer Engagement and Commerce Retail Lead at IBM GBS. You can follow Maria Morais on Twitter @ceumorais.

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