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Five Apps Bringing Social Support to Health

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Smartphone adoption worldwide has prompted a gold rush to the health app industry. According to MobiHealthNews’ latest report, Consumer Health Apps for Apple’s iPhone, we can expect upwards of 13,000 health apps in Apple’s AppStore this summer. Accompany that with 40% of doctors believing that using mobile health technologies such as apps to monitor fitness and eating habits can reduce the number of office visits, and you have a recipe for even further growth and functionality of health apps.

In fact, we’re already seeing the sophistication of apps move beyond being merely a tracker or calculator. The top apps on the market today connect users’ health and wellness to their social networks and to people with similar interests or health conditions. Here are 5 apps that are bringing social support to smartphones and health. Read Full Entry

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This Week in Social Health

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Web 2.0 and Social Media in Medical Education [Slideshow] | Science Roll

A presentation by Dr. Peter Murray, the director of the International Medical Informatics Association shared his thoughts in a recent presentation about how social media can be used in medical education. He has identified 3 potential areas where education could benefit from social media: 1) Research method for academic research, 2) virtualizing collaboration tools, and 3) the intersection of health and informatics with social media.

1 in 3 Surveyed Say Social Media Changes Attitudes to Medicines | InPharm

According to new research from the Health Research Institute, nearly a third of US social media users say the channel could change the way they think about their medicines. Kelly Barnes, US Health Industries Leader at HRI says, “Health organizations have an opportunity to use social media as a way to better listen, participate in discussions and engage with consumers in ways that extend their interaction beyond a clinical encounter.”

Facebook Pages For Brands Will Get Profile Pic Makeover April 26 | Ignite Health

Who would have guessed brands would want their logo bigger? Starting April 26, 2012, the profile pic for brands (which currently displays at 125 x 125 pixels) will display at 160 x 160 pixels.

How Consumers Are Using Social Media for Healthcare | DTC Marketing

Stat highlights include:

  • 61% of consumers are likely to trust info posted by providers
  • 80% of consumers age 18-24 would be likely to share health info through social
  • One-third of consumers are ok having their social conversations monitored
  • 75% of consumers expect healthcare companies to respond within a day or less
  • 45% of consumers said social affects if they will seek a second opinion

Sony’s Patent for a Medical Device | Engadget

Engadget has unearthed a patent application by Sony from 2010 for a medical device. The device would monitor vitals, transfer this data to a TV, and alert your HMO if your TV show sends you into cardiac arrest.


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Debate: You Can’t Do That on The Internet! | Fast Company’s Innovation Uncensored

FastCompany

Reddit cofounder Alexis Ohanian and USC’s Annenberg Innovation Lab director Jonathan Taplin are wrapping up the Innovation Uncensored conference with a fiesty debate on where the boundaries of the internet should be. And, we’re talking about a serious debate here: podiums, a coin toss, rebuttals, a bell, a lot of calls of “that is nonsense.” Wow.

This talk was inspired by the heated debate over SOPA (and apparently all the people in the audience who raised their hands when asked if they’d ever pirated a song or movie).

When Taplin was 22 years old, he went to work as the manager for The Band. For many years after they stopped recording, they made a good living – $150,000 – $200,ooo/ year. Eight years ago that stopped. Two of those great musisicnas are now bankrupt.

We live in a world where the only things people care about are intellectual property – software, books, music. But we don’t value them. The income in these industries has dropped precipitously. And, no one seems to care.

There are two typical answers we explore: technology and diplomacy. One we can break; the other doesn’t work.

People believe it should be free – you should just see ads to ssupport the content. Who benefits from free? Reddit benefits from free, Google benefits from free.

Artists don’t. That’s who gets hurt.

The issue isn’t about laws. It’s about volunteering to do the right thing. Starting with Google not selling ads on pirate websites, not linking to pirate websites, not pretending they can’t control the content on YouTube.

Change of sides:

Ohanin wants us to bring us data and hope. He says the data we see from people like Taplin is slective – yes, ticket sales at movie theaters have dropped dramatically, but revenue has held steady and even increased.  Yes, music revenue have decreased, but dollars spent on gaming have increased. With limited dollars, we’ve changed what we buy.

Ohanian is in the industry because he believes in hope. Like Kickstarter, where $99,344,382 has been raised – people giving people money directly for their art. The internet is a global stage where anyone with an internet connection can get access to your work and choose to support you. 10% of the films at Sundance were funded by Kickstarts.

It has a downside, sure – you can no longer build a business model around scarcity. You can’t force people to buy a little black discs.

But this is innovation. We’re going to see more projects like this that let people work with their fans and not treat them like criminals.

Here they begin the hand-to-hand combat:

  • Only 19% of theatrical revenue is from movie tickets. It’s the DVD sales that are disappearing
  • Gaming is using a scarcity model – that’s how they continue to make revenue
  • These flimsy independent models on Kickstarter aren’t serious filmmakers – most won’t get a distribution model
  • Artists cannot compete with free

It’s the business model that’s under debate. Pre selling your work (Kickstarter) or paying per download (only 27% of music downloaded is paid for).

The one part of the music businesss that continues to do well is Music Publishing – the flat fee that bars, stores, etc., pay to play music in their venues. What if we extended that model to the Global ISPs – every broadband subscribers pays a few bucks a month to get access to all the music in the world.

Ohanian sees another model – micro patrons. Harking back to the time when rich people funded an artist painting, say, the Sistine Chapel. Maybe people would pay, say $1/month, for ongoing exclusive access to an artist they care about.

Sooooo – what do you think?

As we wrap up here (i.e. in the last seconds before we dash out for a cab and an airport cocktail), just a quick nod to Baratunde Thurston – the best conference host we’ve seen. Thurston is the director of digital at The Onion and the author of How to Be Black. And, honestly, a complete delight.

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Fostering Innovation at Your Company | Fast Company’s Innovation Uncensored

FastCompany

Danielle Sacks, Fast Company, brought one more panel to the stage to really talk about how best to truly create a culture of innovation:

  • Mark Crumpacker, CMO, Chipotle Mexican Grill
  • Stephen Hoover, CEO, PARC, a Xerox company
  • Bob Lord, Global CEO, Razorfish
  • Sarah Robb O’Hagan, President, Gatorade, a division of PepsiCo

Gatorade started rapidly changing when they asked where else they could compete:  Why are we only making drinks – why not food, shakes, anything an athelete would consume? Why just products? We have more knowledge about atheletic persformance than any other company in the world – why wouldn’t we turn that into a service model?

They believe that the teams who are most successful at innovation passionately believe in the work. At Gatorade, everyone on the team passionately believes in helping athletes be better, faster. Without that passion, it’s like having an orchestra that’s out of tune.

Razorfish’s new business model is moving away from just hiring great creative people to creating products that let them work with clients in new ways. One of the biggest areas they’re innovating in is connected commerce – ways to bring your social network to stores, ways retail can better know you. At the core of that is great partnerships – like working with Facebook to create something novel you’ve never seen or used before.

Lord (at Razorfish) has set a bar for good work: Are we giving clients brand new thinking? Is it our best thinking? It started out as a management mantra, but has been adopted much more broadly. It’s how they continue push themselves and keep the culture innovative.

At Chipotle, they initially believed that the more people who knew about food integrity, the more likely they were to become long-term returning customers. It turned out not to be entirely true because only 20 – 30% of people really care about that. In order to get people engaged in that idea of creating a more sustainable world and taking the exploitation out of fast food, they have to make learning about it a good time – delicious, fun, entertaining. So, Chipotle started a music label (their first song is by Willie Nelson – an iQ fave) and started producing videos and documentary. Oh, and the first video short story they produced >> it’s a delightful cartoon:

At Parc, they believe that every company is a technology company – whether they want to be or not. The companies that have really used technology to innovate experiences have challenging environments – challenging in a constructive way. They make sure criticism isn’t personal. It’s ok to fail. They know if you kill people because they fail, you’ll never get any innovation.

Fantastic reminder from Hoover at PARC: “Doing nothing is not risk free.”

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Innovation Culture at KAYAK | Fast Company’s Innovation Uncensored

FastCompany

Some of the editors of Fast Company were given a chance to bring a favorite innovator to the stage to talk about the founding principles of their company. Tyler Gray, Editorial Director, Digital, Fast Company picked Paul English, Chief Technology Officer and Cofounder, KAYAK.

In his introduction, Gray said that English is what’s known in business as a “weirdo.” He’s got a clicker on the outside of his office (like the kind that bouncers use to count how many people are coming in to a bar). He got it because he doesn’t like large meetings. When he sees 10 or more people in a room who pops in to see what they’re doing - three of you couldn’t do that? More people in a meeting are just more people who can say no.

That’s not the only iconic wackiness he’s added to the 162 person company. There’s a red phone in the dev area – if it rings its a problem with the site and it can’t be answered by a customer service rep, it has to be answered by a developer.

English credits a lot of his companies success (14 million app downloads,  100 million queries/month, profitable since 2008) to hiring the right people and giving them permission to fail. If someone isn’t failing or making mistakes, they’re not innovative. I don’t want 10 person meetings deciding thing. Taking risks is a requirement. We give people ridiculous power to try things and change things.

He looks for people who are fast and good, but also really fun. People who have past successes in different domains – he’s hired people (in part) because they had an Olympic gold medal, claimed a national foosball champion, or became an international grand chess master.At KAYAK it’s team first, customer second, efficiency third. English is working hard to foster the culture that inspires the best work.

English does hand off a lot of the creative to people who he trusts to take risks, but he stays involved in the business. He answers emails, takes phone calls from the millions of users who come to the site.

He says their ads are part of their risk-taking culture.

Like this one – the character is based on a real person who bullied the creative director in high school. He called the bully up to get permission to use his name and then gave a casting and makeup team a Facebook photo to create the character from:

BTW: This is the bully’s real Facebook photo (Revenge is sweet, huh?)

English says, it’s all about knowing when to make rules and know when to let go. It’s very liberating as a manager.

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