HIMSS 2018 is creeping up and I am sure your head is about to be spinning with booths, elevator pitches, and more swag than your suit jacket pockets could ever hope to hold.
Adopting innovative technologies in healthcare is something that has the power to transform care delivery, but it's also something that requires intensive thought, analysis, and planning. But above all, innovation adoption requires leadership that deeply understands the pain points and needs of the providers and patients they serve.
Last year was a discouraging one for healthcare data security, and this year seems to be off to a rocky start as well. With attacks becoming more commonplace and damaging—and with medical information more valuable than ever—healthcare organizations are beginning to put a greater and much-needed focus on protecting patient data.
Last week, we kicked off our "Leaders in Innovation" blog series with a spotlight on Roy Rosin of PennMedicine. The goal of this series is to hear from the actual people driving the adoption of innovative technologies in healthcare—and learn about the initiatives they're most excited about in 2018.
The Washington Post headline was chilling: “CDC gets list of forbidden words: Fetus, transgender, diversity.”
Could there be censorship at the Centers for Disease Control and Prevention (CDC)? How could the federal agency charged with improving the overall health of the public operate effectively while banning scientifically precise (yet politically volatile) words like “fetus”, "evidence-based" and “transgender?”
The advancement of healthcare hinges upon leaders that are forward thinking, ambitious, and attuned to the needs of the populations they serve. Balancing the requests of providers with the needs of patients is no small task, which is why leading healthcare organizations rely on their Chief Innovation Officer to listen, evaluate, and guide them toward implementing the tools that will strengthen and advance their quality of care.
Last week, the ball dropped, a new year dawned, and we smooched our lovers. I woke up the next morning with the breath of a new year and decided to take a look back over our Redox journey to reflect on where we've been and share where we're headed. Surprisingly, our startup journey has closely aligned with the Gregorian year marker. I guess that's the psychology of the new-year's-reset we all give ourselves. Review. Exhale. Restart.
In announcing its deal to acquire Aetna, CVS Health President and CEO Larry J. Merlo promised that they will “remake the consumer health experience” by merging the analytics of Aetna with the human touch of CVS. The resulting business promises to “provide consumers with a better experience, reduced costs, and improved access to health care experts.”
This post is from an on-going series from our engineering blog, Shift6, which features developer-focused content. For the first part of the Redox Microservices Journey series, click here; for the second, click here.
At Redox, we're taking a pragmatic approach to building microservices, especially in how we handle cross-cutting concerns. Most refer to this part of a microservice ecosystem as the chassis—things that every microservice needs to have in order for us to be confident that it's a quality product. The chassis includes: