Holzer Health System’s humble beginnings can be traced back to a seven-bed hospital that opened more than 100 years ago in the Gallipolis, Ohio region. Since then Holzer has grown into a multi-facility healthcare system, currently offering 20 locations across southeast Ohio.
Holzer’s digital needs have grown too, and the team turned to Geonetric to provide a new content management system and support services to aid their expanding system. The new Holzer site is live, and offers lots of new features and functionality. Here’s a few of the highlights.
In the first week of November, Susan Williams, widow of actor-comedian Robin Williams, stated that his August 2014 suicide was likely related to a condition he had been diagnosed with called Lewy body dementia, which causes a progressive decline of mental abilities.
The media coverage of Mrs. Williams’ statement was huge, and Google Trends took notice. Lewy body dementia was a top-search health term for the week, as Internet users scoured articles, WebMD and other reference sources to learn about this disease.
Google Trends, which started in 2006, has been gathering search data for nearly a decade. Now, Google Trends updates regularly, showing the hot topics from search users for a particular day or week. Click on the topic itself and see what states are driving the most traffic.
Mount Auburn Hospital knew it was time for an upgrade.
In 2013, SOASTA – a cloud and mobile testing company – studied smartphone usage in major metros of the U.S. and found that more than 55% of Boston adults owned and operated a smartphone. Before Nov. 17, 2015, Mount Auburn Hospital wasn’t able to easily reach that audience.
But now that’s all changed.
The launch of their new site comes with features they didn’t have before, including a mobile-friendly, responsive design that keeps the integrity of their brand alive – a brand that’s been part of the Boston community since 1886. Continue reading →
For the past month or so I’ve been working very little with the Geonetric team. We moved to our brand new building last month, and I was pretty focused on that. But I’ve also been working with startup teams on our second floor in the Iowa Startup Accelerator, and will be until November. If you’ve been reading this blog for a while, you know about our 18-month old experiment in which our teams operate without managers. Perhaps this takes the experiment to its logical conclusion: can the teams run without a CEO for three months?Of course the answer is yes.
Today I joined the entire company in our new café for our monthly company meeting. But unbeknownst to me, they had changed it up dramatically. And the modifications they made to the meeting are indicative of the important cultural changes that have been taking place.
We know patients want to choose providers that deliver the highest quality of care. They tell us so in survey after survey, after all. The trouble is – how do healthcare providers tell them they’re good or, at the very least, better than local competition?
The business of communicating quality is a tough one. There is no one clear definition of what constitutes quality healthcare. I think this surprises many people not involved in the field, but those of us who spend our time here realize the complexities of our discipline.
Every specialty has its own elements of quality. But even within a specialty, there are many different ways organizations measure what quality means to them. The number of cases performed can be important, the training the care team has completed may be a factor, adherence to best of breed practices and protocols may be the key as can be the high tech tools available at the facility.
Add to this that no two patients are alike – arriving with different levels of progression with a disease, differing basic levels of overall health and a range of comorbities, all of which adds layers to the quality picture. With all of this complexity, you begin to see the difficulty in delivering solid quantitative measures of the relative quality of, for example, cardiology programs.
The quality data that’s reported to government agencies is little help here. Truly, most patients would be shocked that one of the key metrics for the quality of a cardiology program is how long it takes for a patient with symptoms of a cardiac event to receive an aspirin!
A number of years ago we took pride in the fact that we released VitalSite updates every quarter. Not only was it a significant differentiator from other software developers who struggled to deliver even one release a year, but frequent releases just seemed like the right thing to do. Why? Quarterly updates allowed us more opportunities to help our clients manage their top performing hospital websites. And that’s hard to do when you have to wait a year or more to take advantage of new features.
Over the last few years we’ve been resolute in our commitment to frequently delivering software, and the rate at which we release updates has increased manyfold. In fact, we now consider a quarterly release cadence to be slow and often symptomatic of problems on software development teams. Such problems can be the result of:
A software development team that is incapable of responding quickly to changing market needs, or of quickly deploying fixes and updates to clients. This can be because of anything from code quality to management problems. Regardless of the cause, it should be considered a warning sign for many types of software.
A vendor who has decided to withhold valuable changes and updates from their clients until the marketing team decides that they have ‘enough’ new functionality for them to bundle it all in a release and promote it in the market. This approach is common among software vendors who just want to rack up new sales and have little regard for existing clients.
We did it again! The results of this quarter’s client satisfaction survey (and yes, we do it every three months) shows that our clients continue to value Geonetric as their Web partner. Last quarter, we hit an all-time high overall score of 5.32 on a scale of 1 (lowest) to 6 (highest). This quarter, we maintained that impressive score.
We have a pretty lofty goal for response rate. We need 70% participation, every survey. And you know what? We’ve consistently exceed that goal for more than two years. This time around, 73% of our clients participated in the survey and 92% of those respondents gave us a 5.0 or higher overall score!
It has been a little more than a year since we took the radical step to eliminate traditional management entirely. The goal was to extend the observations we had made from human psychology and the performance of Agile teams to the furthest extent we could imagine. It was truly an experiment: there were a handful of well-known examples to learn from, but the literature is pretty thin on the practical realities of self-organizing teams outside the software industry. And there were no peers that we knew of in eastern Iowa that had gone as far as we were intending to go. So, we rolled the dice and went for it using the best information we had at the time. Since we declared we’d be open about the experiment, it’s about time to revisit where we’re at, what’s working and what’s not. This post will just outline a few of the areas where we’ve seen success, and some where we’ve had difficulty. I’ll use the same format we use each week on each team in our retrospectives. Continue reading →
What is the difference between a project manager and a client advisor?
It’s an interesting question and one we at Geonetric have been answering for some time now. During our company-wide roll out of agile, we refined some of our internal roles, and with that came the transformation of our project managers.
Geonetric’s project managers have always handled more than just timelines and budgets. We are a very hands-on group – we do everything from place content to test new website functionality.
But now, we’ve taken on more of an advisory role. What does that mean for our clients?
What do you get when you gather 150 digital project managers together for two days? A well-organized conference that runs on time.
I spent two days in Philadelphia at the inaugural Digital PM Conference produced by the Bureau of Digital Affairs in association with Happy Cog™. This event is being touted as the first of its kind. There are plenty of conferences that include topics relevant to project managers as a side discussion. But to have a conference dedicated to the trials and tribulations of the digital project manager was definitely unique.
The topics covered how to manage projects from a variety of perspectives. The sessions shared ways to keep projects moving, clients happy and teams engaged. I have to say I picked up some really great tips and met a lot of “my people.”
Rachel Gertz presented “Clients Matter; So Put Your Team First.” This topic fits well into the agile culture we work in daily at Geonetric. Clients continue to make requests and our primary goal as project managers is to keep them happy, but sometimes we do this at our internal team’s expense. We are so buried in the weeds that we forget the needs of our team. If we lose our team’s confidences, we’re sunk.
Change is scary. But what happens when you throw all convention out the window? Like really let loose and do something totally extreme. When you keep doing something over and over that doesn’t work… isn’t that the definition of insanity? So instead of driving yourself crazy, beating your head against the wall doing the same old thing, what’s stopping you from trying something different?
If you follow our blog, you’ve probably heard how we jumped in and implemented agile methodologies throughout our entire organization. Whether you know what that means or not, the bottom line is we knew we could do things better but the constraints of traditional management and organizational structure were preventing us from changing.
At our last company meeting, we watched a video about pit stops. Why? Because it was freaking awesome to watch! The Red Bull team set the record for the fastest pit stop in April of this year. The video shows it in slow motion for a minute and a half, and then the entire process in real time.
So, before you watch it, predict right now how long you think it takes to do a pit stop for a Formula One racecar. Remember it, we’ll come back after you check it out (you will want to put in on HD, and turn up your speakers):
If you’re in the Creative Corridor, you might know that Geonetric is planning a big move next year to the New Bohemia district of Cedar Rapids. We’ve been in our current location since 2004, and while it has treated us well, we’re excited about swapping our current office park for a real, well, neighborhood.
We’ll be on the third floor of a building that will look something like this:
Rendering of the new Geonetric building in New Bohemia, Cedar Rapids, Iowa
If all goes according to plan, the new facility should be ready in the Spring of 2014. This is an important move for Geonetric for a couple of reasons: Continue reading →