An inspirational talk on the importance of creating a meaningful enterprise culture and establishing key organizational habits that can lead to business growth & success - from the Telehealth Failures & Secrets To Success Conference: vsee.com/telehealth-failures-conference

1. Prentice Tom, MD FACEP
2016 VSee Conference:
Secrets to Success
The Asian Financial Crisis,
Bosnia and Jeet Kune Do
Culture, Team and Adaptability:
The Keys to Enterprise Success

2. CEP America
2000 → 2016

3. Enterprise Success = Creating a Differentiating Value
through Innovation

4. Ski tough or go home!
Whoa, steep!!

5. What’s up
with
zombies?

6. Jay Jenkins Feb 28, 2014 at 8:08PM
You've worked hard, saved money, and even
started investing. You're prepared for a
financially fit future. That is until the hoards
of zombie marauders come knocking. In the
zombie apocalypse, where should you stash
your hard-earned money?
Gold has been a store of value for as long as
goods have been traded. People want gold,
a finite resource, which drives its value far
beyond its intrinsic value. And in a zombie
apocalypse, I think gold would do quite well.
If society collapses, those who survive will
likely turn to gold as the de facto currency of
post-apocalyptic trade.

7. Overstock.com is prepared for the worst, with a stockpile of precious
metals in a secure location in Utah.
The company has enough food, and cash stored up to survive a disaster
scenario that would doom the average retailer, CEO Patrick Byrne told
Buzzfeed News.
That means hiding away $6 million in gold… in an undisclosed “safe space”
in Utah, plus a 30 day supply of food.

8. 1997 Asian
Financial
Crisis

9. South Korean Stock Exchange
1997 - 1998
Estimated time to recovery = 10 years

10. South Korean Stock Exchange
1998 Recovery
Actual time to recovery = 18 months

12. South Korean Stock Exchange
1998 Recovery
Actual time to recovery = 18 months
Since 1997, South Korea has managed to triple its per capita
GDP. Indeed, it resumed its role as the world's fastest-growing
economy…
…catapulting South Korea into the ranks of the world’s
wealthiest nations. South Korea’s ability to endure hardship and
bounce back points to another lesson: the need for a sense of
shared purpose and willingness to sacrifice. South Koreans
rallied to help their nation, spending less, saving more and
learning to be more competitive.
_______________
1https://en.wikipedia.org/wiki/1997_Asian_financial_crisis[11/19/2016 4:26:28 PM]
2 Nytimes.com/2011/01/07/world/asia/07seoul. Lessons Learned, South Korea Makes Quick Economic
Recovery. Martin Fackler, Jan. 6, 2011

13. Alone we can do so
little.
Together we can
do so much.

14. Bosnia was a
crazy place
to be in ‘93.

17. Evil triumphs when good men do nothing.
- Edmund Burke

18. 600-800 patients /day (14 hours)
8 Million citizens
300,000 deaths

19. Essentials for Prevailing
Against Immense Challenge
Strong Culture
• Camaraderie
• Respect
• Resolve
• Engagement
Team Coordination
• Shared mission
• Focused effort
• Sense of purpose
• Communication

20. Culture = f (Leadership)
Communicating the Why is Critical
Illness and suffering triumph
if care providers do nothing.
We have the opportunity
to make change that matters

21. Hmm, I wonder if
that snowball
will turn into an
avalanche?
Dude, that
would be
total
chaos!!

22. Edward N. Lorenz
Chaos Theory
Does the Flap of a Butterfly’s Wings in Brazil
Set Off a Tornado in Texas?(1972)
 Long range forecasts are impossible to predict
 “Small” events can have unexpected consequences

23. The Libby Zion Example
Died 1984 at NYHCMC
 Meperidine + phenelzine
Resulted from long hours and lack of supervision
Resident work hour limits, direct supervision, and cap on
admissions

24. Libby Zion
 … consequence of the regulatory changes in physician
training… is the loss of professionalism by
physicians… now viewing themselves as hourly
workers … may sever the bond between doctor and
patient - a bond that has been the bedrock of our
conception of a physician.
The Bell Commission: Ethical Implications for the Training of Physicians 136-139 Ian R.
Holzman, M.D. and Scott H. Barnett, M.D. The Mount Sinai J of Med, 67 (2); 2000

26. If we can’t predict the future,
how does an organization deal with uncertainty?
Organizational Jeet Kun Do

27. “The most efficient means of countering is the stop-
hit...When an opponent attacks, you intercept his move
with a thrust or hit of your own.”
 Before the client can say: “We need the physicians to
see patients faster.”
 CEP has already said: “We have created a program
that improves patient flow.”
Understand your customers so that you can predict
and respond.

28. “I hope to free my followers from clinging to styles,
patterns, or molds. ... My movements are simple, direct.”
Patient experience: Callback Program
Airway Risk: Difficult Airway
CMEMD – RN Communication: Board Rounds
Be laser focused.

29. “Put water into a cup, it becomes the cup.
Put water into a bottle, it becomes the bottle.
Put it into a teapot, it becomes the teapot.
Be water, my friend.”
Population health is an issue
Readmissions is an issue
Bundled payments is an issue
CEP is population health programs
CEP is decreasing readmissions
CEP is bundled payment
“Aggressive Adaptability”

30. Aggressive
Adaptability
??
The slope is flatter.
No need to peddle
hop. I can just
link my turns
You have the culture
You have the team.
You have the capabilities and resources.
Still…

31. Without the 1% inspiration,
the 99% perspiration is just wasted effort.

32.  Fragmented, difficult to access, risk averse
client
 Long sales cycle (bandwidth, evaluation time, low margins,
cost over revenue mentality due to largely fixed revenue)
Our Healthcare Environment
 BD resources are critical
 Capital and organizational fortitude
(to survive > 5-7 years without sig revenue)
 Consider your exit strategy at the outset
 E.g.: merging with a large player

33.  Technology
 Interoperability
 Big data
 Uniformity through care algorithms
 Provider clinical management through EMR
Our Future Healthcare Environment
 Commoditization of care and technology
 How you partner with payers/providers will be
as important as your product
 Your value proposition will be your relationship with clients –
consider how you will innovate in this area
 Eg: Data without programmatic application has little value
 Eg: Telecom that doesn’t address delivery system processes will
have little impact (and longer adoption).

34.  Commoditization of payers/providers
 Consolidation
 Convergence
Our Future Healthcare Environment
 Large players integrated in local environments
 “Medicine without Walls”

35. Understand how you fit (your value proposition), and be
prepared for the changing paradigm in health care
delivery.

36. CMS Programs
Evolving Value Proposition Through
Innovation
Callback
Program
Patient Flow
RME
Risk Management
CDI / CMI
Population Health
Strategy
Palliative Care
Integrated Clinical
Pathways
Psychiatric Emergency
Services
Telehealth
Service
Excellence
Patient Experience
Practitioner
Education
EMR Support
Knowledge Management
MD – RN
Relationships
Sepsis Program
ED Ultrasound
Leadership Training
Client Relationships
Product
Enhancement
Infrastructure /
Operations

37. “Signature
Competency ”
Your unique enterprise value proposition(s)
that differentiate your organization’s brand.
Core Competencies

38. Medicine without Walls
Culture
Team
Aggressive
Adaptability
Signature
Competencies

39. and enjoy these days.
Prentice Tom
PLTom@aol.com
Ski tough….