Hard Way MBA

Balaji Ramadoss: Future of Healthcare Balaji is the Founder and CEO, Edgility, where he is enabling a cognitive Healthcare disruption. Before launching Edgility he earned a PhD and worked in Healthcare for last 15 years as CRO for Tampa General and VP of Technology Experience for Stanford Healthcare Palo Alto. Prior to leading large teams, Balaji was in Public Health and responded to Hurricane Katrina, Deploying as tech consultant where he developed the first command center based on healthcare needs. Healthcare Disruption / Transformation Healthcare is ripe for disruption, where do start looking at this big system to create disruption? Healthcare is inefficient; Inefficiency is unethical Clinicians are the most important aspect of the equation Healthcare lacks situational awareness Joy in Practicing Medicine: Physicians, Nurses and Care Providers got into medicine the patients and the joy of practicing medicine, yet we hear a lot about physician's being very dissatisfied with their careers. What do you guys see happening here? Clinicians should focus on patients. Visibility of logistics should be taken care of for them. 'I' in the middle of the triangle. 2008 -> Today We've implemented tech so fast that we didn't re-engineer the process. Help healthcare unpack transaction system of data. Think about radar for real time pings. Design Thinking. First stage, empathy. Do you understand the problem emphatically? Broke Healthcare into 15 domain areas and now 6 core offerings. Flare... Deep experience helps them to identify the domain ares. Start with empathy. Chose orders management first. Revenue cycle. Care management. Interdisciplinary communication - Dr's talking to themselves. Formed design teams. Made of clinicians, not admins and techs. Worked directly with these teams. Brought all of this back to the patient experience. Flare back up by looking at workflows, EMRs, etc. for ways to create triggers and events Situational Awareness. I've heard you talk about Situation Awareness as part of the solution. Can you explain what that means to you? How do you create that in such complex healthcare environments? Definition: At any point in time do you know what's going on? Supply Chain: Tracking packages. In Healthcare. Doctors and nurses have so many logistics to manage that it's difficult for them to see the whole picture. What's Next in Healthcare? Healthcare is not simple. Will not be simplified like Uber. Genomics are the next wave. Won't make it simpler. Will make it more complex. Without cleaning up foundation getting there will hard. Precision medicine. Fee for performance. Standard questions One piece of tactical advice you'd give our ambitious corporate audience that they can put in place today to help them change their life / career? When you have doubt, look past the curve. Where you see is where you go. (Very Zen & the Art of Motorcycle Maintenance if you ask me.) Best business book you've ever read? John Kaag: American Philosophy: A Love Story AND... Connect: LinkedIn: Balaji Ramadoss Twitter: @techofficer Email: balaji@Edgility.io

Help us understand what's really important about identifying your 'Why'? * Comes from stories from our past. * Special moments in our life often tied together by a golden thread. * For her it was the culture of her family. * I create an environment that empowers people to try to they transcend limits. My listeners are ambitious corporate professionals, many in sales. They have have nice jobs and are looking to climb the corporate ladder. I hear them saying, Jason, Kristen, this 'Why' thing sounds great for startups, founders, young people, but I don't see where there's room in my career or how it really matters to me making my number this year or getting the next promotion to Director or VP. Kristen, how do you answer this? * Do we have to quit our jobs or change careers discover or live our why? * * 87% of the world is disengaged at work. The why helpps you undrstnd how you can and should contiribute everyday at work, home, school, etc. * Becomes more like a compass. * Everyone at their company goes through 'Why Discovery' * For sales especially, the why is so important. The why is actually what drives decision making. * Have you seen your employees go on to other companies and extend their why into another place? * * Helps people see what they're actually good at. * How can they find someting that is actually a great fit. * See people changing majors, doing many different things with their life. * I have a certain standard of living and family expectations I'm not willing to compromise. How do I make a this work? I'm convinced that understanding and living my 'Why' is important. How do I get started? * Watch the TED talk. Read the book. Workbook coming out soon too. * Start recording the things that are fulfilling to you. What happened that day? Write it down. * Seems that identifying my 'Why', if it's so important, so passion driven, should be easy. Personally, I don't find it easy. I've personally thought about this a lot and I'm not confident that I have clearly identified and articulated my Why. Help us get through these struggles, which I hope are fairly common. * * Golden Circle is the Cross section of the brain. Limbric Brain drives decision making. Why lives in that part of our brain It doesn't * How will I know when I've found it? * * Actual why discosvery: you'd not leave with your why in perfect condition. Needs to simmer. * She dones't even love the words of her why. Feels 90% there. No reason to stop working on it. * Will it change overtime? * * Dependant on the person. * The purpose is about finding fulfillment. * In general, why isn't chnaging it is often more abot * There's an unsaid fearful assumption floating around here: "If I find my Why and it's very different than my current life, I'll have to make significant changes. Those changes may hurt people I care about. They may put me very insecure positions. etc." Most of us won't articulate this fear but it's in there if we dig enough. How do you see clients overcoming this? * * So many people are completely unengaged at work. * Definition of success has changed. Loyalty isn't the game anymore. * How much of this, meaning the process of understanding and living my 'Why', is inner game (going on withing my own mind) vs. outer game (behaviors and actions other people can see)? * * Not knowing the why will create a disconnect. * When we know the why, it gives you something to talk about. * It's more transparent about who we really are. * Do you have tactical advice for making real life changes to our situation (jobs, relationships, etc) based on the Why we've discovered? * * Let's try to piece together, understand what makes me happy and fulfilled and do those things more. * This is not about abandoning something you've built for years. This is about doing more of what makes you tick, makes you happy, it makes you more productive. Standard questions * One piece of tactical advice you'd give our ambitious corporate audience that they can put in place today to help them change their life / career? * * Call one or two people who have worked with you closely to ask what your biggest contribution is? What made me different. * Best business book you've ever read? * * Delivering Happiness, Tony Shea Contact Kristen: Twitter: @KristenHadeed Web: www.Kristenhadeed.com Get your home / office cleaned! Student Maid (Available in select areas)

Who are you in a sentence or two? * I teach advanced social skill and personal magnetism. * Art of Charm. High Performers looking to go to the next level. * Seal Team 6. The Art of Charm sounds like a pick up artist training but that's not at all what you do. What does 'Charm' have to do with business success? * "Networking" * Charisma. Like & trust factors. * It's the secret game happening around you. People who are good at any job at all have this soft skill on lock. * "I know I'm going to be a cubical robot for my career unless I get this down..." * It becomes real obvious who's leader Listening, reading and studying your material it seems there are a few fundamental skills that everyone needs to master. Perhaps we can dive into each of these ideas in the context of a standard business networking event. Let's assume it's a happy hour / cocktails with good attendance and a variety of attendees, including some fairly heavy hitters. Most people do this wrong... Hey 'Jason Thomas nice to meet you...' BNI meeting style. Begins before you walk in the room. * First impressions begin well before you open your mouth * People see you enter the room, interacting with others, looking at your phone, * We judge subconsciously - even if we're consciously flexible. * Cannot undo the first impression. * When you became a blip on the radar - that's the first impression. * We filter the first impressions through our own emotional baggage. Exercise: Create a non-verbal presence without even thinking. * Upright, open positive body language. * Do this regularly. It's great, friendly, first impression. * Do this every time you walk through a doorway. This way, you're always resetting and you're doing it at critical points. * Now you're also creating a habit. Clothes: - The things you want to focus on are to - Look just professional enough to pass muster and be comfortable Talk to people * Go up to someone who's not comfortable. * They're not the glad handers, they're often too comfortable and are working the room to make a sale. * Be very comfortable. * Focus on helping other people. * Introduce people who are nearby. How do you get into a conversation with even one of your 'heavy hitter targets'. * figure out where they are before the event. * Do the social media search. Facebook, LinkedIn, Twitter, etc. * Find the connections and reach out to those people. Ask, 'how do you know Dr. Feinberg'? Do you mind introducing me to him? Explain the event and that you'd like to meet with him at the event. * When that person is swarmed at the event, you now have permission to step in and introduce yourself and say you'll wait for him to be available. The small connection is a more comfortable scenario. * They may also be interested in not talking about their profession, but their interests, therefore being personal, connected and interested. * Cold intro based on mutual interest Top secret: Find out if they have dietary restrictions. Look it up on line and give them recommendations, invite to dinner. When do I actually get their help? * Law of Reciprocity. You have little professionally to offer the top guys in your field. What you can as for is advise... If you were a young person in the industry, what would you do? How can I make myself more valuable to people like you? * Keep in touch. The more irons you have in the fire, the better your chances. Your Favorite business book? How to Win Friends and Influence People, Dale Carnegie jordan@theartofcharm.com The Art of Charm Podcast

Scott McNabb Vice President, Sales, Enterprise South Oracle Marketing Cloud Newest and fastest growing SaaS Executive confidence in marketing? * 77% of Marketers use awareness as their measure of effectiveness, * Marketers mistake Engagement for Conversion * Engagement metrics: open rates, page visits, tweets, impressions, Likes * Revenue targets... How do marketers position themselves as close to revenue as possible? * The further away you get from Revenue the larger the target on your back becomes. * Conversion metrics and being able to track from engagement through funnel entry and then through lead to opportunity conversion noting engagement all along the way. * Attribution vs. influence becomes a “Possible” discussion. * marketers are drowning in a sea of activity. Combining data sets & creating models to reach the bigger audience that act like best customers? * The world has changed from list builds and 1 st party CRM data, to now the need to combine first party with 2nd and 3rd party… How does Marketing get and maintain a seat at the boardroom table? * Marketers tend to use marketing speak. * Don't tend to build ICP (Ideal client persona) * We can now look at the IPC and compare that to a money conversion event, as opposed to brand centric. How to deal with a CEO who is a clueless when it comes to digital... * 73% of CEOs say their CMOs lack business credibility. * CFO has tools like ERP, Account system. It's about $ * Chief Rev. officer has close rates and deal value * CMOs haven't had $ metrics. * Put markers in place that describe successful marketing. Must be able to clearly articulate "What's the value of marketing to this company?" How to broker a conversation internally (with different lines of business) about how to build a better model for customer-centricity.... * CMOs have to start working backwards from customer centricity. * Educate about how customers see the world and how we, as a business, can align with the customer. * CMOs have to get better at describing marketing contribution to revenue * Technique, tactics are really 4th in the line of discussion. * "Arts and crafts' marketers, brand marketers, need to arm themselves with the science. Defining Terms Adtech * Traditional display ads that now know more about you. The Unique visitors. * Previously the world of agencies. Martech * Outbound against a named visitor. * email marketing, etc.

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How do some get so much more from LinkedIn than others? About Dustin Writer on LinkedIn. 20K+ followers 2MM views of blogs Columnist Most salient points for professionals The way you think about LinkedIn is important. You can use it as a passive platform or active. Active is much better. A good profile... Have a photo, a professional one. For some, that means a suit and tie, others it's at your desk Position descriptions are complete. Don't treat them like a chance to recite everything you did. Treat it like a chance describe how you bring value. Ask for recommendations. Easiest to give them first. Complete the profile and give people a nice way to understand who you are and what you do. Order of content areas. Highlight what's most valuable first. Using the bloging platform, Pulse, on LinkedIn. Good distribution Wrote first post in July 2014 about second employee in a startup. Received 900 views. Second article 4-5 days later about getting an MBA was written for an audience of people who need the MBA as a career qualification. that post went viral and got 22k views. Later wrote a post that received 500k views. Has now written 185 posts for LinkedIn. LinkedIn has an algorithm that identifies what posts to feature. Is now manually featured by certain editors What have your learned and can systematize about writing for Pulse? There are probably 10 people who have written for Pulse who have built a similar sized platform as him. Only 2 of them had any writing background before starting If you're interested in writing, start by writing about things you care about. Do something compelling, not appetizing. Something with 'fire in the belly' gets more attention than technically well written material. It's all about interacting with people. Groups Are they really active? Most are short-lived if ever lived. Most are too big or too small to be a community. You need to evaluate each group one at a time and be willing to abandon them. Interacting with people... Look at who is engaging with the post then go to their profile. Look at their post, be curious and proactive in helping them. Look for ways, find ways, to help the people who look at your profile. Use this as a basis to build a dialog. Look for Pulse content that resonates with you and is in your area of interest / expertise. Comment on the article, comment on the comments. Engage more deeply with individuals. Most people generally operate with some sense of kindness and of the golden rule, online people don't necessarily have the same level of care / reciprocity. Being decent, kind and caring to people who do share of their time and efforts. Your favorite business book? Michael Lewis: Money Ball & The Big Short Fiction books will make you a better writer: The Miracle Life of Edgar Mint What one piece of actionable advice? Career growth is not only about the credentials you get Look at what investments you can make into other people He could go out an get another degree, which may look good on your resume You could also give great advice to a potential client or employerer

Introduction: I’ll ask you to tell us what you do in a sentence or two. * Director Corp Dev at SunEdison * Integration of acquired companies in NA * Setting up global shared services center. You’ve worked as a consultant at one of the large global consulting firms and ‘in-house’ on M&A with a very fast moving corporate player. Can you compare the two environments? * 8 - 9 years on PwC on audit side. * Exposure into non-account work and he saw that he couldn't 'speak the language' of other parts of the business. * swimming pool - swims the whole pool. Consulting vs. in-house? * Mind set is very different. Serving in a client service role objectives are a little different. At the end of the day in house you'll still be here. As a consultant, that might not be the case. Your companies name is attached to it, not your own. * There's a higher level of accountability building the house that you have to live in. * Drive of the people in consulting is different. In corporate, you'll see different motivations, not necessarily all on the same page. Contrast the differences. * Leading by influence. Getting everyone on the same piece of music. Easier at a consultant. For the last several years, you’ve been focused on M&A activities. Can you give us some context of the work you’ve done… * Merger and integration. * Buys two types of companies - those with people, those without. * FirstWind Deal - entire company - 250 people * Projects * Split between finding deals and integrating them. * Buying a company isn't easy. Making it work is also difficult. Can't just throw it over the wall and expect them to coexist. As you’re looking at a possible acquisition, when do you typically get involved? * doesn't work very well to bring in an integration team too close to the deal being done. * Should all tie into the valuation model. Need someone who can see the synergies and help with valuation. * When you bring everyone into the game early and get buy in on a road map for integrating the two entities - cost savings, new business, etc. For those of us on the outside looking in, give us a sense of the work that’s gone into an acquisition before any news becomes public? * Typical lifecycle: NDA * Diligence & preliminary term sheet * Sign a PSA, purchase and sale agreement * Sign to close varies Once your team has settled in on the idea that a specific transaction will go through, what are you looking for within the firm to maximize the value of this acquisition? * You can either save $ or drive more $ * Cost savings: * Business A isn't going to do something anymore - may also cost rev. * Duplicative back office functions * Complementary supply chains * Revenue Side: * Cross-sell or up-sell to current customer lists * Partnerships * Technologies each company may have * Sometimes you're betting on the future of a technology paying There’s likely a significant value factor – the business model, horizontal / vertical integration, specific book of business. I’d imagine in every transaction, there’s one big value driver. Is that right, or am I missing something? * Is there a theme associated with it. * FirstWind: Wanted to get into wind. Directionally, it was about getting into wind. Also sub-components. The audience for this podcast are ambitious corporate professionals. What one piece of tactical – go implement today – advice do you have for this group? * Everything needs to drive some kind of value. * On a macro level that may take months * On a daily level - you need to know what you're doing that will drive the highest value. * What is the highest and best use of your time. What’s your favorite business book? * Coopitition, Game Theory, 3D negotiations. * Dale Carnegie, How to Win Friends and Influence People Tell Chris thank you on LinkedIn. chawkins@sunedison.com

Change Mgt in a real project: Hardwaymba.com/changemethodology * Walk through the change framework * Have a methodology to follow. * 4 quadrant. * Discuss the communications plan * How is that plan executed? * Who’s involved in executing it? (Leaders & Champions) Leaders & Champions (two different posts) * What is a change champion? * How important are they to the change process * How do we get them engaged? * What would we like to see them doing throughout a project?

What: Now that I have the why what do I do with it? Communications. Please define for us in this context? * Guides the course of what we'll do this program. Layout for us a simple communications plan? * Segmented audiences by role and disposition. * Must iterate assessment and communications over the project. * Repetition matters. 7 times over 3 mediums * What message are we sending? What format does it take? Audience to receive? When? Do we learn and adapt the communications as we go? * Communication plans adapt from building awareness in the beginning to taking action at the end. * Beginning: You need to know what's up. * End: You need to take action. * Peaks and valleys of a project will address changing conditions of the program. Who does this typically play out in a real project? (We’ll save that for next time)

Last time we talked about an ROI for change. I’m sure that got some attention. Now, it I want to start thinking about managing change, where do I look first? * Often we think about communication and training. * That's good and is a portion of the change effort. * First thing you need to determine is 'Why'. * Change happens 1 person at a time. * Must hook people early. How do you uncover the ‘why’ for end users / stakeholders? * Small minority of people like to change. * We like what we know. * Change equation for each person is different. * Most projects have a mission / vision. Often the 'why' for the business but not WIIFM? * What's the case for change for the audience members. * Iterative discipline. Audiences themselves change so your plans must change with them. * Must do the stakeholder assessment / analysis. Impact on them? Their impact on program? Their current disposition and future state disposition? Once I have the ‘why’ what do I do with it? (I’ll ask but we’ll have to save that for next time)

Change Management: Soft side / tangible ROI. Can you quickly define change management for us? * Tech implementation are often all about getting tech right. No Defects. However, that does not define success. * Projects are about creating outcomes and that is often about the people. * Need to ensure people are ready, willing and able to function effectively. I’ve heard many people refer to change as an overhead cost or say that it’s difficult to put a tangible ROI together for it. How do you address this? * Are we ONLY protecting an asset, like insurance? B/C I’m not a fan of insurance, I prefer the risk. * If you're investing $1M in a system and expect $3M in return. What if no one uses the system? * Typically there's 70-80% of the value is dependent on people using the system. * Projects that deploy change are 6x more likely succeed. * IBM GBS study: 2/3 of projects are not successful because we don't address change correctly.

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We're 50 days into 2016, how are you tracking on your goals? Breakdown the objectives into roughly 52 sub blocks of activity. Schedule time once a week to get real with yourself. Improving and getting the results requires doing the work. It should hurt some - it should stretch you to #grow and #achieve.