Archive for the ‘artificial intelligence’ Category
Well, the introduction of the BlackBerry 10 OS has come and gone, Research In Motion renamed itself as “BlackBerry,” the new company announced two new products, and the market mostly yawned.
Then again, many in the market seemed to find something to love about either the new interface and/or the new devices. David Pogue, the New York Time’s technology columnist (who typically leans towards being a Machead), wrote a surprisingly favorable review . Then again today, he opined again in a post entitled “More Things To Love About The BlackBerry 10.”
With that kind of ink, don’t vote the tribe from Ottawa off of the island just yet!
As I pondered the fate of the BlackBerry milieu, it struck me I hadn’t spilled any ink lately myself about IBM’s Watson, who’s been studying up on several industries since beating the best humans in the world two years ago at “Jeopardy!”
Turns out, Watson’s also been looking to apply to college, most notably, Rensselaer Polytechnic Institute. Yesterday, IBM announced it would be providing a modified version of an IBM Watson system to RPI, making it the first university to receive such a system.
The arrival of Watson will enable RPI students and faculty an opportunity to find new users for Watson and deepen the systems’ cognitive computing capabilities. The firsthand experience of working on the system will also better position RPI students as future leaders in the Big Data, analytics, and cognitive computing realms.
Watson has a unique ability to understand the subtle nuances of human language, sift through vast amounts of data, and provide evidence-based answers to its human users’ questions.
Currently, Watson’s fact-finding prowess is being applied to crucial fields, such as healthcare, where IBM is collaborating with medical providers, hospitals and physicians to help doctors analyze a patient’s history, symptoms and the latest news and medical literature to help physicians make faster, more accurate diagnoses. IBM is also working with financial institutions to help improve and simplify the banking experience.
Rensselaer faculty and students will seek to further sharpen Watson’s reasoning and cognitive abilities, while broadening the volume, types, and sources of data Watson can draw upon to answer questions. Additionally, Rensselaer researchers will look for ways to harness the power of Watson for driving new innovations in finance, information technology, business analytics, and other areas.
With 15 terabytes of hard disk storage, the Watson system at Rensselaer will store roughly the same amount of information as its Jeopardy! predecessor and will allow 20 users to access the system at once — creating an innovation hub for the institutes’ New York campus. Along with faculty researchers and graduate students, undergraduate students at Rensselaer will have opportunities to work directly with the Watson system.This experience will help prepare Rensselaer students for future high-impact, high-value careers in analytics, cognitive computing, and related fields.
Underscoring the value of the partnership between IBM and Rensselaer, Gartner, Inc. estimates that 1.9 million Big Data jobs will be created in the U.S. by 2015.
This workforce — which is in high demand today — will require professionals who understand how to develop and harness data-crunching technologies such as Watson, and put them to use for solving the most pressing of business and societal needs.
As part of a Shared University Research (SUR) Award granted by IBM Research, IBM will provide Rensselaer with Watson hardware, software and training.The ability to use Watson to answer complex questions posed in natural language with speed, accuracy and confidence has enormous potential to help improve decision making across a variety of industries from health care, to retail, telecommunications and financial services.
IBM and Rensselaer: A History of Collaboration
Originally developed at the company’s Yorktown Heights, N.Y. research facility, IBM’s Watson has deep connections to the Rensselaer community. Several key members of IBM’s Watson project team are graduates of Rensselaer, the oldest technological university in the United States.
Leading up to Watson’s victory on Jeopardy!, Rensselaer was one of eight universities that worked with IBM in 2011 on the development of open architecture that enabled researchers to collaborate on the underlying QA capabilities that help to power Watson.
Watson is the latest collaboration between IBM and Rensselaer, which have worked together for decades to advance the frontiers of high-performance computing, nanoelectronics, advanced materials, artificial intelligence, and other areas. IBM is a key partner of the Rensselaer supercomputing center, the Computational Center for Nanotechnology Innovations, where the Watson hardware will be located.
Flanked by the avatar of IBM’s Watson computer, IBM Research Scientist Dr. Chris Welty (left) and Rensselaer Polytechnic Institute student Naveen Sundar discuss potential new ways the famous computer could be used, Wednesday, January 30, 2013 in Troy, NY. IBM donated a version of its Watson system to Rensselaer, making it the first university in the world to receive such a system. Rensselaer students and faculty will explore new uses for Watson and ways to deepen its cognitive computing capabilities. (Philip Kamrass/Feature Photo Service for IBM)
Im my capacity as a cheerleader for my virtual big brother, IBM’s Watson technology, I’ve received a lot of questions along the way about how does IBM plan to use the technology in industry, and how can we most effectively put Watson to work.
Great questions, and the answer is, it depends.
Yesterday, for example, we announced a new program in partnership with the Cleveland Clinic in Cleveland, Ohio, that will create a collaboration to advance Watson’s use in the medical training field.
The IBM researchers that built Watson are going to work with Cleveland Clinic clinicians, faculty, and medical students to enhance the capabilities of Watson’s Deep Question Answering technology for the area of medicine.
Calling Dr. Watson
Watson’s ability to analyze the meaning and context of human language and quickly process information to piece together evidence for answers can help healthcare decision makers, such as clinicians, nurses and medical students, unlock important knowledge and facts buried within huge volumes of information.
Watson has been gaining knowledge in the field of medicine, and Cleveland Clinic with IBM recognized the opportunity for Watson to interact with medical students to help explore a wide variety of learning challenges facing the medical industry today.
Rather than attempting to memorize everything in text books and medical journals (now acknowledged as an impossible task), students are learning through doing — taking patient case studies, analyzing them, coming up with hypotheses, and then finding and connecting evidence in reference materials and the latest journals to identify diagnoses and treatment options in the context of medical training.
This process of considering multiple medical factors and discovering and evidencing solution paths in large volumes of data reflects the core capabilities of the Watson technology.
Watson Providing Problem-Based Learning Curriculum
Medical students will interact with Watson on challenging cases as part of a problem-based learning curriculum and in hypothetical clinical simulations.
A collaborative learning and training tool utilizing the Watson technology will be available to medical students to assist in their education to learn the process of navigating the latest content, suggesting and considering a variety of hypotheses and finding key evidence to support potential answers, diagnoses and possible treatment options.
“Every day, physicians and scientists around the world add more and more information to what I think of as an ever-expanding, global medical library,” said C. Martin Harris, M.D., Chief Information Officer of Cleveland Clinic. “Cleveland Clinic’s collaboration with IBM is exciting because it offers us the opportunity to teach Watson to ‘think’ in ways that have the potential to make it a powerful tool in medicine. Technology like this can allow us to leverage that medical library to help train our students and also find new ways to address the public health challenges we face today.”
Watson Will Learn From Medical Students
Students will help improve Watson’s language and domain analysis capabilities by judging the evidence it provides and analyzing its answers within the domain of medicine. Through engagement with this education tool and Watson, medical students and Watson will benefit from each other’s strengths and expertise to both learn and improve their collaborative performance.
The collaboration will also focus on leveraging Watson to process an electronic medical record (EMR) based on a deep semantic understanding of the content within an EMR.
The shift is clearly away from memorization and towards critical thinking where medical training programs will help student to use powerful discovery and language analysis tools like Watson to help them evaluate medical case scenarios and find evidence to help them carefully rationalize decisions. The physicians will rely on their own experience and expert critical thinking skills to read the evidence and make the final judgments.
“The practice of medicine is changing and so should the way medical students learn. In the real world, medical case scenarios should rely on people’s ability to quickly find and apply the most relevant knowledge. Finding and evaluating multistep paths through the medical literature is required to identify evidence in support of potential diagnoses and treatment options,” said Dr. David Ferrucci, IBM Fellow and Principal Investigator of the Watson project.
Over time, the expectation is that Watson will get “smarter” about medical language and how to assemble good chains of evidence from available content. Students will learn how to focus on critical thinking skills and how to best leverage informational tools like Watson in helping them learn how to diagnose and treat patients.
IBM and Cleveland Clinic will discuss the role of Watson for the future of healthcare and healthcare education this week at the Cleveland Clinic Medical Innovation Summit being held October 29-31, 2012 in Cleveland, OH.
I sat down recently at the IBM InterConnect event in Singapore to conduct a fascinating mid-year employee performance review for IBM’s Watson technology with Watson GM Manoj Saxena. You can see the fruits of our discussion in the video below.
This morning on the IBM InterConnect stage, IBM general manager for the IBM Watson Solutions organization, Manoj Saxena, explained to the gathered audience in Singapore how IBM has taken Watson out of its “Jeopardy!” TV show playground and put Watson to work!
I last discussed Watson with Manoj this past April at the IBM Impact event, when Watson had just matriculated into the workforce, getting jobs in both the healthcare and financial services industries.
During our interview yesterday here at IBM InterConnect, Manoj and I conducted a mid-year performance review for Watson, and the evaluation was overwhelmingly positive — Watson will continue to stay gainfully employed, but as with any cutting edge technology, there are always areas for improvement.
We discussed all of this, and how Manoj’s team has made Watson smaller and smarter, during our interview here in Singapore. Manoj also explained how Watson has really become a demonstrable example of “one of the most dramatic shifts we’re going to see in our life times,” the shift from transactional to cognitive computing.
You can view the interview here.
It was fifteen years ago today that the IBM chess-playing supercomputer, Deep Blue, beat he-who-shall-remain-nameless, a world grandmaster, after a six-game match, which brought two wins for IBM, one for the world champion, and three draws.
It was classic man-versus-machine, but underlying the mythology that enveloped the John Henry storyline was something far more important: The opportunity to push the frontiers of computer science, to push computers to handle the kind of complex calculations necessary for helping discover new pharmaceuticals; to conduct the kind of financial modeling needed to identify trends and do risk analysis; to perform the kinds of massive calculations needed in many fields of science.
Solving The Problem That Is Chess
Since artificial intelligence emerged as a concept along with the first real computers in the 1940s, computer scientists compared the performance of these “giant brains” with human minds, and many gravitated to chess as a way of testing the calculating abilities of computers. Chess is a game that represents a collection of challenging problems for minds and machines, but had simple rules, and was thus an excellent testbed for laying the groundwork for the “big data” era that was soon to come.
There’s but no question that Deep Blue was such a powerful computer programmed to solve the complex, strategic game of chess. But IBM’s goal was far deeper: To enable researchers to discover and understand the limits and opportunities presented by massively parallel processing and high performance computing.
IBM Deep Blue: Analyzing 200 Million Chess Positions Per Second
If, in fact, Deep Blue could explore up to 200 million possible chess positions per second, then could this deep computing capability be used to help society handle the kinds of complex calculations required in some of these other aforementioned areas.
Deep Blue did, in fact, prove that industry could tackle these issues with smart algorithms and sufficient computational power.
I recalled earlier this year in a blog post my own experience witnessing the Deep Blue chess match. It evoked a lot of nostalgia for me and so many others.
But it also laid a foundation, paving the way for new kinds of advanced computers and breakthroughs, including IBM’s Blue Gene and, later, IBM Watson.
Forever In Blue Genes
Blue Gene, introduced in 2004, demonstrated the next grand challenge in computing and was both the most powerful supercomputer and the most efficient, but was built to help biologists observe the invisible processes of protein folding and gene development. Deep Blue was also one of the earliest experiments in supercomputing that propelled IBM to become a market leader in this space to this day.
Fifteen years on, we’ve seen epic growth in the volume and variety of data being generated around the planet, via business, the social media, new sensor data helping with instrumentation of the physical world vis-a-vis IBM’s smarter planet initiative. We’ve created so much new data that, in fact, 90% of the data in the world today was created in the last two years alone!
Calling Doctor Watson
Most recently, IBM embarked upon the next wave of this computing progress through the development of IBM’s Watson, which can hold the equivalent of about one million books worth of information. But make no mistake, Watson’s significance wasn’t just the amount of information it could process, but rather, a new generation of technology that uses algorithms to find answers in unstructured data more effectively than standard search technology, while also “understanding” natural language.
The promise of IBM Watson is now being put to productive use in industry — as an online tool to assist medical professionals in formulating diagnoses; by simplifying the banking experience by analyzing customer needs in the context of vast amounts of ever-changing financial , economic, product, and client data; and, I’m sure, other industries near you soon.
Those early chess matches were exciting, nail-biting even (and who’d have thought we’d ever say that about chess?)! But they pale by comparison to the productive work and problem-solving IBM’s Watson, and other IBM technologies, are now and will continue to be involved with as the world of big data matures and becomes adopted by an ever-increasing audience.
You can now visit Deep Blue, which ultimately was retired to the Smithsonian Museum in Washington, D.C.
But its groundbreaking contributions to artificial intelligence and computing in general continues, and now extends well beyond the confines of the chess board.
IBM Impact 2012: A Q&A With Steve Jobs’ Biographer Walter Isaacson On Steve Jobs And Innovation, The Renaissance In New Orleans, And His Forthcoming Book On The History Of Computing
The opportunity I had to sit down and interview Steve Jobs’ biographer Walter Isaacson last week at IBM’s Impact 2012 event in Las Vegas was a kind of career denouement moment for me. Let me explain: In 1994, as I was finishing work on my Master’s degree in Radio/TV/Film (they hadn’t yet added “Internet” to the RTVF degree in 1994) at the University of North Texas, I distinctly remember sending my resume off to the new inner digital sanctum of Time magazine, “Pathfinder,” which had recently been started to put some muscle behind Time’s digital presence. They didn’t hire me, but they did hire Walter Isaacson, who would be asked to run the groundbreaking digital media organization for a short period before he was later promoted to editor of Time and, later, chairman of CNN.
As for me, information technology, and the Internet in particular, would become central to Isaacson’s life, first at Pathfinder, later at Time magazine, and of course as the biographer of great figures ranging from Albert Einstein to Benjamin Franklin to Steve Jobs, all of whom were unique innovators in and of their own right. What’s not as well known about Isaacson is that he is a Renaissance Man of sorts himself. To read his biography (see below) is to witness the firsthand account of a personal witness to and participant in American life over these past forty years, one whose own accounts will be cherished for many years to come. I hope you enjoy reading the interview as much as I did conducting it!
Turbo: First of all, thank you for taking the time to speak with me, I know you’re very busy. You’ve now written biographies across a range of iconic figures of American life — Einstein, Franklin, Kissinger, and now Steve Jobs — I’m curious across all of these if you start to see some common traits and characteristics?
Walter Isaacson: Yeah, well like I said in the speech today, curiosity, a passion for what you do, an ability to think different, an ability to be imaginative and to think out of the box. You know Steve’s great mantra was “Think Different.” He also loved “Stay Hungry, Stay Foolish.” The fact that Einstein and Benjamin Franklin, even in their final years, were thinking different, being creative, being innovative….to me, that’s the goal of life.
Turbo: Were there other characteristics? Some not so positive?
Walter Isaacson: They were different in some ways. Benjamin Franklin is a nice counterpart to Steve Jobs, because Steve was more of a genius, more creative…but Franklin was more collaborative, kinder to the people around him, and more open to different viewpoints. So, Benjamin Franklin was really great at collaborating with other people. Franklin tells a wonderful story in his autobiography of listing all the virtues you need to have to be good in business: industry, honesty, frugality…and after he has all twelve of the virtues and he practices them, a person in the club he’s formed, called the “Leather Apron” club, says “You’re missing a virtue.” And Franklin says “What’s that?” And the friend says “Humility, you might want to try that one.”
Walter Isaacson: And Franklin says, “I was never very good at the virtue of humility, but I was very good at the pretense of humility…I could fake it very well. And I learned that the pretense of humility was as useful as the reality of humility. Because it made you listen to the person next to you, it made you try to see if you could find common ground.” And that was something that was part of the nature of Benjamin Franklin. It was not part of the nature of Steve Jobs.
But, that’s why biographies are not how-to manuals…they’re tales about real people. And you have to extract the lessons from each character that you think might apply to you. So for me, I’ll never be a genius like Steve Jobs…I’ll never drive to the concept of an iPad, drive into existence an iPad…I’m just not that genius…but I try to think about Steve’s passion for perfection, and I also try to think about Ben Franklin’s ability to bring people together, and be very nice and kind to people of all walks of life.
Turbo: I know you conducted 40-something interviews with Jobs, and I know you spoke with a lot of his friends, his family members and even his rivals…Was there anything that they all consistently said when they talked about Jobs as a person?
Walter Isaacson: I think that they consistently said that he was on the surface, very impatient and petulant. But once you got to know him, the important thing to understand, was that the petulance, that brattiness at times, was connected to a passion for perfection, and that’s what the narrative of the book is about, which is anybody can be a jerk. It wasn’t that Steve was a jerk, it was that he had a passion for perfection and that’s why by the end of the book, you should be admiring him.
Turbo: We got to speak with Steve Wozniak at our IBM Pulse event earlier this year, and I asked him…and I’d like to ask you the same question I asked him, which is what do you think the world lost with him leaving us so soon?
Walter Isaacson: I think Steve was a person who reinvented at least seven industries: Personal computing, the music business, retail stores, digital animation, tablet publishing, journalism, phones…he would have reinvented more industries — digital photography, textbooks, television — we lost with Steve somebody who, because of his ability to think different, was able to transform industries. And that’s what the book is about: Sometimes you have to have a driven, intense personality in order to have the passion it takes to change industries.
Turbo: Okay, thank you for that. I wanted to now take a step back in time to 1995-1996…I don’t know exactly what year it was, but I believe it’s when you took over the Time digital arm, Pathfinder.
Walter Isaacson: Yeah, actually it was a couple of years before that…when I took over Time, the magazine, at the end of 1995…
Turbo: Could you just describe for me that time at Time?
Walter Isaacson: It was very interesting during that period. In the early 1990s, there was a sea change happening. The Internet up until then had been based on community and networking and chat. It had the BBS boards of the original Internet, you’d had the communities like The Well, and you had online services like CompuServe and AOL, where people gathered in chat rooms and on bulletin boards.
In the early 1990s, there was a shift from that type of Internet to a web-based Internet. That had some great advantages, but a few disadvantages. The Web became a place that we could put all of our content up on Web sites, but it was more of a publishing medium than it was a community medium. You know, comments got relegated to the bottom of the page, as opposed to the smart bulletin boards and discussion groups, and Listserves, we used to have before the Web dominated the Internet.
Secondly, the business model for putting up your content online with a service like CompuServe or AOL, you would make money because people paid to be on those services, and people shared the money with you, if you were Time magazine. But once you started to put stuff on the Web, it sort of became free, and it undermined to some extent the business model of having journalists and bureaus around the world.
Of course it had much more of an upside than it had a downside, because it opened up reporting and journalism and commentary to everybody, not just those who owned a magazine.
Turbo: What are your thoughts on the greater impact of not only the commercialization of the Internet, but some of the trends it has enabled. If we look at some of the workforce dislocation, and creating new market opportunities in countries like India and China, because of this wonderful connection via first satellites and later the Internet…When we’re looking back 100 years from now, what do you think historians will be saying about this time?
Walter Isaacson: They will be saying that the Internet was, like every information technology starting with the invention of papyrus and paper and Gutenberg’s movable type, that it empowered individuals. The free flow of information tends, over the course of time, to take power away from authorities and elites and empower individuals. The Internet’s role 100 years from now will be this transformation that not only did it take power away from the elites and mainstream media, but also the people running authoritarian regimes around the world.
Turbo: So, in looking at some of what we’ve seen with the Arab Spring….and China now trying with this recent situation (the social media crackdowns by the Chinese government)…
Walter Isaacson: I don’t think that it’s a simple process where free flow of information automatically leads to democracy. Because you’ll have a lot of back and forth. But, it does bend the arc of history towards empowerment and democracy and, eventually, whether it takes 10 or 50 years, what’s happening with the Arab Spring, what’s happening in China, what’s happening in many places, will be a trend towards more personal freedom and more democracy.
Turbo: You were chairman of the Broadcasting Board of Governors, and for people who don’t know them, they oversee Radio Free Europe and the Voice of America. What’s the changing role of the Board and the VOA in this increasingly Internet connected world?
Walter Isaacson: I think that if, sixty years ago, when VOA and Radio Free Europe were being created, if they had had the ability to sketch out on the whiteboard what would be the perfect technology to help their cause, they would have invented the Internet. Something that doesn’t respect national boundaries that well, that allows people to find proxy servers to get through to information they need. So there will be a big shift towards digital information. And I hope towards community and discussion, not just handing down information the way Edward R. Murrow would have done when he ran Voice of America but creating communities and discussions that can be facilitated by the Internet.
Turbo: A couple of other quick questions…You have deep roots in New Orleans: You grew up there, you went to school there. And after Hurricane Katrina, Governor Kathleen Blanco appointed you vice chairman of the Louisiana Recovery Authority. We’re now seven years on — how do you feel New Orleans is doing? Have you been back recently?
Walter Isaacson: I go back all the time. And New Orleans has not only come back, but in most ways, it’s better than before the storm.
Turbo: How so?
Walter Isaacson: We have a better school system. More choice for kids in the schools. More than 70 percent of the kids are in charter schools which allows innovative, entrepreneurial people like KIPP Academy to create schools that stay open until seven in the evening, eleven months a year, which is the way we should have education in our society. Likewise, there’s more entrepreneurship in New Orleans.
I think Forbes magazine called it maybe the best city for startups and entrepreneurship because so many young people are coming in. There’s a brain magnet in New Orleans. Teach for America has almost tripled in size in New Orleans since before the storm, bringing young people in who want to be part of the educational renaissance there. Tim Williamson has created Idea Village, which is an incubator for start-ups right in the heart of New Orleans. Tulane University has three times as many applicants as it did before the storm because eager, adventurous, entrepreneurial people want to be part of a city that’s rebuilding.
Mitch Landrieu is a great mayor — we have a political system that is much better than it was before the storm. There are even more restaurants than there were before the storm, probably more bars. So, for those of us who were worried that New Orleans would never come back, it is a great case study not only in resilience, but in reinvention — to say, if we were to build a school system from scratch, would we build it the same way we had it before the storm? No. Let’s start a more entrepreneurial school system where the schools are open later, they spend more of the year where they compete for students, and you’ve had double-digit test score gains, every year for the past three years.
So, these are the types of things that keep me coming back to New Orleans, but also make me glad that so many young tech and web entrepreneurs have moved to the city to create this vibrant start-up community there.
Turbo: That’s great. My ears perked up in your keynote when you talked about how you’re working on this new book about the information revolution. Any themes you’re starting to see in your research that you can share with us in advance of its publication?
Walter Isaacson: One major theme, which is the theme of the Steve Jobs book and everything else I’ve written, which is innovation comes where there’s an intersection between the arts and the sciences. When there’s an intersection between poetry and microprocessors. Where a great feel for beauty and design is connected with a great feel for technology and engineering. That’s what Steve Jobs is all about, that’s what Ben Franklin was all about, that’s what Einstein was about.
So it starts with Ada Byron Lovelace, the daughter of Lord Byron, who becomes a great mathematician, because her mother doesn’t want her to grow up to be like her dad. And, she also has within her the poetry of her genetic code, of her heritage. And so she works in the 1830s with Charles Babbage, who creates the first prototype of a computer, and she helps describe and envision how computers can become universal machines, and not just mathematical calculators.
And then it leaps forward from that chapter to Alan Turing, who also has a great feel for beauty, but helps invent the first computers at Bletchley Park when they’re breaking the German Enigma codes in England. And then to places like IBM, which is doing the Mark I computer at Harvard, and the University of Pennsylvania where they’re doing the Eniac, and the University of Iowa where John Atanassof is creating in the basement of the physics building an early version of the computer.
The computer and the Internet are the two most important inventions of the modern era. And yet most people don’t know how poetic, ingenious, and creative the people who invented those things were. In fact, most people don’t even know exactly who invented them.
And so this is a tale of inventiveness that will take us from Ada Lovelace all the way to, I hope, people who are doing social networks, mobile computing, and artificial intelligence today. It starts with Ada Byron Lovelace concluding that machines will never think, they will never originate their own creative ideas, and that’s certainly something that Alan Turing explores, but now it’s something that with Watson at IBM, and with the notion of artificial intelligence, is still something we look at and wonder will it ever happen?
(Blogger’s Note: I wanted to extend, as always, a special thank you to the consummate professionals with Drury Design Dynamics, a family business whose primary focus is nothing less than excellence. In particular, I’d like to thank Chris Drury and Mark Felix — they always keep me on my toes and are integral to making these Q&As happen at IBM customer events.)
Impressions From SXSW Interactive 2012: Q&A With Don Tapscott On Our Digital Future, Privacy, & Milennials
I’ve been following Don Tapscott’s work since I first moved to New York in 1995, reading a number of his early books, including Growing Up Digital. Without question, he’s been a consistent and articulate voice about how digital technology is changing our world, detailing for us mere mortals its impact on business, education, children, and beyond.
Scott and I had the real privilege of stealing a few minutes of Don Tapscott’s time yesterday here at SXSW Interactive 2012 to talk about some of those themes, and Tapscott’s suggestion that there’s some very real change in the air that’s being enabled by Internet Protocol-based technologies, including the smartphone.
So I’m curious, anybody out there been to see a doctor recently?
Do you sometimes wonder if you stepped back in time? Filling out the same paperwork over and over and over…and over again?
My own general practitioner just basically kicked me out of his practice — he’s asking for an upfront fee once a year for a special service he’s offering to try and offer “better service” to his clients.
And come to think, all I wanted was a check up once in a while and somewhere to go when the nasty flu hits.
Well, fifty years after IBM and Akron Children’s Hospital launched an ambitious project to build the first computer-based patient records system, why am I not surprised to find that only one percent of hospitals are using electronic records to their full potential — this according to the Healthcare Information and Management Systems Society.
Sure, there are a host of issues to address in dealing with such records, not the least of which are security, privacy, and access. But while we’re debating these pros and cons, an increase of chronic diseases and aging populations around the globe has increased the pressure on healthcare providers to operate more efficiently while providing better care.
Hence, my GP kicking me out of his office unless I’m prepared to pay a $1,600/year membership for his practice (a fee NOT covered by any insurance).
Check out this blog post to read how the CIO of Akron Children’s Hospital explains how overcoming the challenges that confronted healthcare providers a half-century ago remains an elusive goal even today.
How IBM Is Helping
IBM is helping hospitals, insurance companies and healthcare providers use digital information and electronic records to improve patient care through a variety of means. While transforming healthcare is a complex challenge, the hard work of creating a more effective, sustainable system that delivers better service and value to patients has begun.
As mentioned already, and per Tom Ogg’s blog post, global healthcare transformation depends on universal adoption of electronic health records, which are the basic building blocks of healthcare efficiency. IBM has a long history of creating and connecting systems to share patient information.
Health analytics are also going to play a central role in driving real change in the healthcare system by ushering in a new age of smarter decision-making. Healthcare organizations can use analytics to publish metrics on how hospitals are performing; create scorecards for enabling doctors to help chronic patients get better; and change behavior to help doctors and nurses make more intelligent and informed decisions.
IBM also brings deep expertise in applying, integrating and maintaining complex systems. That is coupled with our broad expertise in life sciences, bioinformatics and the full spectrum of healthcare disciplines. Emerging technologies like Watson could further IBM’s ability to help physicians and nurses identify the most effective treatment options for patients and enable new healthcare innovations.
You can learn more about some of these new capabilities in this short video in which IBM healthcare experts Bill Rollow and Lorraine Fernandez explain both the economic and patient benefits of creating a more “horizontal” electronic health information system.
The Atlantic Monthly online reminds us that it was sixteen years ago today that world chess grandmaster Garry Kasparov sat down to play the sixth game of his match against IBM’s Deep Blue supercomputer. Kasparov won that match, three games, drawing in two, and losing one.
I recall in this December 2010 post what happened the following year.