CIOs Conquering Cybersecurity Challenges

Cybersecurity is at the top of the agenda for healthcare leaders, and CIOs are ready to combat ongoing threats to their hospitals and health systems. In 2016 alone, a study from IBM and Ponemon Institute found that breaches in the U.S. healthcare field cost $6.2 billion each year and approximately 90% of hospitals have reported a breach in the past two years. These statistics cannot be ignored, and in order for CIOs to confidently ensure their patients that medical records in their system are secure, they must get the C-Suite involved and prepare their teams to take proactive measures to prevent potential cyber attacks.

From June 4th – 6th 2017, CIOs from leading hospitals and health systems will come together to attend the Healthcare IT Institute at the Hilton Head Island Resort & Spa, Hilton Head Island, SC to strategize on how best to tackle top healthcare IT challenges. A few of the CIOs in attendance - Bipin Karunakaran, VP Enterprise Data Management at Geisinger Health System; Tom Stafford, VP & CIO at Halifax Health, and Terrence Ziemniak, CISO at Carolinas Healthcare System – will be leading a lively and interactive discussion on top strategies, tips and tactics to effectively meet the cybersecurity challenge.

During their session they will encourage their CIO peers to share their insights and experiences whilst exploring topics such as predicting and preventing cyber breaches, maintaining resources to secure patient-generated data, creating an analytics and disaster recovery plan, ensuring compliance with regulations across departments, training staff to be vigilant regarding internet browsing and communicating cyber threats to the CEO. Secure your seat to join the conversation. 

Let's Talk About Telehealth

The rise of telehealth represents one of the biggest shifts in healthcare delivery over the last decade, and offering meaningful telehealth services will be critical to the future success of hospitals and health systems. Advancements in telehealth have given providers the opportunity to deliver care more efficiently, changing the way patients and providers interact with each other. From the patients’ perspective, they have information readily available and can engage with their provider digitally, reducing the rates of hospital admissions and re-admissions.

In just a few years, the global telehealth market is expected to reach $36.2 billion, up from $14.3 billion in 2014. In fact, 90% of healthcare executives report that their organizations have already begun developing or implementing a telehealth program, while 84% felt that the development of telehealth services is either very important (52%) or important (32%) to their organizations (2014 Foley & Lardner Telemedicine Survey Executive Summary). This year’s Healthcare IT Institute will feature interactive roundtable sessions that highlight some of the innovations and new frontiers that the industry is focusing on. 

Brian Wayling, AVP, TeleHealth Services at Intermountain Healthcare will be engaging CIOs in an interactive roundtable conversation on how to strategically engage an organization around Telehealth and implement a sustainable telehealth program. The CIOs will explore revenue vs cost, change management, cybersecurity, and compliance challenges.

The other roundtables at the Healthcare IT Institute will be led by:

David Chou, VP & Chief Information & Digital Officer of Children’s Mercy Hospital will focus on the impacts, benefits and risks of IoT in Healthcare. He, along with the CIOs in attendance will be sharing their experiences on how IoT is changing the way people live and stay healthy; how this new technology can predict future healthcare trends, how to analyze data, how to select the right tools for maximum insight, and how to manage cybersecurity.

Neil Gomes, Chief Digital Officer & SVP, Technology Innovation & Consumer Experience at Thomas Jefferson University and Jefferson Health will be fostering innovative dialogue on how hospitals can start planning for a consumer-focused, digitally enabled healthcare future. During his roundtable, CIOs will discuss the role of the Chief Digital Officer, and how this new role can work with the CIO, CMO, COO and CFO to design and develop value-focused, consumer-driven, digital strategies and solutions that enhance patient access, interaction and engagement. 

The Healthcare IT Institute is taking place June 4th – 6th 2017 at the Westin Hilton Head Island Resort & Spa, Hilton Head Island, SC. With the meeting approaching soon, reserve your spot to attend the program and join the innovation discussions with David Chou, Neil Gomes, Brian Wayling, and your executive CIO peers who have already confirmed their position. 

 

Recap of the Healthcare Law & Compliance Institute

On March 5th – 7th, 2017, leading General Counsel and Compliance Officers from hospitals and health systems across the country gathered at the St Regis Hotel in Atlanta for a few days of networking, learning, sharing of insights and strategies, as well as stimulating discussions around the risks and opportunities facing the U.S. Healthcare Industry. The 2017 Healthcare Law & Compliance Institute agenda was designed by Healthcare GCs for Healthcare GCs with the objective of keeping attendees abreast of current legal developments in a highly regulated and rapidly evolving environment. 

The agenda featured perennially critical discussions around cybersecurity, ERM, antitrust, internal investigations, PHM, revenue diversification, international PPPs, bundled payments, telemedicine, social media, a variety of enforcement actions, including but not limited to FCA, hospital governance and compliance program effectiveness. Attendees from organizations such as Ascension Health, Northwell Health, Carolinas Health System, Summa Health System, Cleveland Clinic, Partners HealthCare, Geisinger Health System, Texas Health Resources and UPMC, to name a few, benefitted greatly from the diverse range of perspectives and approaches.   

Healthcare reform initiatives over the past few years have spawned rapid consolidation, new care models, reduced reimbursement, physician employment and compensation challenges, and privacy and security concerns brought on by new technologies and population health management initiatives. Many General Counsel have been thrust into bigger roles – those of strategic advisor or partner to their senior executive administrators and boards of directors – demanding different skill sets to be successful. 

Some of the sessions that resonated strongly with the attending GCs were on effective law department management, optimizing outside counsel relationships, engaging and sustaining legal department employees and using analytics to measure and demonstrate value. The Institute concluded with a dynamic panel of legal leaders sharing their experiences of what qualities and skill sets in-house counsel must develop be most effective in their role to enable their organization to thrive in and respond to a continually evolving healthcare landscape.

Next year’s Healthcare Law & Compliance Institute will be taking place March 4th – 6th, 2018. If you would like to share some insights and experiences as a member of the Speaker Faculty, suggest topic areas for the agenda or join the waiting list for attendance, please contact Nas Panwar at npanwar@ipmionline.com

Congratulations!

IPMI would like to congratulate Tom Stafford, VP & CIO of Halifax Health, on receiving a 2017 Computerworld Premier 100 Technology Leader Award!

This prestigious award is given to the top 100 leaders in technology and business; these individuals have been recognized for their innovative solutions and unprecedented technology leadership that have led to groundbreaking improvements in their businesses.

We are so honored to have Tom Stafford speaking at the upcoming Healthcare IT Institute, taking place June 4th – 6th 2017 at the Westin Hilton Head Island Resort & Spa, Hilton Head Island, South Carolina. He will be sharing top strategies, tips and tactics on effectively meeting CyberSecurity challenges. In his session he will explore topics such as:

  • Maintaining resources and prioritizing risk to optimize and secure medical records, patient-generated data, mobile
  • Framing and communicating Cyber Threats to the CEO and Board
  • Exploring technology innovations which combat continued threats without breaking the budget
  • Examining the best ways to establish security, scrutiny and authentication
  • Walking the C-suite through a breach

The Healthcare IT Institute brings together CIOs from hospitals and health systems across the U.S., including David Chou, VP & Chief Information & Digital Officer, Children’s Mercy Hospital; Dr. Eric Hartz, SVP & Chief Health Informatics Officer, Trinity Health; Mary Alice Annecharico, SVP & CIO, Henry Ford Health System; and Dr. Edmund Jackson, Chief Data Scientist, Clinical Services Group, HCA – Hospital Corporation of America. Throughout the 2 ½ days, the CIOs will take part in insightful speaker sessions, innovative roundtable discussions, intimate business meetings and unparalleled networking opportunities to collaborate on topics such as improving the patient experience, leveraging technology to enhance the quality of care, driving IT employee engagement and enabling Population Health Management.

Are you ready to challenge your thinking, inspire creativity on your team and equip your organization with new tools? Please contact npanwar@ipmionline.com to see Tom Stafford speak and secure your spot at the Institute.

What Are the Major Challenges You Are Facing as an Executive HR Leader

The workplace is changing, and HR executives are ready to tackle what’s to come head on. From February 26th – 28th, CHROs and VPs of HR gathered at the JW Marriott in Miami, Florida for the HR Management Institute, to collaborate on HR solutions that will improve their organizations. Before the conference began, we polled the attendees from organizations including Best Buy, BASF, Corus Entertainment, L Brands, NBC Universal, Northwell Health and Schneider Electric, asking them, “What are the major challenges and concerns you are facing as an Executive HR Leader in your organization today?” The top 3 responses we received were: ‘Leadership Development’, ‘Talent Development’ and ‘Employee Engagement.’ 

With these concerns top of mind, the 2 ½ days consisted of roundtable discussions, networking opportunities and speaking engagements designed for HR leaders to foster innovative dialogue and work together to improve the HR industry. The discussions dove into solutions for developing leaders, attracting & retaining top talent, recognition programs that drive culture & engagement and leveraging technology to enhance HR capabilities. Equipped with innovative tools and information, attendees headed back to their offices ready to implement new strategies and best practices.

Are you ready to share your voice? The HR Management Institute is taking place for a 2nd time this year from July 23rd – 25th, 2017 at the Rancho Bernardo Inn in San Diego, CA. Please email ahallman@ipmionline.com to request a copy of the agenda.

Why Transforming Managers into Leaders Shouldn't Be Left to Chance

Guest Post: Simon Rakosi, co-founder, Butterfly

A common convention of fairy tales is for ordinary characters to make extraordinary transformations, acquiring impressive powers and competencies—sometimes overnight. I know what you’re thinking: if only developing talent were so easy.

For HR teams, nurturing and developing leadership talent isn’t merely a competitive advantage: it’s life or death in hypercompetitive industries and markets. Yet too often we expect these types of soft skills will be obtained magically, through osmosis perhaps, similar to what takes place in our favorite fairy tales.

Much has been written about leadership training—why it’s important and why we too often wait far too long to train our managers—but what about the crucial metamorphosis that occurs when a manager becomes a leader?

It’s on HR teams to recognize the differences between a manager and a leader, and identify the transformations that are required in the development of an effective leader. Here are a few key distinctions:

Managers educate around skills and tasks; leaders inspire around a vision.

When an employee first becomes a manager, their role is frequently described as an opportunity to scale their skills or talents across multiple people. While a good manager will figure out how to achieve this, a true leader understands his or her role in communicating the broader team and company vision to each employee so that they understand their place in the bigger picture. This encourages individual contributors to be more proactive when it comes to ideas that will move the needle for the broader team and business.

At our startup, we bring this concept to life through regular town halls in which we transparently articulate our vision to all levels of the organization, from co-founders like myself to interns. We also encourage employees to spend up to 20 percent of their time collaborating on teams and projects outside of their “regular” jobs, so that they may gain important access into the broader blueprint of the company.

Managers view their employees in silos; leaders focus on team dynamics.

One of the early steps a new manager will take is to schedule and host one-on-one meetings with employees. Of course the goal of any effective manager is to monitor the productivity and growth of each of his or her team members—but when it comes to becoming a leader, managers should also be able to view their team’s progress and dynamics as a unit.

This is where soft skill development can really come into play. Studies have shown that EQ is a greater indicator of leadership success than IQ, yet few organizations invest in training around empathy. One reason could be that empathy is a difficult skill to grasp, and it’s not so easily “coached,” yet just because it is difficult doesn’t mean it should be neglected. Providing simple training exercises around active listening can go a long way, for example.

Managers delegate tasks; leaders develop people.

This is important. One mistake new managers can make is to view their increased responsibilities through the lens of a delegator instead of an educator. Delegation is critical to scaling talents, as we’ve gone over in the first point, but truly the most important capacity of a leader is people development.

Unfortunately, while managing projects and assigning tasks is quite intuitive, understanding how to read, educate and inspire employees to grow is a much more nuanced ask. Companies can help new managers on this journey by showing them how to collaborate with team members on their personal career plans and providing guidance when it comes to the cadence and format of their progress updates and goal-setting.

Managers listen; leaders listen and act.

Finally, a true leader will not only collect employee ideas and feedback on a regular basis, but he or she will also find ways to act on that data. It’s not enough to demonstrate to employees that you are listening. Making the move from manager to leader means identifying and escalating employee feedback quickly, and helping initiate real change based on those insights. In other words, showing your team you’re listening is much more powerful than telling them you are.

Here’s an example from one of our partners at Butterfly. Using our employee intelligence and management coaching software, a junior employee at a large ecommerce entertainment company proactively suggested a company-wide bus program to help employees get to work more efficiently. Recognizing this feedback as not only warranted, but also quite astute, the manager helped push the idea up the chain of command. Just weeks later, the office instituted a bus program for all of its employees.

During a time when job automation is not an “if,” but rather a widely accepted “when,” HR teams face an important challenge when it comes to helping managers grow into leaders.

The impact of a strong leader has the potential to scale tremendously–and this transformation can (and should) take place at all levels. As such, HR teams should invest more in leadership coaching to managers of all levels, not just executives.

Questions about Butterfly or management coaching in general? I would love to continue the conversation. Please reach out to simon@butterfly.ai.

A Look At This Year's Environmental Health & Safety Management Institute

From January 29th – 31st EHS leaders from America’s largest organizations joined forces at the Environmental Health & Safety Management Institute to collaborate on solutions and tackle the industry’s top challenges. Some of the areas of focus included workplace safety, driving sustainability, Global EHS challenges, emerging technology to improve the world of EHS, and the corporate value of EHS.

Throughout the 2 ½ days, attendees were given the opportunity to sit in on insightful speaker sessions, share their experiences in innovative roundtable discussions, hand-select private business consultations with the leading EHS solution providers, and network with one another at interactive dinner functions.

Do you offer EHS solutions? The Environmental Health & Safety Management Institute is looking to fill its final 2 remaining partnership positions for the 2018 program. Please email me at ahallman@ipmionline.com to request further information. 

The Healthcare Finance Institute 2017 & 'The Big Short' Come Together

Q: What does the 2017 Healthcare Finance Institute have in common with ‘The Big Short’?

A: Steve Eisman

This year, Steve Eisman, managing director & portfolio manager at Neuberger Berman, and featured in Michael Lewis’ ‘The Big Short’, will be a keynote speaker at HFI 2017! With over 20 years of investment experience, he will be sharing real-life examples from his career to provide attendees with a fresh perspective on the financial market and equip them with top strategies to successfully tackle their 2017/2018 healthcare finance responsibilities. 

As one of the most knowledgeable and respected analysts on Wall Street, Eisman started his career at Oppenheimer & Co., where he was ranked an All-Star Analyst. Following that, he served as Partner and Senior Portfolio Manager at FrontPoint Financial Services Fund, and his involvement in predicting the 2008 financial crisis before it happened was written about in Michael Lewis’ ‘The Big Short’, and in 2015, shown on the big screen (his character was played by Steve Carrell). Currently, he serves as a Managing Director at Neuberger Berman and a Portfolio Manager for the Eisman Group within Neuberger Berman’s Private Asset Management division.

Don’t miss out on your chance to see him live, network with your hospital CFO peers, and improve your healthcare system. Secure your seat to attend the Healthcare Finance Institute 2017, taking place from April 30th – May 2nd. Here, CFOs from America’s largest hospitals and health systems will come together at the Omni Barton Creek Resort & Spa in Austin Texas to tackle challenges in the healthcare space and collaborate on solutions for the evolving healthcare space. Join the inner circle today

*Full agenda available upon request.

IPMI Announces Major Speaking Partnerships for Upcoming HR Management Institute

 B2B conference company, International Performance Management Institute (IPMI), announced a number of valuable speaking partnerships today for the upcoming HR Management Institute. These partnerships include Paula Baker, CHRO at Best Buy Co.; Wendy Crudele, VP Global HR Operations at The Walt Disney Company; Michael Messier, CHRO at Excelitas Technologies Corp.; and Greg Hicks, SVP HR at Cigna Corporation.

All speakers contribute significant knowledge and experience in leadership development, talent development and leveraging human capital metrics to IPMI’s semi-annual HR Management Institute, taking place February 26th – 28th 2017 at the JW Marriott in Miami, FL.

The HR Management Institute is an invite-only conference catering to C-Suite HR executives of Fortune 500 and 1000 companies across the country. In addition to a robust agenda, IPMI also invites only the most cutting-edge solution providers to the Institute to deliver contemporary and relevant information exchange to attendees. What sets IPMI conferences apart from other conferences are the pre-scheduled, pre-selected one-on-one business meetings with relevant solution providers.

Don’t miss out on the opportunity to join the esteemed group of CHROs ready to drive employee engagement, improve corporate culture, and inspire creativity. Please call the director of the program, Mark Arruda, at 416-628-4058 ext 101 or send him an email at marruda@ipmionline.com for more information and to secure your seat.

IPMI is one of the world’s fastest growing providers of B2B information. IPMI develops and disseminates critical and timely business events exclusively for senior corporate executives. Bringing product providers and purchaser business communities together in print, in person and online, we have a reputation for delivering high quality and relevant information to our clients, empowering them to make educated business decisions to drive corporate performance objectives.

Strategic Patent Monetization

Every IP asset requires a unique IP monetization strategy as there is no single true method that can work for every asset, company and industry. Prior to embarking on your strategy, it’s important to identify your goals and objectives, starting broadly and then funneling down to more specific ones. Some examples of broad goals include generating revenue, recouping the investment that was put into the research and development of the patents, ensuring competitive advantage and building recognition as an industry innovation leader. Once you start building your IP strategy, you must determine the value of your patents and how strong your patents’ claims are, as well as engage in competitive analysis to understand other companies that may be infringing on your patents.

Which Patents Should You Monetize?

If you have a large patent portfolio, selecting which patents to monetize requires an analysis of your patents to determine which ones are most likely to be commercially viable and valuable, taking into account the value of the patent (ideally leveraging a database of IP transactions rather than leaving it to the courts to determine value through costly litigation), whether the patent is being infringed and the depth of the infringement, the strength of the patent as determined by novelty and non-obviousness and lastly whether the patent covers core versus non-core technology.  With respect to the latter, while most companies have focused on monetizing non-core technology in order to generate revenue from an underperforming or non-performing asset, monetizing core patents has increasingly become a central part of many companies’ monetization strategy.  Even if you have a small patent portfolio, it is important to be selective in which patents you choose to monetize as you will have a limited budget to work with.

What Are Your Options For Selecting The Optimal Monetization Strategy

Whether you choose direct or indirect, your company can make money from both options – it’s up to you to determine which one is a better fit. With direct licensing, your company will maintain the ownership of the patent and will be control of decisions. By maintaining ownership, your company will receive a higher ROI. However, it’s important to note that with direct licensing, you are spending more money, which isn’t ideal for organizations with a tight IP budget. Turning to indirect licensing, your company has the option to transfer its assets to a third party to take over the monetization process. Indirect licensing is an inexpensive option and while you will see a return, it will be a lower rate.

Take advantage of both your core and noncore assets. Noncore assets should be included in your IP monetization strategy. Since your business no longer actively uses them, you may opt to leverage them, selling them to pay off debt or invest in other areas. Your company’s core assets are extremely valuable and should be patented. While patenting core assets does have a higher risk of being tried by competing companies, there is also a higher reward as you have invested more of your money in them.

Do you have more IP monetization strategies and tips? Join the IP Law & Management Institute Group on LinkedIn and share your expertise and get the conversation flowing. Further, in the group you can request your invite to the IP Law & Management Institute, taking place from November 6th – 8th 2016 at The Four Seasons Westlake Village, CA. Here, Chief IP Counsel and VPs of Intellectual Property from Adobe, SanDisk, Lenovo, BASF, Coca-Cola, Verizon, HP, GE Digital, GoPro, GE Healthcare, Etsy, GoDaddy and Cisco (to name a few) will come together to discuss global monetization strategies, advanced patent portfolio strategies, reducing IP expenses, open source software, tips for In-House Counsel, online trademark reform, protecting IP in a weakened patent system, and more.

Partnering for Success: Bill Rancic and Marriott International Join Forces to Engage The Next Generation Traveler

In September 2014, Marriott International launched Marriott’s new Content Studio, taking this global enterprise to the next level. The studio, led by David Beebe, VP Global Creative and Content Marketing at Marriott International, is part of their digital marketing strategy, and it is designed to generate engaging and trustworthy content that will attract travelers to experience their vacation the Marriott way. Through entertaining short movies, (Two Bellmen and French Kiss – each with over 5 million views on YouTube) social media, influencer partnerships and captivating online content, Marriott has seen its booking rates and social media channels soar.

This year, keep Marriott on your radar – the company has signed an exclusive developmental deal with Bill Rancic, Entrepreneur, Author and Winner of the 1st Season of the Apprentice – and this is content you won’t want to miss. The developmental deal consists of two projects. The first is a travel documentary of Bill Rancic and his family as they travel throughout Venice, Italy, exposing viewers to the city’s culture, sights and exquisite delicacies, making their way to the JW Marriott Venice Resort & Spa on the private island of Isola delle Rose. The second is a six-part digital series of Rancic traveling through America and helping out small businesses and restaurants gain success. Both of these projects will premiere in the fall of 2016 and will be distributed exclusively on Marriott-owned channels including digital video platforms, Marriott.com, in-room and partner channels. Further, as production is underway, both Rancic and Marriott will share behind-the-scenes content to include viewers and make them a part of the journey.

From September 25th – 27th 2016, both David Beebe and Bill Rancic will be at theDigital Marketing Leadership Institute, taking place at The Ritz-Carlton Golf Resort in Naples, Florida. Beebe will be leading a discussion on M Live: Marriott International’s Global Social Media and Real Time Marketing Command Centers around the world. He will be sharing the story of how M Live came to be, the strategies the team uses to leverage technology and data to engage consumers, ROI and winning content for social media. Rancic will be keynoting, “How to Succeed in Business and Life” and will share the lessons he learned through his business experiences and how he got to where he is today.

Don’t miss out on the chance to be front row as these two hit the stage on Sunday September 25th at the Digital Marketing Leadership Institute. Join the Digital Marketing Leadership Institute group here on LinkedIn to request your invite to collaborate with S/VPs of Digital Strategy, S/VPs of Digital Marketing, VPs of Global Marketing, Chief Marketing Technologists, and Chief Digital Officers like yourself, through innovative roundtable discussions, interactive think tanks, private business consultations and fun networking functions. Digital Marketing Leaders from Philips, 3M, Intel, Sun Life Financial, People’s United Bank, and Toshiba will be there - join the inner circle and secure your seat at the table today.

Leadership Self-Development Matters

In recent years, L&D leaders have increasingly emphasized the importance of employee engagement and corporate learning. However, while senior executives have agreed that corporate learning and actively engaged employees are crucial to the success of a business, they are not including themselves in the re-engagement strategies designed for both personal and professional growth. If your senior executives are not engaged or are uninterested in their own self-development, how can they expect to improve their leadership capabilities and drive their teams to success?

As a Chief Learning Officer, convincing your fellow senior executive peers to take a step back and realize that their engagement in self-development benefits both them and the company is a difficult task. While there is no denying leaders are busy, the company can’t grow if they don’t – or worse, the company will grow and leave them behind. Invite your team to a Lunch n Learn and share these top 3 reasons why self-development is important to everyone, including the executives.

Communication, Communication, Results

Leaders know that having effective communication skills is necessary to getting work done; great leaders know this too, but they also know that communication is a two-way street and is something that can always be worked on to build relationships and strengthen teams. When a senior executive makes the time to develop their communication skills, their entire team appreciates it. Executives that are open to receiving feedback from their employees and ones who listen rather than just delegating orders, create an open and collaborative environment for their employees to feel valued and appreciated. As a leader develops their personal communication skills, their team members’ do too – collectively they can work together to produce successful results.

Congratulations, You are the New Face of…Learning!

The ability to mentor and lead by example are must-have traits of senior leaders. If your executive team does not care about corporate learning or enhancing their personal or professional development, their team members will stop to care as well. The team members that do care will begin to feel as though their values are unaligned with their leaders and in return, leaders risk losing passionate employees. By having a senior executive that is an advocate for learning, the team will continue to grow together, help each other, and offer support to drive success. On the personal side, when leaders show that they enjoy learning new skills out of the office, they show the value of work-life balance and encourage their employees to do the same. With outside learning, leaders can even set up out of office excursions and enhance the team building experience.

Creating a More Well-Rounded You

Senior executives miss out when they do not engage with their self-development. Doing the same thing every day expecting different results (or worse, not caring about getting different results) will harm both the executive and the team. However, once a senior executive opens up his/her mind to re-engagement and learning more about themselves, their possibilities are endless. To start, a leader may realize they are an excellent communicator but may not be flexible with their methods – by zeroing in on their qualities and taking time to know themselves will help them succeed professionally. Further, for a senior executive, going to networking conferences might seem impossible to fit in their schedule, however, by attending, they get to meet like-minded individuals, strengthen their interpersonal skills, collaborate, and learn new ideas to implement into their strategies. Finally, by embracing self-development, senior executives learn to embrace change, value mistakes and rely on their internal drive to achieve success.

Are you a Chief Learning Officer or VP of L&D? Join the Corporate Learning and Development Institute group here on LinkedIn to share your expertise with your peers who, like you, value learning and are looking for creative ways to encourage learning in the workplace.

Is Your CEO on Social Media?

Throughout your career as a digital marketing leader, you’ve probably been tasked (at least once) with adding another layer to your role that wasn’t part of your job description: proving to your CEO that their personal involvement in social media is crucial to the success of the business. With only 30% of CEOs and Executive Heads on social media, it’s time you schedule lunch with the C- Suite and get them online.

As digital marketing continues to become an integral part of a company’s success, CEOs know that in order to stay relevant, their brand must have an online presence and a digital media team to keep the conversation flowing. However, what CEOs may not realize is that having a personal social media presence is an effective addition to a digital media strategy that will greatly improve the company’s reputation.

Share these 3 reasons with your CEO to show them why their social media presence is valuable:

  • Above and Beyond (Virtual) Customer Service

When a customer has a complaint about a product or service, they want their concerns to be addressed immediately. Instead of waiting on hold to speak to one (or more) customer service representatives, people are going straight online to share their experience on the company’s social media profiles, on their personal accounts and/or on a Google or Yelp review. While it’s necessary for the brand to take action and respond to the issue, imagine how important a customer would feel if the CEO of the company also took the time to address the issue. Showing your customers a C-Level executive is involved in their experience will prove the company genuinely cares about their reputation. Similarly, if a customer offers praise online, a thank you from both the brand account and the CEO will show quality customer service.

Further, A CEO responding to users’ comments is a great way to grow the company’s customer base. When someone is looking for a new product or service, they will often check online reviews or the company’s social media accounts to check its legitimacy and see how they respond to feedback. When they see that a busy CEO generates conversation with their customers they are more likely to trust the business.

  • Instantaneous Digitized Information to a Wider Network

As a digital marketing leader, you are on top of the trends and are ready to share timely news with your network. Thanks to social media, sharing positive news and content about your company is instantaneous and can reach hundreds of people in seconds. With the addition of hashtags, your information gets pushed to even wider networks that will generate new followers and leads. Want to keep the conversation going? Get your CEO to re-post the content onto their own personal networks – this produces twofold results. First, your positive news will be seen by more people and will reach a large pool of C-Level Executives your CEO is connected to. Second, it will show your CEO’s commitment to the company and their pride in their employees’ hard work.  

Having your CEO on social media can also improve the recruitment process and corporate culture. When your company shares job postings on social media, they immediately reach a large, targeted audience. Having the CEO share the same information digitally will show to potential candidates that they are approachable, involved and care about finding the right candidate for the position. 

  • Increased Collaboration Between the Head of Digital Marketing and the CEO

Both the Head of Digital Marketing and the CEO have the same goal: they want the company to prosper and succeed. However, with a lack of CEOs on social media, there is a disconnect in priorities, and often the strategies to reach the same goal are misaligned. To show your CEO why their social media presence is crucial to the business, share your analytics with them. When your CEO can see and understand conversion rates, traffic and engagement through both paid and unpaid social media, they are more likely to allocate a bigger budget to your team.

To further explain your case, you can show the C-Level Suite examples of CEOs that are currently active on social media (Richard BransonJeff WeinerTim Cook) and how, with their help, the company is growing and has a high level of engagement with their customers. By sharing analytics, you can prove how together your efforts will bring the company to the next level.

Join the brightest minds in digital marketing from organizations such as Philips, Marriott International, Toshiba, and Sun Life Financial at this year’s Digital Marketing Leadership Institute. Here, you will spend 2 ½ days collaborating with your executive peers on innovative strategies to improve your digital marketing strategy and bring further success to your company.

2016 Human Capital Trends for Continued Corporate Success

How do you ensure continued corporate success?

Human Resources teams are finally getting the recognition they deserve. While the common misconception is that HR only exists to hire new talent and reprimand bad behavior, it’s clear that their roles are much more complex.

With three generations in the workforce and new HR software solutions readily available, HR leaders are tasked with constantly analyzing data to understand employee satisfaction, to implement best practices for candidate and employee retention, and to take action in areas that are no longer working.

To drive corporate success in 2016, CHROs are thinking like CEOs and aligning their goals and strategies with emerging trends designed to improve the employee experience.

  • It’s all in the Design…Thinking

Design thinking is a trend that cannot be ignored. This new way of thinking requires HR leaders to forget about general HR processes that could “somewhat work” for “most organizations”, and instead zero in on their employees and create customized plans that will ensure a positive employee experience. With design thinking, HR executives must learn how their employees interact with each other and with technology, and then utilize the data to decide the most effective way to deliver information and obtain feedback, as well as choose the types of wellness perks and learning programs to offer. When it comes to recruiting, HR teams can test out different candidate experience processes to see which attracts and retains top talent.

  • HR 2.0 – HR has gone Digital

Integrating digital HR solutions into your strategy is invaluable for the success of your company as it ties in learning and engagement tactics as well. As technology is already a major component of people’s lives for both work and play, Digital HR will create more accessible opportunities for recruiting, employee engagement, employee management and training. Digital HR starts from recruiting, as teams can leverage social media for job postings and offer video recruiting and interview options to new candidates.

For current employees, digital HR will amplify the employee experience. Having an app or an online platform employees can easily access is extremely helpful. To start, employees can access video and quick training materials on their own time and learn at their own pace. Second, digital HR platforms can offer employee feedback surveys or quizzes online and offer incentives on completion. Additionally, HR teams can even implement a work-life balance component to increase productivity and offer wellness tips or reminder notifications to take breaks. Finally, “going digital” makes collecting analytics and analyzing results more accurate and efficient.

  • It’s Time to Get Organized

Companies are seeing major changes in their organizational design – instead of a hierarchy or silos, organizations understand the value of working as a team and encouraging one another to collaborate on winning solutions. Ditching the traditional organizational design of a company creates a more open and inclusive environment, increasing employee morale and engagement. Further, by eliminating silos, employees can offer their expertise to colleagues, enhance their skills by learning other areas of the business, and feel empowered to be a part of the future success of the business. Deciding to change a company’s organizational design is a hard task, but it encourages CHROs and CEOs to work together with their employees to align their initiatives and ultimately strengthen the team and improve the corporate culture.

Do you have a good story to tell? Share your expertise at the HR Management Institute. We’re on the lookout for speakers to dive into the challenges and solutions that are associated with design thinking, digital HR, organizational design, and much more. 

Marketing in 2016 - Quality Content to Improve your Content Marketing Strategy

“The Biggest Trend in Marketing” is buzzing – again. With new technologies and systems being developed, marketing trends are constantly changing, causing teams to re-invent and evolve their current strategies to adapt and stay relevant. This year, CMOs and marketing leaders are paying close attention to the importance of content marketing and how they can create and push content to grow their customer base, their brand and their online presence.

When it comes to content, more doesn’t necessarily mean better. To capture your current audience and attract new customers, your goal should be quality over quantity. Collaborating with your team to create both engaging content and a strong content marketing strategy will generate win/win results – your customers will be satisfied and you will be improving your SEO and maintaining your company’s reputation.

Network, Network, Network!

User-generated content is a simple and cost-effective way to gain new customers and have authentic content. When people are looking to switch to a new brand or try a new product or restaurant, they are likely to turn to customer reviews. Instead of just hoping people will find positive reviews of your company somewhere online, use your network! Contests are a great way to get your current followers involved. For example, your company could host a social media contest and encourage followers to take pictures of themselves, tag your company and use a contest hashtag to be eligible to win a prize – for free, your brand reaches the followers of your followers, increasing your brand awareness. Further, sharing the winner’s picture or top 5 on your page shows that you are engaged with your customers and will be known as a genuine company.

Similarly, another way to leverage user-generated content is to create partnerships with a network of influencers. If possible, your company should allocate a budget to hire well-known and well-liked influencers, as people are more willing to give a new product a chance if a celebrity/influencer promotes it.

Show me a Story – I’ll make it go Viral

A viral video is like hitting the content jackpot. While it’s common to resort to skimming an article, people are more likely to watch a video in full, especially if it is captivating. YouTube is one of the largest search engines and if your current followers like what they see, they will share the video to their own networks – your video will go from being seen by your employees to being seen by millions or more.

Further, with platforms such as Snapchat, Periscope and Vine it is quick and simple to capture a short clip of content and share it to your network. With Periscope your followers can watch your experiences live and will make them feel as they are part of the journey, and Vines are entertaining and are popular for sharing. Short clips also create the opportunity to tell a story as you can create ‘episodic’ videos, enticing viewers to come back to see what happens next.

This year, the International Performance Management Institute is hosting theDigital Marketing Leadership Institute from September 25th – 27th at The Ritz Carlton, Naples FL. Here, digital marketing leaders from 3M, Unilever, HSBC and many more will come together to discuss the latest marketing trends and how to strengthen their current strategies. Don’t miss Bill Rancic keynoting the initiative speaking on "How to Succeed in Business and Life". Join the inner circle of the brightest minds in digital marketing leadership today.

Driving Employee Engagement through Personalized Learning

 Why is it that most employee engagement programs don’t show results?

“Actively disengaged employees” is becoming an all too common term in the workforce, and companies are looking to re-strategize and re-define their learning and career development programs. Instead of gathering all employees for a lengthy presentation on what they need to learn, corporate learning and development leaders are transitioning to personalized learning, giving their employees the freedom to learn interactively and at their own pace.

Here are 3 ways you can leverage personalized learning to drive employee engagement, and in turn, results:

  • Make it Mobile

Although having access to your mobile device can be distracting at work, it is more common now for people to integrate their device into their work for tasks such as sending emails and managing their calendars. By making your company’s learning material mobile-friendly, employees can easily access materials and can complete the necessary training on their own time. Further, companies also have the possibility to create a learning app, where employees can find all training modules or even schedule one-on-one business meetings with their senior executives to learn how to advance their careers – all in one place.

  • Your Move – Game-based Learning Activities

What better way to engage your employees than with some games? As your employees are working all day to meet deadlines, the last thing they want to do is read a longwinded training manual (which they will probably end up skimming) or sit through a meeting (where they probably won’t be focused). To ensure your team completes training, more Corporate Learning & Development Executives are turning to interactive games. When people play games they are more likely to retain steps and tasks they had to complete to win the game. Further, a game is a safe place to fail at a task and learn from the mistakes to do the work correctly in real life. Finally, to add an extra layer of engagement, companies can add some friendly competition to the training such as offering incentives and prizes for completion training.

  • Video Killed the Radio Star

Where do you look if you want to learn how to do something? For many people, a quick search on Google will provide them with millions of results on how to resolve their problem, and often the answer can easily be found in video form on YouTube. The benefit of video training for business is twofold. First, videos keep people engaged and your employees are more likely to watch a training video in full or in parts versus trying to retain everything from a presentation they are forced to sit in. Secondly, videos are cost-effective and time-efficient. To create a simple video does not cost much and it is free to upload on YouTube. Plus, sending a video link to your employees eliminates the need to use up company time for a meeting that could be put to better use.

This year, the International Performance Management Institute is hosting the Corporate Learning & Development Institute September 18th – 20th at the Ritz Carlton Tysons Corner, VA. Here, you can join forces with the brightest and most inspirational Chief Learning Officers from America’s leading organizations including Hilton Worldwide, Facebook, Citizens Bank, The Wendy’s Company, Ralph Lauren Corporation, and Fidelity Investments. This 2 ½ day conference is designed to foster innovative dialogue among executives ready to implement change. Through intimate business meetings, innovative roundtable discussions and insightful speaker sessions, you will return to your organization ready to successfully transform your organization with top learning and development initiatives. Secure your spot today.

Building Better Leaders: Q&A with Lizanne Gottung CHRO, Kimberly-Clark Corporation

Leadership is a key element of any successful HR strategy and yet, only 33% of HR executives believe they have strong leadership programs in place according to ADP’s 2015 HR Leaders Survey. What is particularly even more staggering however is that just 7% of employees say they have faith in their current leaders when asked.

This year, the HR Management Institute is fortunate to have Liz Gottung, SVP and CHRO at Kimberly-Clark Corporation join us July 17th -19th at the Four Seasons Westlake Village to conduct the opening keynote on her own leadership journey and the commitment Kimberly-Clark has to deepen and diversify its leadership bench. 

Take a look at our Q&A with Liz Gottung below for a sneak peek of what’s to come at the conference!

 


1.    At the HR Management Institute you are speaking on leadership and how to build better leaders in an HR team. What would you say is a top trait/quality that an HR executive needs to transform their role and become a successful and inspiring leader?

•    Ability to influence up, down and sideways
•    Understand business drivers and ensure that communication of expectations are clear and consistent
•    Insistence on best talent in critical roles

2.    According to ADP’s 2015 HR Leaders Survey only 33% of HR executives believe they have a strong leadership program in place. What does Kimberly-Clark do to ensure their leadership program is strong and diverse?

We ask our employees how our leaders are doing and what they could do better… both formally and informally. Our Diversity & Inclusion team works directly with the Talent group to ensure our programs meet the unique needs of a diverse global workforce.


3.    What are some common red flags/issues HR executives should be addressing in their current leadership program to improve it for the future?

•    Focus on imparting content knowledge versus sustainable behavior change. Too many leadership development programs seem to focus on human behavior theory, etc. without enough emphasis on:
    Accurately assessing the manager against required leadership skills
    Identifying and addressing the underlying causes of each participant’s developmental challenges
    Providing the best techniques, motivation, support, time and experiences needed to dramatically improve managers’ behaviors on the job

•    Lack of follow up coaching/reinforcement
    Organizational Development and Learning professionals are too often not integrated/aligned with the business strategy and can become overly attached to their own content and theories about adult learning. They are sometimes too focused on emotional intelligence rather than exploring the latest research in neuroscience and intelligence ensuring that their programs provide better business results and better leaders.


4.    What are you most looking forward to at the HR Management Institute?

I am especially looking forward to the interactive Think Tanks, particularly the ones about building coaching capability in leaders – an area of key focus for my team this year.

Are you interested in learning more? Don’t miss out on this opportunity to network with CHROs and VPs of HR like yourself through insightful business meetings, innovative think tank discussions, and intimate business meetings. Join the inner circle today.

Q&A with Ricoh USA, Inc.

Our HR conference, the HR Management Institute, took place in February 2016. The initiative was a great success and we were lucky to have spent the 2 ½ days with incredible CHROs and VPs of HR from America’s leading organizations. Additionally, we had an amazing speaker panel and had the privilege of hosting Donna Venable, EVP of HR, and Michael Jones, VP, HR, US Field Operations, from Ricoh USA, Inc. The duo shared their insights on how HR is playing a strategic role in Ricoh’s evolving transformation and their speaker session was one of the highest rated at the program, as attendees found their content extremely valuable.

We sat down with Donna Venable and Michael Jones from Ricoh to learn more. Take a look at our Q&A below!

 

1.     When did Ricoh’s HR team decide it was time to make its own transformation and what did the team do to initiate the transformation?

The HR2020 transformation primarily focused on our HR field delivery teams. Ricoh HR was, and continues to be, on an evolutionary journey. We’ve explored outsourcing recruiting and benefits administration, adopted strategic business partners aligned to our senior most organization leaders and we’ve centralized many transactional areas. We’ve also realized that, on the backend of supporting a number of business integrations, functional structure/alignment changes, as well as the organization’s overall cultural transformation and adoption, we could pause from those engagements and focus specifically on our field delivery team.

The HR2020 transformation had a few catalyst points, including engagement of C-suite business leaders to share how we envisioned greater support and business impact through a more efficient field delivery structure. We also engaged cross-functional senior HR leaders and field HR leaders from the beginning so they could contribute to every aspect of the vision and play an active role in the creation of our roadmap.

2.     Can you share some of the points of Ricoh’s HR2020 initiative?

In no specific order:

  • Evaluate and identify gaps in HR services or HR delivery
  • Incorporate cross-functional collaboration
  • Define decision governance (including conflict resolution)
  • Implement a dedicated project manager/leader
  • Implement a talent assessment review for new roles and expectations
  • Communicate, communicate, communicate; we chose to communicate often using various communication vehicles - email, face-to-face, group calls, video
  • Engage external consultant for independent perspective

3.     What challenges did Ricoh face when implementing new technologies?

We didn’t experience what may be considered typical challenges with implementation. What we found was a greater need to collaborate and coordinate with other stakeholders, i.e. IT, business functions, that also had other high priority activities with similar key resource groups. This collaboration ensured linkage across the entire HR organization.

We also spent considerable time working through access, license distribution, cross team interfacing (i.e. - benefits, employee relations).

We simplified the complexity of implementing and introducing new functionality by building new technology into our overall project plan versus leaving it as an IT-owned project. We were also able to utilize IT knowledge/experience with newer technology platforms already in use with IT, thus contributing to an easier on ramp.

4.     What was the best takeaway for Ricoh from the HR Management Institute?

Honestly, we have discussed several. In general, we thought the quality of speakers and their topics were very good and timely, and we feel several of the sponsor/vendor connections will provide us the opportunity to explore further enhancements to our HR services. We also felt a number of the network connections will allow for best practice sharing, and we did identify 4 action/best practices that we are actively working to implement.

 

Every year we host two HR programs and our second one for 2016 will be taking place July 17th to 19th at the Four Seasons Hotel Westlake Village, CA. Registration is officially open to attend. If you are interested in collaborating and engaging in innovative discussions on how to improve your HR strategies and workplace with CHROs and VPs of HR like yourself, join today and secure your spot.

Are You Conspicuous By Your Absence?

The Healthcare IT Institute is taking place June 5th to 7th 2016 at the Loews Ventana Canyon Hotel in Tucson Arizona. Here, hospital CIOs, CMIOs, CNIOs, CTOs and CISOs from America's leading hospitals and health systems, including St. Luke's Health System, Kaiser Permanente, UCLA Health, Penn Medicine, Advocate Health Care and more, will join forces to collaborate on timely topics such as enhancing patient engagement, leveraging analytics to boost the patient experience, improving financial outcomes through population health management, and handling the evolving role of the HIT leader as a decision maker and patient advocate.

Why Should You Attend?

1) Exclusive and Intimate

Unlike traditional tradeshow conferences the Healthcare IT Institute is invitation only, ensuring you will only be meeting with executives whose goals and objectives align with yours and who are focused the utilization of technology to improve the quality and delivery of care within the healthcare space. Further, the initiative is capped at 60 healthcare IT executives and potential delegates must be approved.

This program is intimate in nature. Instead of booths set up for people to walk around and pick up/drop off business cards in the hopes of forming a connection, attendees are given customized itineraries to ensure they are networking with exactly who they want to. Throughout the 2 ½ days, executives will have the opportunity to sit in on insightful speaker sessions, take part in innovative roundtable discussions and think tanks, and form connections through one-on-one business meetings born through mutual interest.

2) Who You Can Be Sitting at the Table With

As the program is taking place in June, spots to attend are filling up fast. Here is a list of some executives who have already secured their seats at the table.

  • Richard Hutsell, CIO at Verity Health System (CA)
  • Phil Alexander, CISO at University Medical Center (TX)
  • Randy McCleese, CIO and VP IS at St. Claire Regional Medical Center (KY)
  • Jake Dorst, Chief Information & Innovation Officer at Tahoe Forest Hospital District (CA)
  • Terhilda Garrido, VP HIT, Transformation & Analytics at Kaiser Permanente (CA)
  • Charles Podesta, CIO at UC Irvine Health (CA)
  • Dr. Neil Kudler, VP & CMIO at Baystate Health (MA)
  • Thomas Riesenberg, Associate CIO of Operations at Penn Medicine (PA)
  • Melissa Dill, VP Shared System Services at Ascension Health (MO)
  • Tina Esposito, VP Center for Health Information Services at Advocate Health Care (IL)

3) Insightful Speaker Sessions

You'll definitely want to attend the speaker sessions at the Healthcare IT Institute. With over 20 speakers ready to share their knowledge on the latest topics in healthcare IT, you will leave confident and well-prepared to make ground-breaking changes to your hospital. Take a look at some of the keynote speakers that will be taking the stage.

  • Shafiq Rab, VP IT & CIO at Hackensack UMC (NJ) - Total Connectivity and Strategies to Enhance the Patient Experience
  • Michael Pfeffer, CIO at UCLA Health System (CA) - Achieving Patient Engagement through the Strategic Use of IT Platforms and Patient-Facing Technologies
  • Bruce Metz, SVP & CIO at Lahey Clinic - How Award-Winning hospitals Stay Ahead of the Curve

4) Fun Networking Activities

The Healthcare IT Institute isn't all business - it's important to have fun too! On one of the evenings of the program the Healthcare IT team puts together a night of food, games and music. This night is the perfect chance to take a break from work and network with your executive peers in a more casual setting. Secure your spot here and join the inner circle of CIOs, CMIOs, CNIOs, CISOs and CTOs ready to enhance and improve the healthcare industry in 2016.