JTBD Radio

Episode Transcript

Welcome to the latest edition of Jobs to be Done Radio, where we
discuss how to apply the jobs to be done framework to understand why
consumers switch from one product to another. And ultimately, how to get
more customers to switch to your product. And here are your hosts.

Speaker 1: So welcome to the latest edition of Jobs to be Done Radio. I’m
Chris Speck, I’m joined by Irvin Folks.

Speaker 2: Hi, Chris.

Speaker 1: And, this is an exciting week for us. So we are in Dallas
right now recording at Children’s Medical Center and we’re joined by John
Svack (sp?) and Anthony Pearson. Hey guys.

Speaker 2: Hey guys.

Speaker 1: So we got a lot going on down here. We saw, caught up with one
of the most recent Switch workshop attendees which is Tino from Morgan
Stanley. Got to see him last night and talked to him a little bit about how
he’s applying the framework in the financial services space. Got to catch
up, and it’s one of those, always exciting moments for us to kind of circle
circle back to alumni and get the stories. Because they’re always
different, and they’re always exciting.

Speaker 2: Absolutely. Also, yesterday we were at the health care walk
cater. I’m not sure if I’m saying it right but Dr. Zaychek’s group, and
I’ll let John talk a little more about that, but that was really exciting.
Some of the things we’re doing down here in Dallas, in the healthcare field
are just kinda mind blowing.

Speaker 1: Yeah. So we’ll get into that. Couple quick things, one is be
sure to register for the upcoming Switch workshop in Cambridge, in
England. The tickets are going quickly for that, that’s on July 21st, I’m
sorry, July 25th. You can find information on jobstobedone.org and you can
register there. We also have something really exciting which is the launch
of the online version of the Jobs to be Done interviewing class, which is
essentially a pretty close proximity to what we teach in the Switch
workshop.

Speaker 2: Mm-hm.

Speaker 1: There’s some minor differences there but it’s a good way to
get up to speed quickly on the interview techniques. So our plan is to
launch that soon, we’re currently in beta. We’ve got people going through
it and helping us refine and tell us what we’re missing and what we need to
improve on. We’re putting those final finishing touches on it, but our hope
is that very soon we’ll have that launched and that people will, kind of
around the globe be able to sign up for that, and within a fee weeks of
getting through the class will have developed the skills they need to do
some interviews. With their consumers. So we’ll be launching a sign up
form, shortly, that will probably launch before the actual class is
available but we want to get people in line and ready to sing up for that.

Speaker 2: Absolutely, I’m really excited about the class because a lot of
times we’ll find that the people who come to the Switch workshop will go
back. But no one else at this company has gotten the memo that this is the
greatest new thing out.

Speaker 1: Yeah.

Speaker 2: So we’re hoping this will be the ability for other people to
kind of indoctrinate those around them, to kinda help move the job movement
in their organization all the way around.

Speaker 1: Yeah. The other thing is that we always advocate interviewing
in pairs.

Speaker 2: Yes.

Speaker 1: I think often times people come to the Switch workshop, there’s
more than one person for me to accompany there. But then there’s also the
solo people that come, and we say, “you gotta go interview with somebody,”
and they get back to their company and say nobody else knows the technique
so I’m kind of alone. So I think that, that online course will be a good
opportunity to get somebody else up to speed within your organization that
you can start interviewing. So, watch for that announcement and get signed
up for that waiting list, and hope to see you in that class. It’s going to
have a pretty big impact.

Speaker 2: Mm-hm.

Speaker 1: So John, give us a little intro. You found us probably a year
and a half ago, we’ve been talking to you for a long time, but found us
online had in interest in Jobs to be Done, we were obviously interested in
helping the Children’s Medical Center any way we can. So we’ve been
bantering for a long time.

Speaker 2: Yeah. So I’ve been listening, watching, reading, Clay
Christensen for a long time. Around when he came out with the latest
prescription was when I first saw him on an MIT series. Which they stopped
doing, I wish they would resume.

Speaker 1: Yeah.

Speaker 2: Ever since then, I thought his theories made a lot of sense to
me, and when Jobs to be Done first started being used, I think the first
time I heard it was one [inaudible 04:39] show.

Speaker 1: Mm-hm.

Speaker 2: A critical path. And he had Bob on the show, Clay was on the
show, they were talking about the milkshake, that was the first time I was
hearing that story. And I really liked that approach, and so I’ve been
going back and forth trying to figure out how I can get up to Switch
workshop. The concept of Jobs to be Done, I’ve talked about it here with
some people and they get it. And you know it’s easy to grasp onto
explaining why I need to go to Chicago for an overnight with registration
fees, maybe a little more progressive than we’re used to.

Speaker 1: Yep.

Speaker 2: So I coaxed these guys into coming here and you were talking
about the online class. I know for us that’s going to be a lot more
practical, just because we have a lot of other training that is competing.

Speaker 1: Sure.

Speaker 2: So not having to travel, I’d love to go into class but that’s
probably a little more attainable so I think that will be a good option.

Speaker 1: Yep.

Speaker 2: It’s not to say that I’m going to get into the Switch workshop
somehow some way.

Speaker 1: Yeah.

Speaker 2: Really, what drove it is I started a project here. My
background is in clinical applications deployment and support; and at the
beginning of the year I was asked to help with social collaboration
platform deployment. And that’s according to Gartner, got a very high
failure rate, about 90% and that’s not in healthcare. I think in healthcare
it’s probably higher.

Speaker 1: Yep.

Speaker 2: Or a lower success rate. Because it’s not a purpose app, it’s
not designed to do something specifically so it’s kind of confusing. It’s
not what we’re used to. So I was hoping that we could use the Jobs to be
Done framework to help identify what people are doing in departments that
they’re really struggling with, that might be a good fit and win for the
platform. Because they have to pull it in, and I’ve learned that. I’ve
tried setting appointments, and it didn’t matter how much benefit I thought
they were going to get from it, if they weren’t sold on it, if it wasn’t
clear to them, it just hasn’t taken off.

Speaker 1: Yep.

Speaker 2: So that was where I really thought Jobs would play a role. It’s
a little different from product development and people that are looking to
improve, to come up with something new or improve what they have. But I
still think that it’s relevant.

Speaker 1: Yeah, so this gets back to, so we’ve introduced recently the
concept of what we’re calling the Big Hire and the Little Hire. So I think
this is prevalent in any enterprise software purchase and roll out, is that
you’ve got either an individual, a CFO, a purchasing department, or an IT
department, somebody or some group in charge of actually purchasing the
software. And then you’ve got a group in charge of implementing, and
ultimately you’ve got a consumer, right, so this happens in CRM and you see
VP of sales rolling up CRM and you see sales people complaining about how
hard it is to input data and how much of their time wastes. And I think
what you’re seeing is a pretty close parallel to something like that. But
it really highlights the need to understand those little hires. So In Job’s
language, how do I understand the progress that the ultimate consumer of
this platform is trying to make and how do we tease that out of them using
the interview process in a way that leads us to develop this and stand this
up to a point where they can actually use it and it’s not one of these
things that just gets rejected, and they say you’re making my job worse or
harder.

Speaker 2: Because we need to do both, we need to understand the little
hire like you just stated. We need to understand the ultimate consumer and
how they’ll use it and bring it into their life. But we also need for that
CFO, that person has a job that he has to do as well. Because he’s going to
take the big leap and say, well I’m going to put my reputation as a
professional on the line.

Speaker 1: Sure.

Speaker 2: To bring this, what could be a multimillion dollar solution
in. So we have to understand, my belief is you have to do both. You have to
understand what he’s trying to accomplish and ultimately what the consumer
is trying to accomplish, because they may diverge and not be the exact same
thing.

Speaker 1: So John, you’ve done the big hire right? You’ve bought off,
it’s been signed off, it’s like roll this thing out and make it
successful. Is that true?

Speaker 2: Yeah, so we purchase it, we own it, it’s here. We’re putting it
out and a lot of times, you know just like with anything, some of the
decisions are made for you and our surprise it really came into play the
two finalists that it came down to. There was a pretty big difference, and
if you ask anybody that’s not in IT which one is better they would tell you
that they were two different shades of the color blue. So, I think we made
a good choice and I’m glad that we’re rolling it out. But we always really
make a point to involve the customer, and in the past 4 jobs it was always
that envision the future.

Speaker 1: Yep.

Speaker 2: What do you want it to do, why do you want this. And not
knowing another way to go about it, that seemed like the most practical but
even though it ended up a lot of times with a product that you built it to
their spec, what they thought they wanted it to do, and you deliver it and
you’re feeling good and here it is. And a lot of times they don’t, you
know, and they may think that that’s-

Speaker 1: Yeah.

Speaker 2: What they wanted up front. They may not recognize immediately
that it’s not going to do it. And then you circle back, however long, much
longer, maybe it’s another project, only to discover that whatever you
implemented is sitting on a desk. Or they have some work around, or it’s
just not there.

Speaker 1: Yeah.

Speaker 2: So it’s starting to, really not even talk about that future but
instead, how are you getting this done today. How many people is it taking
you guys to get this done?

Speaker 1: Mm-hm.

Speaker 2: So you’re moving this from you’re printing it, then
you’re scanning it and you’re faxing it or you’re shredding it or you’re
starting in excel and you’re moving into access, youprinting can import a
cell. You know, lots of really manual things they don’t think about and not
really focusing on feature, but instead, how are you getting it done today.
And staying away from things that aren’t a problem. That was another
pitfall, you know we would go in and be like, “we’re going to solve
everything.” And now if it’s working for you, I’m just staying away from
it. Cool.

Speaker 1: Yeah.

Speaker 2: Lets find something that this is good for that’s a real
problem.

Speaker 1: Yeah. You’ve stumbled upon, not stumbled upon, you’ve
identified I think one of the big challenges. One of the reasons why we’re
here is hopefully to help create this repeatable process because one of the
caveats is essentially these consumers are forced, forced might be too
strong, compelled to use the methods that are put in front of them right?
So you had a great description of it and I’ll let you use your words but
it’s like, their focus is the patient, they’re going to get done what they
need to get done regardless of what tools, things you put, it’s like, I’m
going through it. Right?

Speaker 2: Right.

Speaker 1: So when you ask then, are you struggling, could this be
better? It’s almost like, it’s low emotions, it’s almost like this is just
an ancillary aspect of the job. Of the task at hand. So when you ask them
to describe all the intricacies, and how can I make this better and how are
you struggling it’s like, you know, it works, I use it. It’s hard to dig
into. So I think we’re going to have to spend some time refining the
conversations and have to get to that level of energy that we need to
design.

Speaker 2: Yeah, and I think that the output from the Jobs definition it
plays well into your requirements gathering.

Speaker 1: Mm-hm.

Speaker 2: That’s something that I don’t that we spend enough time on, and
if you don’t start out with the right direction then you’re not going to
end up with a great product that they just love and they want to pull into
their lives.

Speaker 1: Yep.

Speaker 2: So coming up with a consistent, repeatable process to use Jobs
to get the requirements definition so that you’re starting off in the right
way I think is going to be really effective.

Speaker 1: And also to simplify. We saw some of the prototyping work that
you were doing around using gestures, right? You can’t develop the entire
thing and launch across the entire hospital or entire network. How do I
take one simple task that the clinician has to accomplish and use the
technology and start from there. Can I just use move this image backwards
and forwards, or make it brighter, darker and zoom it in and is that all we
really need to do? What is that going to unlock, right? So I think a lot of
it is just simple prototyping.

Speaker 2: I think that’s one area that you really nailed it. Because
generally when we see people trying to undertake that project before they
had Jobs in their life, they would go and ask the doctor, what would help?
How would it work? But what I saw you actually went into the context, you
said OK, this is where we were, this is the environment that you operate
at. And then you were right there with them, show me how you do it now,
tell me about the last time you had to look at an x-ray, and then from
there the research I saw you pulled out is how you’re actually looking ,to
find the solution properly. I think that’s where you nailed it at, where a
lot of people kind of missed the boat on.

Speaker 2: It’s easy to…it’s hard to do. And I don’t mean that to say
flattery, I mean taking time with them, explaining it takes time. You’ve
gotta explain to the physicians what it is that you’re after, why do you
need their time, nobody is busier. These are pediatric, heart specialists.
The most sought after people around, and they’re busy from morning until
night. But if you can show value and you come in, we’re there at 7 o’clock
in the morning filming before the case started so you could see that. And
relaying that information to someone in Stockholm, you had to have the
video to do that. And going back to Clay Christensen, and the way that I
liked his theories fitting together is you’re targeting the rebar. So going
after simple gesture movements, contrasting and things like that, and maybe
one day working our way up into anesthesia documentation where it’s a lot
more complex.

Speaker 2: Do you anticipate, because it seems like from the video
everyone was really open to you, you built the rapport with them to talk.
They’re willing to talk to you and show you what they’re doing and you guys
have a really great working relationship. Do you anticipate, or have you
ever come across the anxiety of the new solution. Because we talked about
it in one of our earlier podcast shows where there’s a new solution and
people are drawn to it, but just as much as they’re drawn to it there’s
also forces pulling them away from it. Saying, you know, John we love this
idea it’s great but I just don’t know. Do you ever get any type of-

Speaker 2: So that’s, that’s not any different. That experience isn’t any
different I think in medicine than in any other field, where if you involve
them in the beginning and through the whole journey then you don’t get
that. It’s when, yeah so we bought this and we built it and it’s going to
be the best thing for you, and lets go, I think that’s where you get a lot
of it. And Anthony Pearson is here with me today, he’s my cohort. He’s the
clinical representation. Tell us a little bit about yourself Anthony.

Speaker 3: I can do that. I am a registered nurse, been at Children’s
since late in 2006. My background at the bedside is as a pediatric
emergency nurse. And in that capacity I took care of kiddos from sniffles
to trauma and critical care. I’ve always been a geek, that’s a long time
diagnosis, I’ve known that for a while. And within the last two and a half
or so years I was recruited over to my current position in clinical
informatics. What is clinical informatics? Well, I’m still finding out to a
certain extent, but one of the ways that I would like to describe it is the
role of translating between clinical wants, needs and desires and the way
technical people hear, understand, and produce those wants, needs and
desires. The great limiting factor is often the translation piece.

Speaker 2: Yeah, absolutely.

Speaker 3: That’s one of the main roles of an informaticist.

Speaker 1: So you’ve got both, you’ve got your technical language and
your clinical language and you’re able to try to speak both to different
parties. Yeah, that’s incredibly important.

Speaker 3: That confirms the additional advantage for the clinician to be
able to give a wink and a nod and say, don’t worry I’m one of you I’m with
you. And then to be able to go to the technical guys and go, I know how
demanding and needy we are and how we never say thank you enough, but with
your appreciation can you do this a little faster.

Speaker 1: Very cool. So, John you touched on the Stockholm project, can
you talk a little bit more about the gestures and the gesture recognition
site, because that’s a pretty exciting aspect of this whole health care
tech.

Speaker 2: Yeah that started with, so Leap motion is something that one
of my anesthesiologists brought to my attention, William Jones. Awesome guy
to work with. And Leap motion is a controller that senses gesture movement.
Not unlike the kinect but it’s a lot more granular-

Speaker 1: Yeah.

Speaker 2: And can recognize individual digit movement and just gets a lot
more. Although with the new Xbox I don’t know how comparable they are. But
anyway we’re waiting for them to come out. We were really hoping to
leverage it and see if we could use it in the OR for post surgical
infection improvement. And if the theory being that if the anesthesiologist
didn’t have to touch a keyboard to perform documentation that it can have a
possible positive impact. And then it led to surgeons using it. And that is
something they’re doing I think in Miami. Where they’re using a kinect for
diacom image management. And I got a tweet from, I’ll have to find his name
and put it in, but there was a hackathon in Stockholm and they had
programmers from Belgium, and Sweden and Norway and all over, and they were
looking for ideas and so we sent them some video and they spent 72 hours
and they really made some progress. As far as getting Leap motion to
recognize gesture movements. I think that there’s a lot that’s going to be
coming that way and broadening input beyond just mice and keyboard.

Speaker 1: Yeah, it’s crazy. One of the things that really stood out to me
is that it’s like, how small of a change you have to make to have a big
impact. So one of the examples was, if you have an anesthesiologist working
on a patient and they have to rotate 180 to touch a display to input a
piece of data, it’s like, can we cut that number in half. How could you
have just reorienting something, or introducing this gesture, and I think
you always describe it really well, just freeing up the brain cycles to be
able to focus the tasks at hand as opposed to be doing data entry or
managing your work space and how you’re positioned in it. I think those
things have a huge impact, that Stockholm project is exciting. Another one
of the reasons we’re down here is visiting that tech wildcat event lat
night. So we can talk a little bit about that because there’s, outside of
Stockholm, right here in Dallas sounds like there’s a lot of exciting
things going on in the health tax space and the incubator space. So they’re
looking for 12, I think they said 12 opportunities here this time around
and they’re actually in a point right now where they’re actually accepting
applications. Now is a great time, if you’ve got a start up and you’re
looking for some VC money for that first round, they’ve got just an
unbelievable group of mentors and people in the network.

Speaker 2: Yeah, that was their kick off event. They have a lot of links
to UT Southwest, and UTD, and Children’s. I think it’s a really great
opportunity for us to participate in some new ideas coming out and
evidently there’s only 10 or 12 healthcare IT incubators in the country.
Rockport Health, I’ve seen a lot of stuff come out of them. They’ve been
out for a while, I’ve seen announcements from them. So hopefully we’ll get
to that level. I think there’s a lot of good things that can come out of
it. We had just watched Clay Christensen’s key note at Start Up Grind.
It’s on YouTube, it’s in 2 parts, the first is the key note but then
there’s another video where he’s being interviewed. I don’t know the name
of the interviewer and VC is not my area of expertise, but it seems like
the Jobs to be Done, when it’s applied ends up having a positive impact on
the number of projects that actually are successful so I thought it was
really good timing that we could bring you guys in to talk to Dr. Zaychek
and see if Jobs to be Done could be incorporated. And in fact one of the
venture capitalists that I met there last night knew exactly which video I
was talking about and had actually reached out to Dr. Christensen as a
result. To learn more about the licensing method that they talk about.

Speaker 3: And John, you turned me on to that video link and I want
everyone out there who may be contemplating making that half hour
investment not to be scared off by the Al-Quaeda-ish video quality that you
will see on YouTube. No one is beheaded and the content is really good, so
close your eyes and enjoy.

Speaker 2: Yes. It’s all about the context. So I would listen to that on
a gramophone.

Speaker 1: Any chance you have to listen to Clay speak, you’re right, turn
the monitor off, whatever you have to go. Get through it, because it’s
usually life changing.

Speaker 2: I do want to say a word about Dr. Zaychek, because we had
lunch with him the other day. And if you’re out there, you’re thinking of a
healthcare start up, he shared with us that one of the most heart breaking
things is when a person gets in too late with their application.

Speaker 1: Missed the deadline.

Speaker 2: Yeah. They’re kind of on the fence of, I’m not sure if this is
going to be right, I’m still in my head. My belief is, we’ll post up the
wildcatters link on this post, but if you haven’t thought about it, reach
out. Now’s the time to talk about it. Because the things you can do today,
you have no idea the lives you might save tomorrow. So get out of your
head, there are people in Dallas that are really interested in helping you
right now.

Speaker 2: And the funny thing you said, it’s a safe space, they’re not
here to judge or whatever. It’s a church. Three levels, everyone gets their
own 10 by 10 office or room where you’re operating your company out of. And
I think that the general concept is, it’s 30 grand in investment for 8%
equity and it’s 90 days in the church. So you’re jamming with mentors from
the hospital network, from the business side, actual physicians. Clinicians
of different levels, this is like, everything you need packed into a
church.

Speaker 2: Absolutely.

Speaker 2: To get you through that, those first couple months.

Speaker 1: They have, he said they have 60 different mentors and like you
said physicians, investors. Insurance was one that they said, that seems
like big one that they have left on their list that they’re trying to nail
down. And they pull people in depending on what their project is, and they
do mainly focus on healthcare. I just think that’s exciting because if we
can look at what they’re coming up with and tell them, these are the
challenges that, if we were going to buy it and try and use it in our
hospital it needs to be able to do this it needs to be able to comply with
this. And if we can get that information up front we may be able to, maybe
something that we could bring in here and hopefully it would do the job
that we needed to get done exactly the way that we needed to get done.

Speaker 2: As accelerating the accelerator process. And I think that the
wide abundance of the mentors that they had last night at the event, the
encouragement that they had. Telling people, hey get your interest in front
of us now because this is the time to enter that, funnel that selection
process they had laid out in a very understandable time-line. So it seems
that it’s really heading in the right direction.

Speaker 1: Super powerful network, just blazing fast when it comes to
building up connections. It’s almost like every time you talk it’s got
another person on board, another resource. That’s just staggering. It
speaks of the community in Dallas.

Speaker 2: I think that he was saying that not all of them are from around
here, they’ll use that money ad that basically that puts them up in Dallas.
They’re staying here for the 90 day period and then at the end of the 90
days they’re putting you in front of investors and hopefully you’re moving
on to the next level, so it’s not limited to the area.

Speaker 2: And even he also made the comment of, whether your product is
fully formed and proper, if you’re the right type of person even they can
work with you.

Speaker 1: Yeah. So great, this is kind of their first go around with
them. I know Dr. Zaycheck has kind of a long history in health tech
fundraising , it sounds like he’s been incredibly successful. I think
that’s what’s going to make this thing a huge success. But it’s cool to see
this particular organization come together and have their first round of
projects. Very, very cool. I want to talk about Google Glass a little bit.
That’s one of the high potential gadgets that have come up, so it’s been
weird to watch it come up in the consumer space. Because it’s like everyone
is doing these reviews where it’s like I’m getting dirty looks, I’m walking
around and I look like an alien, that sort of thing. But from what I’m
hearing from you, it’s like to have patient data, have any kind of
information at your fingertips. At your eyeball, has some unbelievable
implications.

Speaker 2: Yeah. So I agree, going back to Horace. Horace I love your
show. When he was talking about the fact that he sees a lot of potential
for it in specific verticals, and not just being something that would be
across the board. I agree with him, healthcare is definitely ripe, it’s a
high transaction industry. When we moved from paper to electronic. That was
a very difficult adoption. The systems that we use to document have gotten
much better than they were 10 year ago. But it’s still a lot of overhead. I
don’t even know how many meds are administered each day, how many shots.

Speaker 2: Huge. We’ve got thousands of procedures that are performed
every day with 200 kids comes through our ED in a 24 hour period, I mean,
it’s just a tremendous amount of kinetic activity. We have strangers, who
else has a 1000 of strangers show up every day and we just manage it. If
physicians, nurses are constantly having new people coming in and out, and
I know Google said we’re not doing facial recognition but that will change,
that can give them a cue. Today we use bar code scanning, we use verbal
read backs and to make sure we’re administering the right med to the right
patient at the right time. And if it can help get that job done with less
effort and higher safety, it’s a no brainer. That would be fantastic. We
talked about the security aspect of it. Hospitals, there’s a lot of
emotions in hospitals, especially pediatric hospitals. The more that they
can do without having to stop what they’re doing and go over here, find a
work station, log on, find their patient, document it and then move on to
the next one? If instead it’s recognizing the patient, flashing them and
helping them in some way they’re recognizing what’s being administered. I
don’t know how that will work. It will happen, it will get worked out.
Because there’s, we have to lower our cost of providing care. Our
reimbursements are going through the floor. We need to be able to do more
with the staff that we have and I think that’s a really good looking
opportunity.

Speaker 2: So the switch then would be -because currently my wife’s a
nurse, so I have a little bit of insight into this- so there’s a cart that
rolls around, it looks like R2D2. It has the monitor on it, it’s on wheels,
you roll it into the room.

Speaker 2: Yes

Speaker 2: So we believe in the possibility that Google can replace that
huge apparatus, Google Glass. Can pretty much, we can switch from that.

Speaker 2: It will probably be in addition to.

Speaker 2: OK.

Speaker 2: So again it’s one of those, we still have mainframes.

Speaker 2: Yeah.

Speaker 1: They won’t go away. It just transitions, so it switches to
that. But it’ll still be there, there will be times when those will be,
that you run out of juice. So it’s your fallback. And there’ll be people
who don’t like glass. You’re right, a lot of the work that would be done
there could possibly be done here. So that type of thing, yeah. What do you
think about it?

Speaker 3: Well, I’m thinking about some of these hypotheticals that
you’re describing in the clinical environment, in the context of Google
Glass. And it could be that some of the ways that we enhance our savings
are by improving efficiency, for instance, we have medications that could
be returned if they’re clean and unopened. Medications that could be
returned back to the pharmacy and then we’d pull it. And perhaps, there’s a
day and time when walking around the floor you look over in the area for
returns and information about what has been collected is then transmitted
back to a pharmacy runner who comes and retrieves that.

Speaker 2: So you’re doing, you can actually do data transfer through it
and alerting and all that sort of thing.

Speaker 3: Yeah, well there’s a lot of people that are putting their
little tags in the, for us I think it’s not as, we don’t tag our, do we tag
our meds? I know they do in adults, see we have to tag all our meds because
they’re for kids; so our tolerance is a lot higher. For theirs it has to be
hyper accurate, but I know manufacturers are putting tags on their meds.
We’re putting, we have a project now, we’re putting RTLS tags on all of our
equipment. So that kind of thing of knowing, OK so this order for a stat CT
was placed and oh this is where this is.

Speaker 3: Right, it’s all the jobs that are getting done today. Today
we’re using phones, pagers, we do use the computer. So it’s just finding,
it’s that technology progression. See the consistency of John’s, I love it.

Speaker 2: And I guess I have to point out that the first person to break
out with acronyms was not the clinician.

Speaker 1: We warned you.

Speaker 2: We warned you. And you’ve done very good.

Speaker 2: Yes.

Speaker 1: RTLS.

Speaker 2: RTLS CT stat, he’s just rocking it.

Speaker 3: Yeah, that was it, didn’t even notice.

Speaker 1: All the people not in healthcare have stopped listening a long
time ago, so we’re safe, now you guys can [inaudible 34:32] along.

Speaker 1: So that would be a good time to point out that when you say
thousands of strangers every day you must be referring to the patients.

Speaker 2: Yes, yes, right.

Speaker 1: As opposed to the , hopefully..

Speaker 2: I thought about it. The only other places that that happens are
concerts, airports, train stations and movie theaters. But they’re all
there for the same job, they’re all there for the same purpose. Here’s
like, who knows. And they’re here, they’re freaking out because if they
could be anywhere else they would be they’re not coming here because they
want to hang out. It’s anxiety.

Speaker 2: Good. I must say, because I’ve been ragging on Google Glasses
for quite a while. And as Chris, as the early adopted in this group, and
I’m kind of the laggard. This is the first application of Google Glasses
that I’m excited about. At first I’m like, I would never wear those dorky
things. Now I’m like, oh my God I hope my doctor has a pair of Google
Glasses. Because my kids roaming around the hospital and they’ve got facial
recognition saying, wait, this child should be in this room and watched.
That’s a huge benefit.

Speaker 2: It’s also one of the most challenging physical environments. I
think we’re a little ways away.

Speaker 3: I think culturally, I just want to mention, I think we have
more latitude in medicine for things like Google Glass that are maybe a
little too far out there for other-

Speaker 2: For consumers.

Speaker 3: And perhaps other professions. Because medicine, nursing, the
health sciences have long been a mix of art and science. And so I think
that gives you a little bit more latitude, you might scratch your head and
think, well they wouldn’t be using them if they weren’t producing some kind
of benefit for me, or to my experience or to that of my child.

Speaker 1: You’re not going to question it. The rugged aspect is
interesting too, I know you guys use a lot of rugged eye equipment just
because of fast movement. It seems like it’s a gentle environment for the
patient but it’s gotta be a tough environment for everyone else
participating.

Speaker 3: A lot of times you have to move quickly. And one of the things,
another one that they talk about this a lot, that the social aspect the
social dimension of Google Glass seems to be a big barrier for people. And
I think it’s a lot of the reason why, to this point about it being
successful in verticals. Where that’s not so they don’t care. So function
is priority, and you really could care less what it looks like. It really
could look better, but that’s not going to prevent use.

Speaker 2: Yeah. And I’m used to my medical professionals having weird
stuff. Like they have the, they have the stethoscope, they have the facial
thing.

Speaker 3: They probably, they may not wear it in the car on the way home.

Speaker 2: Until he gives them their traffic feed, and best routing.

Speaker 3: Oh true, yeah, yeah. Ebay report, stock ticker.

Speaker 1: Yeah. So this has been fantastic. The only other, I guess,
event I want to mention is we did get to meet Marcelo Summers of Credera.
Great introduction from John here, definitely grateful for that. One of
the, seems one of the top user experience slash management consulting
people and firms. I think they’ve got a very cool team over there, they’re
doing some exciting stuff with Jobs to be Done and they’re refining their
practice. It was great to meet them in person, looking forward to kind of
interacting with him more. John I just want to thank you, for everyone
listening, for getting us down here, for orchestrating this whole thing.
We’re really excited to be involved with Children. I woke up this morning
and turned on the Dallas Fox news here and the first story that came on TV.
was about a girl who had been diagnosed with Crohn’s and the treatment that
she’s receiving here. And it was like, OK, that’s one instance but you guys
are getting a lot done and we’re really excited to be involved and to be
down here.

Speaker 2: I’m glad that you guys came down, and I really think that Jobs
has the potential to help us do better here and just do a better job and
provide more value.

Speaker 3: Absolutely, I know it does because John has always got these
great applications, he’s always talking about Jobs. Every once in a while
he needs to be pulled down out of the clouds, but it’s always got a root in
a job that has been identified and we’re trying to find the right solution.
And the instinct is right and the focus is in the right area. Kudos, keep
it up.

Speaker 1: Thanks guys. Thanks for coming on, and we’ll be back soon.