By John Hearne
I recently read a story about an elderly woman with a heart condition. She lives in a building without air conditioning and there was concern that a hot and humid day in July could easily put her health at risk and possibly lead to a costly ER visit.
As the story pointed out, the reality is that a few hundred dollars for an air conditioner could solve the problem before it ever happened.
Of course, to case workers at social services agencies around the world, the difficulty of identifying interventions before situations become critical is not news.
In a perfect system, an individual’s health needs would be understood not only medically, but also in the context of their lifestyle, living environment, family conditions and other social factors. Making this information readily available to health and case workers would help them spend more time in the field where they are needed the most. Continue Reading »
By Ben Goldhirsh
Cloud computing is the new mantra for small businesses looking to go green.
That’s important because IT’s carbon footprint has been expanding. Between 2011 and 2020, carbon emissions for worldwide information communication technology (ICT) equipment and services are expected to double from 2 percent to 4 percent of total emissions, according to market research firm Verdantix.
Becoming a green business means more than just eliminating paper. It is about eliminating waste and reducing energy consumption. One easy step towards “going green” and significantly decreasing your carbon footprint is to eliminate or reduce energy-consuming on-premises equipment and move your IT to the cloud. Continue Reading »
By Jamie Kirk
“Houston, we have a problem.” These were the famous words from the stricken astronauts aboard the Apollo 13 space vessel when a technical malfunction left the crew stranded 200,000 miles from safety. In an iconic scene from the film adaptation, NASA employees gathered in a room and were presented with a small box of jumbled everyday items that the astronauts had in their damaged capsule.
The stark reality was that if they didn’t come up with a solution using just those items then the men would soon perish in space. In the face of this insurmountable uncertainty their commander reminded everyone in the room that “failure is not an option.”
In this time of immediacy, the traditional command structure was replaced by pragmatism. The NASA leaders didn’t care about job titles or what informal teams worked together as long as it produced effective solutions. By working collaboratively within tight constraints they managed against all odds to get the astronauts back to safety. Times of uncertainty, scarcity and high stakes when guided by effective leadership often produce the most creative solutions.