Professor Zimpfer MD MBA is an approved Certified Learning Provider (CLP) at Appleton Greene and he has experience in customer service, operations and management. After having been trained as a research oriented medical doctor at Harvard medical school, he is professor and chairman at the Vienna General Hospital, medical university of Vienna, appointed to develop a world class facility with regards to patient care, teaching and research yielding a respectable bunch of top medical careers of his former fellows. As a medical court expert he has been consulted to deal with about 150 national and international cases, he also has achieved an MBA, University of Chicago. His personal education, with the aim of organizational excellence, strategy and patient experience, also included programmes at Harvard business school, Wharton, Cleveland and Massachusetts institute of technology. He has industry experience within the following sectors: Healthcare; Education; Pharmaceutical; Biotechnology and Manufacturing. E.g., serving as chairman of the board of a renowned private hospital and nursing training facility that has been exposed to financial difficulties, by supporting strategy and clinical advice, in a gentle way, he was able to achieve a full turnaround. He has had commercial experience within the following countries: Austria; United States of America and United Kingdom, or more specifically within the following cities: Vienna AT; London UK; Boston MA; Washington DC; New York NY. Being awarded a series of fellowships and grants himself, he launched a foundation that was able to support a series of colleagues by means of fellowships and to help establish emerging medical technologies. Decorated for services to the Republic of Austria – Grand Medal of Honour. Fluent in English and German. His service skills incorporate: clinical process improvement; program development; medical teaching; leading physician; certified expert and court witness.
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Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
Clinical Process Improvement – Augmented Reality
Healthcare is an industry that affects everyone, but one that has historically had a reputation for less-than-positive customer experiences. However, customer experience is now becoming a focus of many healthcare companies and clinics. This is aided by new approaches and technology that have the power to transform healthcare. Here are five top trends for healthcare customer experience for 2019 and beyond.
Augmented Reality Training For Healthcare
Augmented reality is a trend across all industries, but it is especially powerful in the healthcare field. One of the strongest applications is in medical training. Using AR, healthcare providers can see diagnoses and procedures right in front of them to learn new skills and expand their knowledge. Augmented reality also makes it possible to train more providers at once, which could fight the shortage of trained professionals around the world. Imagine a doctor being able to have treatment options pop up on a screen as he looks at different conditions or have growth charts appear around a child during a checkup. Instead of doctors having to spend more time reading studies to refine their skills, the information they need can simply appear in front of them as they seamlessly treat patients.
Leveraging Data For Healthcare
Healthcare has always used data, but new types of data and ways of collecting it will impact customer experience. Automated systems can comb through huge amounts of data in real time to provide the best patient experience. Healthcare data comes in many forms, from post-visit feedback surveys to numbers of what days and times are the busiest so clinics can properly staff their offices. Data can predict when a patient will get sick so that preventative action can be taken, create personalized healthcare plans, and potentially limit the spread of diseases before they grow out of control. It also allows providers to have a more complete view of each patient, which can potentially remove the pre-visit intake questionnaires, which customers say is the most frustrating aspect of healthcare.
Customers today don’t have time to be sick, and they don’t want to wait around for services they don’t need. With the growth of data comes the ability to personalize the healthcare experience. Starting today and growing in the future, healthcare offices will be able to create a completely personalized experience for each customer. Instead of everyone being treated the same, clinics will be able to use data to see what doctors a patient prefers, if they like being seen in person or remotely, their health history, and any potential health issues. That means that instead of having to navigate through a complicated web of healthcare representatives, a patient’s information will be easily accessible so the right treatment options, preventative care, and recommendations can be made.
Using Wearable Devices In Healthcare
Wearable devices are powerful tools to keep patients involved and invested in their personal health. The most frequent users of wearable devices are people who are less healthy than average and more likely to need to be hospitalized. Devices like activity trackers help customers stay more active and healthier on their own, which can decrease their need to see a doctor, while more advanced devices can monitor patient health metrics such as blood pressure, heart rate, and diet on the go. Instead of having to go to a clinic for monitoring, patients can do it at home and always be connected to a doctor. If a monitored patient’s blood pressure spikes, the doctor can receive a notification and take action. Wearable devices are a less invasive way to still get great care.
Hospitals Using Smart Technology
Advances in technology have created a new wave of products to improve patient comfort and care. Using connectivity and automation, these tools alleviate some of the pressure on healthcare providers and once again put customers in control. An overwhelming 94% of healthcare executives said in a recent survey that they plan to implement smart technology in their organizations. Smart technology comes in a variety of forms to increase comfort and efficiency and decrease risks. Hospitals around the country have started using smart beds that self-adjust to the correct pressure and support for each patient’s preferences and condition. Other clinics are using robots that can monitor a patient without a human provider being in the room. Smart devices and applications will continue to grow and spread throughout the healthcare field.
Blake Morgan is a customer experience keynote speaker, author of More is More and futurist.
Clinical Process Improvement – The Innovator’s Prescription
The Innovator’s Prescription (published by McGraw-Hill) argues that disruptive innovation is required to make health care affordable. In this excerpt, the authors look into the ways disruption can help hospitals, which in our current health care system are tasked with the impossible job of doing everything well and keeping costs down at the same time.
In order to understand how to “fix” hospitals, first it’s important to understand the value proposition of hospitals. Hospitals have become the workshops within which physicians could be trained and practice their intuitive craft, clinical laboratories where complex medical cases could be solved and unanticipated emergencies and complications could be resolved with as much certainty as possible. This value proposition has been a great fit for solving poorly understood problems of the past, such as tuberculosis in the early 1900s, poliomyelitis in the 1950s and AIDS in the 1980s. When these diseases were first encountered, they had to be addressed in hospitals. However, in terms of the complexity of diagnosing and treating disease, for a century hospitals have been on a relentless upmarket march on the trajectory of sustaining innovation.
An administrator in one of the major Boston-area teaching hospitals estimated for us that 70% of the patients in his hospital today would have been in the intensive care unit 30 years ago, and that 70% of the patients in his intensive care unit today would likely have been dead 30 years ago. His hospital has become extraordinarily capable of dealing with very complicated problems. But in the process of adding all of that capability and its attendant costs, the hospital has overshot what patients with straightforward disorders can utilize when they are admitted. An important lesson from our studies of disruptive innovation is that the hospitals providing much of today’s health care cannot, and therefore ought not, be relied upon to transform the cost and accessibility of health care. Instead, hospitals need to be disrupted. We need them to cede market share to disruptive business models, patient by patient, disease by disease starting at the simplest end of the spectrum of disorders that they now serve.
The Business Model of Hospitals
Why are hospitals so costly? The answer lies in an examination of their business model. Every viable business model starts with a value proposition–a product or service that helps customers do more effectively, affordably and conveniently a job that they’ve been trying to do. “We will do everything for everybody” has never been a viable value proposition for any successful business model that we know of–and yet that’s the value proposition managers and directors of general hospitals feel they are obligated to put forth. A company might want to be all things to all people, but this isn’t what customers need. There are few patients who are searching to “hire” a health care provider that can do everything for everyone else. Rather, customers of health care delivery generally find themselves needing one of two jobs done. The first might be summarized as, “I need to know what the problem is, what is causing it and what I can do to correct it.” The second job would be, “Now that I know what needs to be done to fix my problem, I need it to be done effectively, affordably and conveniently.” Delivering a value proposition to do the first job requires a solution-shop business model organized around intuitive diagnostic activities; the second job requires a value-adding process business model organized around the efficient delivery of specific procedures.
We know of no business that has successfully housed two fundamentally different business models within the same operating unit. Were it not for today’s tangled web of subsidies, administered prices and regulations that constrain competition, today’s general hospitals would not be economically or competitively viable.
Problems Created by Commingling Business Models
When the same hospital seeks to fulfill these two very diffe