A deep neural network learning algorithm outperforms a conventional algorithm for emergency department electrocardiogram interpretation - ScienceDirectCardiologs® vs. Veritas® accuracy for finding a major abnormality was 92.2% vs. 87.2% (p < 0.0001), with comparable sensitivity (88.7% vs. 92.0%, p = 0.086), improved specificity (94.0% vs. 84.7%, p < 0.0001) and improved positive predictive value (PPV 88.2% vs. 75.4%, p < 0.0001). Cardiologs® had accurate ECG interpretation for 72.0% (95% CI: 69.6–74.2) of ECGs vs. 59.8% (57.3–62.3) for Veritas® (P < 0.0001). Sensitivity for any abnormal group for Cardiologs® and Veritas®, respectively, was 69.6% (95CI 66.7–72.3) vs. 68.3% (95CI 65.3–71.1) (NS). Positive Predictive Value was 74.0% (71.1–76.7) for Cardiologs® vs. 56.5% (53.7–59.3) for Veritas® (P < 0.0001).
Pear Therapeutics, Novartis announce commercial launch of reSET | MobiHealthNewsreSET — a substance use disorder treatment that was the first software-only therapeutic cleared by the FDA — is now commercially available for clinicians to prescribe to their patients, according to a release from Pear Therapeutics and Sandoz, a division of Novartis with which Pear partnered back in April. But while physical prescription drugs are usually handled through a pharmacy, the process is a bit different for the digital therapeutic, Dr. Yuri Maricich, Pear’s chief medical officer and head of clinical development, told MobiHealthNews. Prescribing physicians will write a script that is sent to Pear’s reSET Connect Patient Service Center, which staffs specialists who guide the patient through downloading and using the app. Outside of that wrinkle, though, Maricich said that disseminating the treatment to care centers has been “very similar” to how a pharmaceutical company might put a novel treatment into the wild. “We have a team of salespeople who are going out and educating clinicians about the product, its data, how to use it; and we also have a set of services that support dispensing, but they aren’t selling to the clinicians,” he said. “Also, that dispensing and fulfillment process allows the physician to access the dashboard and the therapeutic for their patient as well. And in the background we [Pear and Sandoz] work with payers around coverage and contracts. So, really, what we’re focusing on now is getting the therapeutic in the hands of patients who need it and helping clinicians understand how to use it, who’s the right patient for it, how do I prescribe it and interact with it as part of standard care.” Still, Pear and Sandoz seem to be playing it safe with the new treatment modality — beyond general distribution and sales, the Patient Service Center is also equipped talk patients and providers through any questions or troubles they might be having. “How a patient gets access to [reSET] and how it’s prescribed is new, so we really wanted to try to provide bespoke services to the clinician and the patient,” Maricich explained. “The Patient Service Center is available to help with troubleshooting, they have clinical staff available if there’s clinical questions, and then they also are available if there are complaints or adverse events. So they are, basically, the central node for all of those activities to help clinicians and patients get access to therapeutic and to use it.” reSET is a 12-week digital cognitive behavioral therapy program accessed through an app and designed to accompany outpatient care delivered by a physician. According to Maricich, it is the only treatment authorized by the FDA for patients aged 18 years and older experiencing addiction to and dependency on stimulants, cannabis and cocaine (as well as alcohol).
Ping An Good Doctor blazes trail in developing unstaffed, AI-assisted clinics in China | South China Morning PostEach clinic, which is about the size of a traditional telephone booth, enables users to consult a virtual “AI doctor” that collects health-related data through text and voice interactions. After the AI consultation, the information gathered is reviewed by a human doctor who then provides the relevant diagnosis and prescription online. Customers can buy their medicine from the smart drug-vending machine inside the clinic.
» The Collapse of Complex Business Models Clay ShirkyWhen ecosystems change and inflexible institutions collapse, their members disperse, abandoning old beliefs, trying new things, making their living in different ways than they used to. It’s easy to see the ways in which collapse to simplicity wrecks the glories of old. But there is one compensating advantage for the people who escape the old system: when the ecosystem stops rewarding complexity, it is the people who figure out how to work simply in the present, rather than the people who mastered the complexities of the past, who get to say what happens in the future.
How Telemedicine Is Transforming Health Care - WSJFive to 10 times a day, Doctors Without Borders relays questions about tough cases from its physicians in Niger, South Sudan and elsewhere to its network of 280 experts around the world, and back again via the internet. In the woods outside St. Louis, shifts of doctors and nurses work around the clock in Mercy health system’s new Virtual Care Center—a “hospital without beds” that provides remote support for intensive-care units, emergency rooms and other programs in 38 smaller hospitals from North Carolina to Oklahoma. Many of them don’t have a physician on-site 24/7.
Companies Derive Credit Scores from Phone MetadataPrompt bill payers are typically more reliable than those who hold off, and people who make frequent calls far outside a bank’s network are more likely to have trouble making deposits. However, even the esoteric information can factor in — researchers at Cignifi, a Cambridge-based firm studying the predictive capabilities of mobile data on loan repayment and savings, found that the time of day and neighborhoods from which calls are placed can be indicators, too.
Sloppy and erroneous grab at disruption theoryWhen you start looking at the world through this lens — that when small meets large, small almost always wins — you see it everywhere, across all tech sectors. It's so prevalent, in fact, that I consider it an industry law, in this case, “Leslie’s Law.” More examples to follow, but first, let’s take a closer look at how this plays out. When a sleek, small player enters the market, it does so by creating a low-friction, high-fit product that is sold at a low price to a large market. These new products are sold to a portion of the market that cannot access the larger products due to the cost of entry (in dollars and complexity) and the cost of ownership. The larger company may not even notice that the new company has entered the market because there are no mano-a-mano customer confrontations.
The future of film is...The more you dig into the technology and the more you learn it, you are going to get ideas you would never have thought of without knowing your technology. The kind of shots you can get from an iPhone that you cannot get with any other camera. Use it. GoPros: use it. Be inspired by it. Try things. It’s digital. Get another memory card, for God’s sake.
Buzzfeed will implode, quothe WolffWhile Denton has rebuffed all offers to buy his profitable business, the unprofitable BuzzFeed searches the market for a greater fool. Ben Smith, its top editor, told me recently he didn't expect BuzzFeed to be around in three years, not under its present owners nor in its present form.
@carr2n: NYTimes losing its differentiator with buy-outs?I work closely with a few longtime employees who are considering the buyouts. The deadline for putting up their hand is Monday, and it seems clear that we will be losing people with many decades of professional experience, journalists with deep sources and remarkable levels of productivity.
There is a complete and total blind spot in the newspaper industry that, just maybe, part of the problem is also the journalism itself.Instead, they move the problem out of the editorial room, and into separate and isolated 'innovation teams'... who are then charged with coming up with ideas for how to reformat their existing journalistic product in a digital way.But let me ask you this. If The NYT is 'winning at journalism', why is its readership falling significantly? If their daily report is smart and engaging, why are they failing to get its journalism to its readers?If its product is 'the world's best journalism', why does it have a problem growing its audience?
1. From an operations perspective, how do we find that inventory and deliver it efficiently? We’re working from a hypothesis that one hour is our currency, with a minimum of five seconds of exposure. So we could sell you 720 impressions at five seconds or other lengths of exposure, depending on the total time you would like. Our task during the summer is determining how to find and sell the five seconds of time to c-level executives the right way. 2. The second experiment is to see if we prove the efficacy of doing this. Can we prove that if we do this for a period of time, there is a greater impact for the brand? We’re working with a research company to run controlled tests to determine how much time has the best bang for the buck for the brand over the older pageview metric. Then we can prove a better value.
In 1963, in Albuquerque, New Mexico, an eighteen-year-old unicyclist and circus performer named Ted Jorgensen impregnated a sixteen-year-old high school sophomore named Jacklyn Gise. Their son Jeffrey was born on January 12, 1964. The new parents married but soon divorced. A few years later, as Stone recounts, Jackie met a Cuban-born oil engineer who went by Mike Bezos, and who was about to take up a stable if peripatetic career at Exxon. They married and moved to Houston; Mike adopted Jeff as his own. When he was ten, Jeff’s parents told him that Mike was not his biological father. Years later, he told Wired magazine that he learned the news about his father at the same time that he discovered that he needed glasses. “That made me cry,” he said.
I am mad that a woman of her stature could perform such a criminal act of dishonesty—at Harvard, of all places.
And for Morgan, the biggest problem with the music industry is obvious: It no longer knows what business it's actually in. "When people say they sold 5,000 units in Cleveland, it has been a long time since someone could explain to me what that unit is," he said. "If you sell three songs on [Apple's (AAPL_)] iTunes, stream three more on Spotify, and then move two EPs discs at a concert, how many records did you just sell?
Do I want to dump “agencies” completely, or do I just want a different kind of “agency” support? Is the goal to excise layers between my dollars and the end media? Or am I looking to make my programmatic media more effective and/or more strategic relative to what my current agency is doing? Is my frustration with my agencies limited to programmatic media?