Thứ Sáu, 1 tháng 2, 2019

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I talk a lot about what digital health is.

It's a cultural transformation initiated by advanced technologies that lead to an equal-level

partnership between patients and their caregivers.

But even huge organizations mistake it for simply a technological revolution.

So let's clear up the confusion, let's see what is NOT digital health.

There are many buzzwords flying around in healthcare; telemedicine, ehealth, mobile

health, health IT… just to say a few.

But not everything that goes through a smartphone or a computer is part of digital health.

And it can be hard to draw a line to where it all begins and ends.

When personal computers became widely available in the 1990s, e-health emerged.

When such computers could be connected into networks, telemedical services appeared.

The rise of social media networks gave space to medicine 2.0 and health 2.0; while penetration

of mobile phones and later smartphones summoned mobile health.

But digital health is more than that.

Even more than the sum of principles, such as gamification, or technologies, such as

telemedicine.

It is a cultural transformation democratizing care.

Let's take Health IT that mostly covers the exchange and management of electronic

health records.

I know.

It sounds like digital health…

But it's not.

It's not a cultural revolution, only a technological one.

So you might ask the question, how can we navigate between these trends and buzzwords.

How should we know what is part of digital health?

It's simple.

Just use our "Gary-rule."

It's a general rule of thumb that can help you easily.

Imagine Gary, the IT guy.

If you have a tech related issue, that only he can help with, that belongs to Health IT.

If Gary is not enough to address the problem because you need doctors and patients involved

too - that's digital health.

For more infomation >> What Is Not Digital Health - The Medical Futurist - Duration: 1:51.

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Magno Digital - Uso de Dispositivos no Ensino Fundamental II - Duration: 2:52.

For more infomation >> Magno Digital - Uso de Dispositivos no Ensino Fundamental II - Duration: 2:52.

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Wass...up! Zindagi - Official Gujarati Trailer | Exclusive Digital Premiere On 8th Feb On Eros Now - Duration: 2:20.

For more infomation >> Wass...up! Zindagi - Official Gujarati Trailer | Exclusive Digital Premiere On 8th Feb On Eros Now - Duration: 2:20.

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GSU Digital Library - Duration: 1:27.

For more infomation >> GSU Digital Library - Duration: 1:27.

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Understanding and Comparisons of High-Speed Analog-to-Digital (ADC) and Digital-to-Analog (DAC) Conv - Duration: 18:41.

For more infomation >> Understanding and Comparisons of High-Speed Analog-to-Digital (ADC) and Digital-to-Analog (DAC) Conv - Duration: 18:41.

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QUT Digital Observatory: variations in social media censorship - Duration: 3:12.

Social media deletion and its implications Professor Nicolas Suzor Law Faculty, QUT

Who controls what we can see and say?

This demonstration showcases the implications of social media censorship

It highlights the need for new methods of understanding online governance at scale, over time, and across platforms.

The changes in height in the demonstration indicate the dynamic deletion of YouTube videos by countries

For more infomation >> QUT Digital Observatory: variations in social media censorship - Duration: 3:12.

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Caleb Kinchlow Digital Holiday Gifts - Duration: 5:02.

For more infomation >> Caleb Kinchlow Digital Holiday Gifts - Duration: 5:02.

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7 Steps To Build a Digital Marketing Agency While Traveling - Duration: 11:58.

I'm here with a couple people.

I'm in Cancun.

I don't know if you can tell by the cool background.

But yeah, we have a couple people here, but everyone

on the team is able to kind of just move around.

There's not really a lot of operating costs

in regards to, we have a bunch of stuff

that doesn't necessarily make money, but we need to do it

anyways, as in we kind of need to buy supplies for everyone.

We need to have a monthly expense, 'cause we are

paying this much for rent to rent out an office.

We just get to work in places

which are much more affordable, and then we also have

kind of set processes in the business that like,

we need to hit certain milestones, and we can't really

go back and make changes, and we don't have a bunch of,

we're just able to kind of cut costs by just focusing

on the process, like, yeah, making sure

that everything's unique, everything's cool,

everything is going to be custom built for the client,

but we do have a set kind of process and system

that we go through when we create videos for people.

It helps to keep our cost down in that sense.

- Yeah, so basically, you keep the clients happy,

and they get exactly what they want,

and they get custom work.

It's not some cheap template stuff.

And at the same time, you don't have those huge overheads,

because everything is done in a very cost-efficient way.

Like, here's no offices.

There's coworking.

There's the delivery process that's kind of a process,

not just, oh, let's just keep going back and forth forever

and have 7,000 revisions are completely not necessary.

So, I guess the reduction

in the 17,000 revisions is also a process.

So what type of process do you have for that,

so that the clients don't need

to ask you to change stuff all the time?

Like, how do you do that?

- Yeah, a big part is just setting things up ahead of time.

So before we even start on doing any script writing,

before we start on game planning for the animations

and what the video's gonna look like,

we really wanna figure out the strategy,

like how is this video gonna be used?

Who's going to see it?

What's the awareness level of these people?

And you wanna have a built-in strategy

so that when you start coming up with a script,

it's like, it's built to something that you guys both

agreed on, and it's just like your communication is right.

You're front-loading it right at the beginning

of the working relationship, where you know,

here's who we're making this video for,

here's the purpose of the video, here's where it's gonna

be used in different parts of our client's funnel,

or maybe it's just for training videos as well.

So we know exactly what the goal is with the video,

so we don't have people going, hey, we actually made

a change in sort of what we were doing with the company,

and we want this video to reflect that,

midway through the process, right?

And then yeah, there's certain milestones so that you

make changes until you hit that milestone, but then,

then, once we've passed that, it's like we can't just

keep going back and making revisions and restarting

from scratch over and over again.

So having that conversation

at the very beginning is very important.

- Yeah, that makes sense.

And I guess, you're also not charging cheap, right?

So I don't wanna make it seem like you guys are doing

some kind of cheap work, obviously,

'cause you are charging at premium.

You are doing high-ticket sales,

as we mentioned before as well.

So, how come you don't build a business

that's just, here's a bunch of $500 videos?

Like, here, buy $500 videos from us,

as many as you want, and get thousands of sales?

Why don't you do that?

- That's a big headache.

You have to make a lot more transactions with people,

and you have to balance a lot more stuff.

It's not that we wanna make a bunch of videos, you know?

We don't really care to make just a bunch

of cheap stuff that's gonna be template-based,

that they provide the script.

We want to make stuff where it's not so much a cost to them,

like it's not like you're spending $500.

It's like you're investing into something that's going

to bring more return than the investment that you put in.

We also don't wanna make stuff that's boring, you know?

I wanna make something that we're proud

of and the team's all proud of, so we get excited

by being able to make new stuff every time.

Like, I don't want to just do the same thing over

and over again on repeat, 'cause I get bored pretty easily.

- Right, right.

So you're also working with bigger clients

than before, if I'm not mistaken?

Did you make that decision last year, or when did you decide

to also focus on these big projects, like the 50k one,

or how did you make that decision?

- Yeah, that one was just sort of, it came about.

We had the capacity to do it.

We have a team in place to make stuff like that.

But then yeah, some of our bigger clients,

a lot of our biggest clients that we've worked with,

they have kind of came out.

They reached out to us through referrals.

They've reached out to other companies and said like, hey,

who'd you get to do your video, and then they just

suggest us, and then we go from there.

They just reach out, like hey, you were recommended to us.

Let's talk about what we're looking to have done,

and then we can talk from there.

- Right.

And you mentioned before you were traveling.

You said this is Cancun?

That looks quite nice, actually.

(coach laughs)

- Yeah, this is Mexico.

This is where I live most of the time.

- Right, right.

So how come you're able to travel while doing all this?

I guess most people wanna meet up

for sales meetings or something, I don't know.

How come you don't do that, or you don't prefer to do it?

- I wouldn't be against it, like, even just flying out,

kinda shaking hands, meeting people.

I'd be open to doing that, but people are busy, man!

We're sitting here talking through Zoom right now,

and most of my communication with people is through Zoom.

There's not too much benefit to kind of staying in one spot

to make sure that you can sit down

and have a lunch with someone.

When I'm back in Canada, where I'm from,

I'll meet up with people every once in a while,

but it's not as much as you'd think.

So there's not really any benefit

to even living in sort of where you're doing business.

We have a bunch of clients in Canada,

and I very rarely see them. - Right.

And what's the process for sales?

So, people will think, this is not possible.

You can't close big deals if you don't meet people.

You need to sign there with a lawyer present or I don't

know, all kinds of weird stuff people think about sales.

So, what are some ways that you use to actually

close people on a call, even with bigger deals?

Like, how come you're able to do that?

What is the process, more or less?

- Hmm, I feel it's just trust, you know?

When people speak to me, they can hear my voice.

I've been doing this for a while.

I think another big thing is we have a lot of clients.

We have a lot of social proof,

so people know we're been in this industry for a while.

If they send me money over the internet, there's a pretty

good chance that it's not going to disappear, you know?

They know that, because we have a proven track record.

We've worked with a lot of people before.

We have a lot of good publicity, and we've kind of developed

that over the last couple years we've been in business.

So, yeah, I think it would just come down to trust.

People know we've been in business.

They know we make what we say we make, and if they work

with us, they're going to get pretty much exactly

what we discuss over the phone when we're talking.

- Yeah, and what is the consultative selling process?

Like, in what used to be Businessmen Insiders,

we used a process where we kind of instruct people

on how to make a decision.

So, do you do this, or do you use just proof,

or what do you do exactly?

- Yeah, well, you just get on the phone with people,

and you just talk to them.

Like, what is it that they're involved with?

What is it that their goals are?

What is it that their strategy is,

and then you just kind of figure out.

You just kind of game plan with them and for them, in a way,

just hey, like, here's what I think would work.

Here's what I think you guys

could start implementing in your business,

and then, you're pretty much just there to help out.

I wouldn't even say it's closing the deals.

You're just kind of having a conversation,

and people wanna work with you, and then if you

can help them, then you guys work together.

- Right, so what if they say

they need to talk to their boss?

- Then you reschedule, and you talk to the boss with them,

or you kind of send them a message after the call,

like hey, it was great to speak with you.

Looking forward to it, lemme now what your boss says.

Here's a quick summary of what we discussed,

and then they show that to their boss as well.

- Right, and what if they say that this project,

that they're in the discovery phase?

It's not really a project yet; they're just discovering.

So what would you tell them early in the call

if you find out about this?

- Yeah, early in the call, I would just

kind of see what their game plan is.

They're probably not ready to work with us just yet.

I would just give them some advice and speak with them

about what they're looking to have done and what they're

looking to do, and then just help out the way I can,

and down the line, they would, sometimes they'll come back

if they realize, hey, it's time to need this,

and then you just kind of keep the relationship going.

Just keep talking to them every month, every two months,

something like that, and just speak with 'em then.

- Yeah, interesting.

I guess we call this the deposit funnel.

We just get a deposit from them, and we set a date

for later on so that we know they'll show up,

'cause they paid the deposit

to hold the spot to work with us.

That's the standard process.

Your variation is, well, it's almost the same,

but just follow up, follow up, follow up, basically.

It definitely, definitely works.

I guess we've also noticed that 75% of sales

comes from this and not from sales on the first call,

because not everyone's ready to buy immediately.

Some companies are just not ready yet.

They're figuring out what they're gonna do

in three months, or sometimes even six months,

and sometimes even two years.

(coach laughs) Sounds ridiculous,

but if they end up buying, it's worth following up

for a couple of hours over a period of a few months or even

a year or something like that, for a big enough sale.

And people don't realize this.

People just throw away leads for no reason whatsoever

instead of just developing relationships, getting referrals.

From your current sales that you're getting on a monthly

basis, how many of those are referrals, as a percentage?

Like 50%, 40, 12%, or what are we talking about here?

- Yeah, I would say like 50 to 60%

are just referrals right now.

Just people we worked with before, they just

kind of either need more stuff that we make,

or they have people that they're communicating

For more infomation >> 7 Steps To Build a Digital Marketing Agency While Traveling - Duration: 11:58.

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Cudos Digital Giftcards app - Signing up is so EASY! - Duration: 0:38.

For more infomation >> Cudos Digital Giftcards app - Signing up is so EASY! - Duration: 0:38.

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The Birth of Digital Seismography at MIT: An Interview with Dr. Sven Treitel - Duration: 7:03.

Today the oil industry does not have the reputation of being forward-looking, but

that was not the case in the 50s because they were among the first to make

practical use of these time series analysis tools that had been developed

primarily here at MIT. [ANNOUNCER] They actually put a small charge of dynamite down a little

hole and create a very miniature localized sort of an earthquake. There it

goes and that's that sound waves to going off that go down below the ground

and are recorded on something that we call a seismogram. It looks like this. [TREITEL] My

major as an undergraduate was geophysics. This was one of the first schools where you

could get a degree in geophysics. When I was admitted by graduate school I

faced the problem of... feeding myself. There was this Geophysical Analysis

Group or GAG which had been founded by Robinson with funding from the oil and

service industry in 1951, so I joined it in 1953. Robinson was a graduate of

the math department here and then he went and studied economics under

professor Paul Samuelson. But then after he got his Master's, Enders decided to get a

PhD in mathematics, so he began working under Norbert Weiner. Weiner dedicated a

lot of his research and his life to the study of time-series-- say, the stock

market index or a recording of atmospheric pressure over time-- these are

all time series. Enders and another professor who was originally one of

Weiner's students, by the name of Wadsworth, who was a statistician, convinced the Geology and

Geophysics Department to co-sponsor a consortium. Robinson at that time knew

nothing about geophysics, nor did Wadsworth.

However, Wadsworth was in a car pool with Pat Hurley.

Pat Hurley was a nuclear geologist in the precursor to this department. During

the ride-- they both lived in Lexington-- to Cambridge, chatted about what each other

was doing and Wadsworth was telling him "I work with time series" and Hurley,

who was a geologist, knew what a time series was, and he thought of seismograms.

Wadsworth said, "Well, I have a grad student,

Enders Robinson, who has background in time series analysis." They decided they

needed funding, so with the help of Hurley, who had contacts with the oil

industry, they got a bunch of oil companies and service companies to chip

in, and that was enough to support a group of graduate students. The

particular early application was to seismograms

that are corrupted by multiple bounces in the subsurface. That was the first

problem that Geophysical Analysis Group was assigned to eliminate using

very primitive methods to digitize the data, namely graduate students to look

at the data and read the amplitudes of the traces by eye.

And you can only do this for so long before the traces started merging in

your eyes and you had to stop. The MIT Whirlwind computer had just been

installed in its earliest version. [TV GUEST] These coded numbers appear as perforations on

a piece of paper tape and contain all the information needed. [TRETIEL] The Geophysical

Analysis Group then began to use the Whirlwind computer to do our early work. We

were able to show that you could filter the data in such a way that you

attenuated the multiples and brought out the so-called primary

reflections. We had sponsors meetings once a year. They said, "this is all very

nice, but first of all we don't have digital computers, and secondly, how do we

change our seismic recordings which were recorded on paper? We can't afford

to have our geophysicists, who we pay handsomely, spend all day reading these

numbers. And so, the next step was for the electronics industry to realize the

importance of building analog-to-digital instruments. But by the early 60s for A-to-D

(in shorthand) converters came to the market and were immediately put into use

by the oil industry. One of the earliest graduates with his PhD was a fellow by

the name of Mark Smith. He went to work for Geophysical Service Incorporated or

GSI, and he was the one who introduced, first introduced digital techniques to

GSI, so they were the first company to benefit directly. The second oil company

that benefited of these results was through me and that was Amoco, known as Stanolind

Oil and Gas in those days. And by the end of the 60s, this technology was in

full use by the oil industry. No oil company that expected to stay in

business could avoid using digital techniques. If you went to a

geophysical meeting in the late 60s and through the entire 70s, most of what you

would hear had to do with signal processing. But that was overtaken

eventually by image processing-- to extract subsurface images. One of

the great things of getting an education at this place is you're trained to

attack new problems. You have- you're given the tools. All this became clearer to me

as I got much older. Original thinking is done at universities, groups like ERL and

and others at other universities. There you can still let your mind roam.

For more infomation >> The Birth of Digital Seismography at MIT: An Interview with Dr. Sven Treitel - Duration: 7:03.

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Learn Digital Marketing - Digital Marketing Training in Trivandrum | DigiLitra - Duration: 0:31.

For more infomation >> Learn Digital Marketing - Digital Marketing Training in Trivandrum | DigiLitra - Duration: 0:31.

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QUT Digital Observatory: activity patterns of rugby league fans - Duration: 3:59.

Live Australian Twitter trends Professor Axel Bruns Digital Media Research Centre, QUT

This demonstration visualises activity patterns in the Australian Twittersphere during one 24-hour period.

It shows the tweeting patterns of about 50,000 Australian Twitter accounts identified by the QUT Digital Observatory, and highlights several key engagement spikes during the day.

In this example, a major peak in tweeting volume occurs during the evening hours as rugby league fans are tweeting along with the first match of State of Origin 2018.

A day in the life of the Australian Twittersphere.

Each dot represents a tweet. Each colour represents an activity cluster - for example, politics, sport, teens, etc.

The timeline shows when the tweets were posted.

At 14:30, a tweet about the RBA interest rate was posted.

At 22:30, reaction to a tweet by Donald Trump

At 09:00 the next day, activity increases in the political sphere with the start of a new day in Canberra

At 21:00, a major peak in tweeting volume occurs with the first game of State of Origin 2018

For more infomation >> QUT Digital Observatory: activity patterns of rugby league fans - Duration: 3:59.

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Le Digital Workplace de Société Générale / the Digital Workplace at Societe Generale - Duration: 1:46.

The Societe Generale collaborator

is also someone who has a smartphone.

He/she probably also has at home a digital tablet, or a PC or a Mac.

So, as an individual, he is a consumer, let's say,

of the Digital Workplace.

What he had at home was very much in avance,

much more modern, much quicker,

much more data, much more space

than what he had at the workplace.

I want my coworks, to have a digital workplace experience

that would be consistent between what he gets at home and what he gets at the workplace.

This is not easy, really, because of all of these issues

relating to regulation and security.

When we say that we will put data in the Cloud,

How do we manage this issue ?

this is very important indeed.

We have deployed over 20 000 laptops

in our headquarters, at the branches, this has just started,

we have just under 5 000.

So there are many other axes to manage.

Part of our collaborators still have very small mailboxes,

and we are now implementing this migration

we already have almost 9 000 workers

with mailboxes in the Cloud.

The aim is to deploy about 70 000 mailboxes

by June next year.

So we are moving very fast since we are talking big numbers

when we talk about migration.

In the last three years we have really worked hard to catch up

compared with this private world.

We are not quite there yet, but we have made considerable progress.

We are today in a digital workplace

which we should not be ashamed of but this is not enough.

And this transformation, is absolutely key for

The collaborators implication in the success of this transformation

and that we expect from him in his business.

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