The 30 innovations chosen on the basis of articles published in The Journal of the American Medical Association and the New England Journal of Medicine in the past 25 years. 225 physicians who graduated before 1980 were surveyed based on several factors. The ranking of the 30 medical innovations in the study are as follows:
1. MRI and CT
2. ACE inhibitors
3. Balloon angioplasty
4. Statins
5. Mammography
6. Coronary artery bypass graft
7. Proton pump inhibitors and H2 blockers
8. Selective serotonin reuptake inhibitors (SSRIs) and new non-SSRI antidepressants
9. Cataract extraction and lens implant
10. Hip and knee replacement
11. Ultrasonography and echocardiography
12. Gastrointestinal endoscopy
13. Inhaled steroids for asthma
14. Laparoscopic surgery
15. Nonsteroidal anti-inflammatory drugs and COX-2 inhibitors
16. Cardiac enzymes
17. Fluoroquinolones
18. New hypoglycemic agents
19. HIV testing and treatment
20. Tamoxifen
21. Prostate-specific antigen testing
22. Long-acting and local opioid anesthetics
23. Helicobacter pylori testing and treatment
24. Bone densitometry
25. Third-generation cephalosporins
26. Calcium channel blockers
27. Intravenous conscious sedation
28. Sildenafil (Viagra)
29. Nonsedating antihistamines
30. Bone marrow transplant
Tuesday, February 2, 2010
30 most important innovations in Medicine
The Digital Music Industry isn't music to anyone's ears
I just finished reading an interesting article about web-based models (Daily Deal). Thought I'd post the most important points here and my personal views
My predictions:
Give me easy ways to find stations. Pandora's hardware might do better than its software.
- The global music industry has gone from $31Bn to $18Bn
- Apple sells 25 percent of all US music, Walmart sells 14 percent
- It costs a penny to play a song (you can start your own co today) so the more successful you are, the more cash you burn (remember Netzero!)
- There are 350 digital music cos (good grief!) And $1 billion has been invested
- Pandora, which raised $50MM is profitable with $40 million in revenues but very few paying subscribers
- Spotify (Europe) also raised $50MM
- There have been 2 exits. MySpace acquired Imeem with 16 million listeners for $1 million; CBS paid $250MM for Last.fm but its reportedly not doing well
- Interesting models: Ecast (digiral jukeboxes for clubs and bars), Jamendo (selling rights-cleared music to businesses) and Rhapsody (first-mover streaming subscriber but only has 700,000 subscribers)
- 95 percent of digital music is still illegal.
- Getting label approval is a laborious process; nothing is standardized
- Venture units of both Sony Music and Universal Music have been dismantled
My predictions for the next 3 years
- First the obvious ones. Most of these cos will dissapear and most VCs won't make a dime
- Old musicians may be found bagging groceries as their retirement rapidly dries up. There will be many more tours, videos with product placements and merchandising so bands can milk the few good years (anyone remember Britney) - and more recent bands will play at Yahoo and Google !
- Labels will standardize distribution, even adopting common platforms (e g an Amazon equivalent for distributing all major labels might emerge and anyone will be able to contract from them and stream the music)
- Local radio advertising prices will drop off a cliff
- Cool hardware will have unpredictable success, but there will be a resurgence of cool radios in the home with retro designs but till the big consumer cos like Bose step in, these will be niche businesses with unpredictable sound quality
- Cable will go outside the box. They will l sell hardware that will pick up the Internet based stations from the set-top box and and give us more control. The radio on cable will finally get significantly better with more controls to users (though TV sounds won't hence the need for a wireless-enabled radio)
- The more lawyers a label hires and the longer it takes to strike deals with these 350 startups, the slower will they be to get online, and the less likely they are to survive.
Sent via BlackBerry by AT&T
Friday, January 29, 2010
Sunday, December 13, 2009
Friday, November 27, 2009
Tuesday, November 24, 2009
White House Banquet guests - interesting people !
The President & First Lady Michelle Obama
Dr. Manmohan Singh, Prime Minister, India & Ms. Gursharan Kaur
Mr. Mukesh D Ambani
Mr. Deepak Chopra
Ms. Katie Couric
Mr. John Doerr
Mr. Thomas Friedman
Mr. Raj Gupta, CEO, Rohm & Haas
Mr. Rajat Gupta, Ex-CEO, McKinsey
Dr. Sanjay Gupta,
Mr. Farooq Kathwari, CEO, Ethan Allen
Mrs. Jhumpa Lahiri, Author
Ms. Kiran Mazumda-Shaw, CEO, Biocon
Mr. Sunil Bharti Mittal, CEO, Bharti
Kalpen Modi, Associate Director, Office of Public Engagement
Mr. Shantanu Narayen, CEO, Adobe
Ms. Indra Nooyi, CEO, Pepsi
Mr. Deepak Parekh, CEO, HDFC
Mr. Sam Pitroda
Ms. Preetha Reddy, Apollo
Mr. Parag Saxena, Invesco
Dr. Amartya Sen, Nobel Laureate
Mr. M. Night Shyamalan, Director
Mr. Analjit Singh, CEO, Max
Mr. Ratan Tata, CEO, Tata
Mr. Fareed Zakaria
Wednesday, November 18, 2009
Good Question! The Eight Best Questions We Got While Raising Venture Capital
Good Question! The Eight Best Questions We Got While Raising Venture Capital
I found four questions particularly interesting, so I am writing them out.
1. What are your unit economics?
For us, this meant explaining what Redfin made this summer on a single home purchase, with a per-transaction account of what we spent on marketing to get customers ($27), on local data ($153), on customer service ($2,906) and so on. We also calculated how much annual revenue we got for every monthly unique visitor. Knowing that the big number is how much we spend on our customer-service team refocused us on making sure we hired the right team and invested in its happiness.
4. What are the explanatory events?
What change in our business had caused revenues to shoot up? We found the real explanatory event was a change in our service a month before – unlimited home tours.
5. Why can’t you grow faster?
Redfin’s Sasha Aickin quietly pointed at the headcount line of our projections and said our rate-limiting factor is probably how quickly we can hire top-notch real estate agents. Everyone nodded. We got back from that meeting and began thinking about scaling agent hiring.
6. What are the accelerating effects?
What separates a potential colossus from other businesses is the capacity to keep growing at 300% rate in years four, five and beyond. For Amazon, the product reviews and personalization history it captured from its first users accelerated its second stage of growth. For Facebook and Twitter, the community itself constantly recruits new users. For companies like Zappos and hopefully Redfin, it’s word-of-mouth about our customer service.
Advice from Steve Rubel on Microblogging | Shareaholic Blog
Advice from Steve Rubel on Microblogging | Shareaholic Blog: "Be relevant – think carefully about what kind of content your audience would care about. Are you adding value to their life?"
