Three years ago, I’d never heard the term biomedical equipment technician (BMET). I didn’t know the field of healthcare technology management (HTM) existed.

Southern politicians often have a homespun way of making a point. A few years ago, a candidate for a small-town sheriff’s election was overheard saying, “Criticize my drawl, you make me laugh. Criticize my views, you make me listen.

Markets run on trust. Trust runs on standards. And standards only work when the people shaping them reflect the people they are meant to protect.

Delight your customer! Exceed your customers’ expectations! Provide value-added service! These have been mantras of customer service gurus for a long time.

A few months ago, during separate visits to an emergency department and an urgent care center, I experienced what many patients and clinicians now consider routine: long waits, crowded spaces, and visible strain on staff.

Walk the aisles of any liquor store in the U.S., and brands named after people call for your notice—Johnnie Walker, Jose Cuervo, Captain Morgan, and Jim Beam. Perhaps the most revered name among them is Jack Daniel.

Data are the backbone of our digital world. From healthcare to finance, and from government agencies to private businesses, organizations everywhere rely on vast amounts of data to function effectively.

The customer is not always right. We are all customers, and sometimes we’re dead wrong. Stew Leonard Jr., CEO of Stew Leonard’s grocery stores, enjoys saying, “The goal is to make the customer feel right.” 

It’s a terrible feeling to put a ton of effort into crafting a recommendation only to have it shot down in front of all your co-workers. If you want your idea approved, you should try doing things backward instead.

If you’ve flown in the U.S. in recent years, you’re probably familiar with the airport security experience of entering a booth, raising your hands above your head, and having a machine check your body. That machine is called a millimeter wave scanner.