Government Bits

Tracking how technology is transforming interaction between governments and citizens.

As the Head of Adobe’s healthcare practice, Michael is responsible for solution architecture, strategic marketing, and business development for a portfolio of Digital Government Solutions for health care organizations and public sector agencies worldwide.

In his role, Michael leverages an extensive background in government marketing and health economics to identify and prioritize market development opportunities, and evangelize Customer Experience and user-centric architectures throughout the public sector and healthcare ecosystems.

Michael brings over 15 years’ experience in progressive roles at IT, biotech, and medical device companies, and a history of leveraging technology to help enterprises achieve measurable results. Prior to joining Adobe, he served as director of marketing and business development at MicroProbes for Life Science where he oversaw product commercialization and global distribution channels for implantable medical devices. Before MicroProbes, Michael was a marketing lead for Otsuka America Pharmaceutical Inc., where he played an integral role in government relations and launching the company’s first hospital brands.

Michael earned an MBA as well as a Bachelor’s degree in Management Information Systems from the University of Baltimore. As an adjunct professor, he has taught business and technology courses and served on the advisory board at Baltimore City Community College.

He is also a veteran of the US Coast Guard, where he proudly served as a Petty Officer.

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Although most of us mindlessly take it for granted, Internet access in the US is by no means ubiquitous. However, the dynamic mainstream adoption of smart phones, tablets, and other mobile devices has helped to drive irrefutable progress among rural residents and underserved populations.

By literally placing the power of the web into the pockets of many citizens for the first time, mobile devices empower these segments with a surge of newfound access to unlimited information (cell tower coverage and data plans permitting).

However, a closer look reveals a new challenge, as mobile devices are often the only gateway to the Internet for many of these new users. Despite the significant advancements they represent, these devices will not realize their full potential until enterprises, like government agencies and other organizations, deliver consistent experiences for meaningful business processes and human services across these channels – from start to finish.

For example, imagine what it would be like to exclusively use a cell phone to conduct an exhaustive job search… then actually write and submit a resume on the same device.

Or maybe you need to research and compare your options for health benefits and other social services… then actually select a plan and submit multiple forms of information to enroll a family of five.

In most cases, these simple tasks would be difficult to say the least on a mobile device.  But they don’t have to be; technologies exist today that can extend robust Internet experiences through these channels and then measure their effectiveness.

This new digital divide, which also includes the lack of universal broadband availability (an issue that deserves a posting of its own), was among the topics covered as I recently addressed tribal leaders and executives on tribal health IT at the 12^th annual Tribalnet conference in Scottsdale, AZ.

This year’s theme was Bringing Technology and Tribes Together, and that was comprehensively explored throughout the three conference tracks offered: IT Governance, Tribal Health, and Virtualization.

As some Tribalnet attendees prepared to also attend the upcoming White House Tribal Nations Conference to continue these important discussions, I was reminded of our government’s commitment to these issues. Regarding improved service in tribal lands, FCC Chairman Julius Genachowski, recently commented “Our actions will further empower native nations to access and use the latest technologies to grow their businesses, increase their access to quality health care and education, reach 911 during emergencies and receive public alerts and warnings.”

And while this level of attention to such a vital lifeline for so many is commendable, I am personally hopeful that we won’t stop there to ensure that meaningful access eventually becomes a mindless afterthought for everyone.

Let us know what you think on Twitter @AdobeGov and @AdobeCEM, or on Facebook.

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I was recently invited to participate on a roundtable panel of thought leaders from government, business, and academia at the 2011 Annual Conference in Annapolis, hosted by the Maryland Legislative Black Caucus. Collectively, we explored a broad range of topics related to industries that are driving the state’s economy, namely biotech, cyber security, information technology, and healthcare. We agreed that these industries all intersect, in one way or another, as Maryland implements components of the Patient Protection and Affordable Care Act (PPACA), also known as Health Reform.

A primary goal of health reform is to improve overall status and quality of care by achieving health equity and eliminating disparities, particularly in the African American community.

Designed to reduce the estimated $60 billion spent annually on direct health care expenditures, in part due to existing disparities, PPACA aims to make health services more affordable and accessible for millions of Americans. However, successful implementation will require important tactical considerations, including educational outreach and local economic infrastructure, which are often muted by theoretical partisan debate.

In order for any government program to deliver valuable services, citizens must first know that they exist and understand the relative value. For example, as a result of PPACA, commercial health plans now cover many immunization and preventive services without charging a deductible, co-pay, or co-insurance. Included are wellness services like screenings for cardiovascular disease, cervical cancer, colorectal cancer, diabetes, and more.

Additionally, the national Medicare “donut hole” shrank last year by an average of 40% for elderly and disabled citizens. The donut hole refers to a gap in benefits coverage where seniors incur substantial costs as they pay for prescription medications 100% out-of-pocket after standard Medicare drug benefits have been exhausted, but before catastrophic coverage kicks in. By 2020, in accordance with the PPACA, the Medicare “donut hole” gap will be completely phased out.

To raise awareness of these and other benefits, I proposed that state leaders employ innovative resources, like social media and other dynamic online forums, in conjunction with conventional methods, like town hall meetings such as those at the conference, to spread the word. These same tactics, along with powerful data analytics, should be deployed to measure the effectiveness of other program components as well.

Advocacy also plays a big part in health reform, particularly as it relates to the rate of community adoption during implementation. Navigators, or certified individuals who provide health benefits education, will play a critical role in assisting underserved populations with enrollment in qualified plans and escalation of grievances. To that end, health IT solutions like Health Insurance Exchanges (HIX) that improve access for citizens must also include provisions for navigators to securely act on behalf of authenticated applicants in the exchange.

Among the invited attendees at the conference were select college students who were concerned about employment prospects as they prepare to enter the state’s workforce, as well as other constituents interested in the local economic aspects of health reform and other state initiatives. Christian Johansson, Secretary of the Maryland Department of Business and Economic Development, was on hand to review the state’s strategic plans to facilitate job creation and empowerment by driving sustainability in high growth industries like healthcare and IT.

Overall, the annual conference was an overwhelming success as it accomplished the simple but powerful goal of its organizers to increase engagement, dialogue, and meaningful interactions between the state’s business leaders, policy makers and the people they serve. I was proud to represent Adobe there and I look forward to similar opportunities in the future.

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As the fifth annual Health 2.0 conference recently kicked off in San Francisco, the vibe was electric and incestuously contagious; I felt it more with every interaction there.  The event, which focuses exclusively on celebrating innovations in health IT, continued its tradition of generating more buzz and excitement than the year before.  Just as impressive, though, was the humbling sense of community and shared purpose as evidenced by the launch of Health 2.0 MatchPoint, a program dedicated to matching young innovators with established organizations. Mark Smith, President and CEO of the California Health Care Foundation, expounded on the significance of the matching concept in his spirited keynote remarks.

Form new start-ups to household names like Adobe;  from public sector agencies to publically traded corporations, the diverse “Health 2.0” entities that were represented each embodied three common elements, according to conference co-founders Matthew Holt and Indu Subaiya.

Those elements included (1) use of adaptable technology that integrates with the wider cloud and “unplatform” ecosystem, (2) a staunch focus on the user experience through design and usability, and (3) use of data to drive outcomes that improve health care through lowering cost, improving efficiency and improving intelligent decision-making.

On behalf of Adobe, I had the privilege of announcing the Innovation Showcase, featuring this year’s winners of the Health 2.0 Developers Challenge. The session was particularly special for me since I had the honor of standing on the same stage a year ago to accept the Developers Challenge Award for Adobe’s Blue Button solution for electronic health records at the US Veterans Administration (VA).

Since last year’s win, Adobe has been working closely with our partner community to nurture innovation throughout the healthcare ecosystem. During this year’s conference, I caught up with a couple such partners who leverage Adobe technologies as part of their own solutions.

CareCloud, a provider of cloud-based practice management and medical records solutions, incorporates Adobe technologies into their revolutionary Central product suite. CareCloud Central simplifies administrative processes like billing and insurance eligibility so that physicians in private practice can focus more on delivering patient care and improving outcomes.

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Videum, a joint venture between Publicis Healthware International (PHI) and dotSUB with a planned launch in early 2012, leverages Adobe technology to offer global users the ability to share, search, and view video with healthcare content – in any language.  Such a game-changing portal, according to the press release, will provide a cost-effective solution for global healthcare communications using video online while providing unparalleled, universal access to content.

Overall, I couldn’t agree more with the sentiment that Matt Holder and Indu Subaiya expressed in their welcoming statement, “Health care is everyone’s business and it is ultimately a vital and personal journey for all of us.”   I may be a little biased, but I cannot think of any better area to focus all our innovative resources than that of progressing the way we individually experience healthcare from own unique perspectives.

Let us know what you think on Twitter @AdobeGov and @AdobeCEM, or on Facebook.

Customer communications has always been at the core of enterprise service strategies.  For organizations striving to capitalize on strengthened relationships with consumers, it often seems an added bonus that they may also streamline operational costs at the same time… if they do it right.

The proliferation of tablets and other mobile devices presents unique opportunities, and has caused many organizations to take a second look at how to satisfy their customers’ heightened expectations for immersive 24×7 interactions.

Besides, how much does it cost your agency to route traditional outbound correspondence and handle inbound inquiries received by postal mail or telephone?

The figures vary with each organization, since factors like call volume and levels of service complexity need to be considered. But a conservative estimate of $5 -$10 per inquiry is generally applied across most industries. (hint: For complicated segments, like health benefits administration, that figure quickly escalates!)

And what does the agency typically get in exchange for such an expensive investment?  The list is long, but a few of the most recurring responses include:

1. Frustrated consumers who feel inconvenienced. (“Please listen carefully since the menu options have changed. Press 1 to continue…”   Ugh!!!)
2. Error-ridden databases, which are usually the result of redundant manual entries.
3. Significant bottlenecks in processes that contribute even more to # 1 and # 2 above.

This dysfunctional cycle is often a symptom of more alarming inefficiencies throughout the enterprise, and it was high among trending topics when I spoke on a panel at a recent summit in our nation’s capital: “IT for Effective Government Healthcare Programs.”

IT plays an integral role in the administration of government programs. This is particularly true in healthcare where significant challenges, like increasing costs and barriers to access for life-saving benefits, may vary significantly between diverse regions.  But in order for these healthcare programs to be successful, there are three key requirements that should be considered and addressed in every aspect of the lifecycle:

1.   Engagement on the front end

•  IT solutions need to provide value to its intended audience in order to be adopted as a better way for doing business.  Ultimately, if the solution doesn’t actually get used then it is useless.  For example, the US Department of Veterans Affairs selected Adobe’s solution as the winner of their Blue Button Developers Challenge in part due to the dynamic experience that our solution provides users as they securely interact with their personal health data.

2.   Efficiency on the back end

• IT solutions for government healthcare programs should clearly align with one or more business objectives and demonstrate a direct correlation to optimized workflows, streamlined processes, or improved outcomes such as at the Illinois Department of Human Services. Also consider the example of a public health plan like Medicaid leveraging an interactive statement to communicate explanation of benefits (EOB) to its members. The i-Statement EOB empowers health plans to transform their static one-size-fits-all paper statements into a dynamic two-way communication channel which enables members to manage their accounts or chat with customer service agents from within the electronic document. Members can even dispute the accuracy of a claim, thereby reducing the risks of fraud and potentially saving hundreds of millions of dollars annually by helping to identify overcharges that otherwise may have slipped through the cracks.

3.   Effectiveness throughout

• Measuring progress, adoption, and impact of government healthcare programs is essential to fully exploiting and replicating successful implementations, or proactively adapting projects that are failing.  Through real-time segmentation, dashboards, and other intelligence, program managers can gain a complete picture of how consumers are interacting with health IT solutions like benefits enrollment portals, and then deliver relevant and engaging digital content that boosts key performance metrics. These days, agencies can’t afford to wait until the end of a fiscal cycle before they begin to determine whether a program is working. Embedded analytics and other related tools help to ensure the measurable effectiveness of health IT solutions almost immediately.

In the end, rather than suggesting the elimination of traditional mail processing and call centers altogether, my fellow panelists and I agreed that agencies instead should objectively evaluate the processes that surround these cost centers, and look for ways to complement them with technology. In most cases, that will create a win-win environment for everyone, since the byproduct of optimized customer experience is often an improved bottom line for the enterprise.

Let us know what you think on Twitter @AdobeGov and @AdobeCEM, or on Facebook.

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“Give me six hours to chop down a tree and I will spend the first four sharpening my axe.”
– Abraham Lincoln

A profound quote, but what does it have to do with Customer Experience Management (CEM)? More than you may think.

I’ve had the pleasure of working with government agencies and commercial enterprises around the world that have leveraged Adobe solutions to optimize their customers’ experiences and build “brand” loyalty. From helping their citizens foster online communities and validate program objectives with our Social Brand Engagement solutions, to simplifying complex eligibility determinations with our Selection & Enrollment solutions; these organizations all share a common goal – to provide consumers with engaging digital interactions that deliver measurable results.

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But how much more efficiently would an enterprise operate if it also deployed similar solutions internally to optimize experiences for their own employees? After all, don’t we all serve internal customers in our organizations, regardless of our roles? How much more effective will an agency become as it sharpens its tools by replacing cumbersome paper-based processes with streamlined electronic workflows?
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As Director of the Data Services Division at Oklahoma’s Department of Human Services (OKDHS), James Randell posed those questions to his agency, and then he set out to find the answers. He led the deployment of Adobe’s suite of digital enterprise solutions at OKDHS, his state’s largest agency with over 7,200 employees and 4,000 contractors that span 77 counties. As James put it, the agency was suffering from a “Form-demic,” with almost 1100 unique paper forms that offered low accountability, fragmented tracking, and minimal security throughout the routing process.
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At this year’s annual conference of IT Solutions Management for Human Services (ISM 2011 ) in Austin, Texas, James presented his experiences and shared best practices during a popular session “Advancements in Electronic Forms Technology,” which was moderated by Adobe’s Garrick Beil and packed with attendees, including executives from HHS agencies across the US.

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Afterward, I spoke briefly with James and asked him to expound on the project’s impact on OKDHS, and its resulting effects on operational efficiencies.
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Among the improvements that he noted were quicker response times to bottlenecks and greater transparency. These changes also empowered case managers to effortlessly identify the current status of pending cases.
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In the end, OKDHS effectively supports its mission and now, in turn, it also provides significantly improved experiences to the citizens who rely on the agency regularly for support services and other benefits.

Timberrr!

Let us know your thoughts on Twitter @AdobeGov or via our Facebook page. In the meantime, for your viewing pleasure, here is the full presentation on OKDHS at ISM 2011.
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So what’s the difference between data and information? Usability, of course.

When the hidden value of “data” is unlocked by providing it in context – when and where it’s needed- then the magical result is “information” that may put to good use.

Many of today’s health IT applications, from Personal Health Records (PHRs) to telemedicine, are based on that premise. But when it comes to sharing the highest resolution medical images in real-time, that capability has been traditionally reserved for select specialists in a hospital, like radiologists and cardiologists, who have access to special workstations and Picture Archiving and Communications Systems (PACS).

After identifying such a critical gap, the founders of Client Outlook Inc. developed eUnity, a medical imaging integration and viewing solution for the enterprise, built on the Adobe Flash platform.

A version of eUnity was first showcased on a Blackberry Playbook at Adobe MAX 2010.

Since then, Client Outlook has iterated on the platform, bringing a version to standard desktops, where physicians may now rely on these images for diagnostic purposes. At the same time, the company extended the service in mobile and tablet platforms— on Android and more recently on iOS, where high-quality medical images can be shared and reviewed at the point of care.

In September 2010, Client Outlook was awarded a Class II Medical Device License by Health Canada for eUnity. Shortly after, it was successfully rolled out to thousands of users across Sunnybrook Health Sciences Centre in Toronto – a renowned institution known for its adoption of innovative technologies. And now, less than a year later, Client Outlook has received U.S. Federal Drug Administration 510(k) Class Medical Device clearance to market eUnity in the US.

Recently, I spent some time with Steve Rankin, Client Outlook’s President and CEO, at HIMSS 2011 and he explained some of the benefits of the Flash platform from a developer’s perspective. Overall, developers have found that working with eUnity is approximately 30 percent faster than using other technologies.

This compliant, Flash-platform based solution helps set new standards for displaying a wider range of medical imagery, along with related metadata, at higher resolutions on more devices with unmatched performance. And, more importantly, it empowers clinical staff to make informed, quick decisions about patient care anytime and anywhere.

Looking ahead, plans are already underway to extend eUnity from a standalone client-server solution to an even more robust platform, incorporating the Adobe Digital Enterprise Platform and Flash Media Interactive Server solutions to support highly automated workflows, and further optimize the customer experience of the providers who leverage this innovative solution.

As always, we’re interested in your thoughts and continuing the conversation on innovations in Health IT and otherwise. Keep in touch with us on Twitter @AdobeGov and our Facebook page.

Obviously the answer to that question will vary greatly depending on who asks, and his stake in delivering (or experiencing) an engaging interaction.

CEM for the enterprise is typically associated with substantial benefits, like brand loyalty and competitive differentiation, but those may initially seem like non-issues for so-called entitlement programs such as Medicaid, Medicare, and others. That’s because, unlike in the competitive private sector, consumers of these programs often don’t have the benefit of choice.

Many would argue, however, that CEM offers a matrix of far-reaching benefits to any enterprise, some of which aren’t always immediately obvious. Customer communications is a perfect example. Consider the Explanation of Benefits (EOB) form that is sent to millions of Medicaid members in any given month.

Recently, at the 2011 State Health IT Connect Summit, I presented an interactive electronic version of that familiar EOB statement as part of a Health Insurance Exchange demo. By leveraging components of the new Adobe Digital Enterprise Platform (ADEP), recipients of this interactive EOB would be able to intuitively communicate back with its sender from within the document, while maintaining privacy and security of health data.

Now, consider the added convenience for diverse populations where multi-lingual content and responses may be automatically translated by backend processes as the correspondence is exchanged. Customer experience is improved even further as members may effortlessly dispute the accuracy of a claim displayed in that EOB, again from directly within the document.

For the enterprise that sent the EOB, this presents an opportunity to realize significant savings. Overcharges and potentially fraudulent claims that may have otherwise slipped through the cracks may now be identified and investigated, simply by making it easier for members to participate in the process. There are countless other examples of ways that HHS agencies may optimize efficiencies and generate measurable ROI by deploying solutions that strive first to better serve their members.

More often than not, a win-win scenario emerges for everyone as innovative executives are learning that the byproducts of optimal customer experiences include measurable impacts to the bottom line for organizations of all types, in both private and public sectors.

What are your thoughts on this trending hot topic? Let us know in comments and on Twitter @AdobeGov and @AdobeCEM.

When I press two fingers against my new digital watch after a good workout, it displays my heart rate within a few seconds. Similarly, there is a gauge in my car’s dashboard that tells me exactly how many MPGs I get on average as I drive around town.

Benchmarking is not a new concept. We all appreciate timely feedback on how we’re tracking against our goals. Then, based on that information, we can adapt our methods in order to achieve the best results.

When applied to a complex investment like Health IT, this concept provides the same value to enterprises but on a far greater scale. That may explain the excitement as we unveiled the Adobe Digital Enterprise Platform (ADEP) at the 2011 State Healthcare IT Summit recently. ADEP’s embedded tool for analytics, or the “real-time report card” as one state CIO called it, empowers enterprises to measure the effectiveness of their investment while continually optimizing the deployed solution.

As states prepare to implement Health Insurance Exchanges (HIX) throughout the US, CIOs and other executives are considering factors like customer experience when they evaluate solutions. But in order to deploy a truly effective solution, executives must consider experiences for EACH of the exchange’s stakeholders – not just the citizen applying for benefits.

For example, the HIX administrator will be responsible for identifying and resolving bottlenecks. It will be the administrator’s job to minimize abandonment rates among applicants once they begin the enrollment process online. Otherwise, the applicant would likely turn to a more costly and error prone service channel.

As the administrator leverages powerful analytics within the ADEP-based solution for HIX, her own experience is optimized. From behind the curtain, she will implement policy changes and confidently adapt content that affects her consumers’ experiences on the front end. This user-centric approach to immersive enterprise solutions can be summed up in three words: Make. Manage. Measure.

Let us know what you think in comments and on Twitter @AdobeGov and @AdobeCEM.

Last week, we launched the Adobe Digital Enterprise Platform (ADEP) for customer experience management (CEM) — a unified suite of solutions for managing multi-channel digital experiences that transforms how enterprises attract, engage, and service today’s digitally immersed consumer.

Launch announcements occurred simultaneously in several major venues, including Enterprise 2.0 in Boston, JAX Developers Conference 2011 in San Jose, and Forrester’s 2011 Customer Experience Forum in New York (where Adobe was also presented with Forrester’s “Voice of the Customer” Award).

At the State Healthcare IT Summit in the Washington DC area, I had the privilege of announcing the launch of ADEP to an exclusive audience of government policy makers as well as Healthcare IT executives and thought leaders.

The announcement was met with enthusiasm and excitement as our government audience discovered for themselves the possibilities that ADEP provides in real-world applications throughout healthcare and government. And the timing couldn’t have been better, considering President Obama’s recent executive order for agencies to streamline service delivery and improve customer service. The president is tasking agencies to leverage technology in order to keep pace with the private sector.

To demonstrate how the new Adobe platform can help achieve such improvements, along with measurable results, I provided a detailed presentation of our new solution for Health Insurance Exchanges (HIX). These exchanges, a central mechanism of Health Reform, are state-facilitated online marketplaces that allow small businesses and citizens to research, compare, and enroll in health care plans provided by private insurance companies (or Medicaid, if the applicant is eligible).

In order to be successful, health insurance exchanges will need to provide applicants with consistent experiences, regardless of their eligibility determination, device of choice, or mode of communication.

The Adobe HIX solution delivers an engaging experience at every point along the consumer’s lifecycle (learn, validate, decide, use, commit) by incorporating each of the corresponding ADEP modules: Web Experience Management, Social Brand Engagement, Selection and Enrollment, Unified Workspace and Customer Communication. Other primary customers of the exchange (HIX administrators and health payers), and their related experiences were reviewed in detail as well.

This is the first installment of a three-part series to provide coverage of my time spent at the 2011 State Healthcare IT Summit. Check back soon for more on the summit, including interviews with state executives as they share their approaches to HIX.

In the meantime, feel free to share your thoughts with us in comments and on Twitter @AdobeGov and @AdobeCEM.

Buy low, sell high
Possession is nine tenths of the law
Location. Location. Location.

These are timeless mantras with universal appeal that require no further explanation. Yet, with moderate accuracy, they tend to simplify and define the fundamentals of otherwise very complicated industries.

Similarly, in my opinion, the rapidly evolving role of IT throughout today’s healthcare ecosystem may be summed up in two words. Experience matters.

But don’t just take my word for it. Time and again research has shown that, among diverse healthcare stakeholders, a major determining factor of technology adoption is customer experience. And you don’t have to be a brain surgeon to understand that, regardless of how ground-breaking it may be, the success of any new product or solution hinges on the assumption that people will actually use it. Otherwise, it is useless.

During a recent interview for Focus Washington’s “Tech View”, I was asked about some of the financial “incentives for innovation” in healthcare resulting from the HITECH Act and the Health Reform legislation passed last year, as well as the role that customer experience plays in successfully bringing these innovations to market and beyond.

As a result of “Meaningful Use,” or that set of implementation criteria for electronic health records (EHRs) that determines eligibility for CMS incentive programs, providers are now expected to do more with their patients’ EHRs. In the long run, this will likely improve clinical workflow efficiencies and quality of care. Meanwhile, however, providers are demanding that these systems provide a higher level of functionality, usability, and overall customer experience.

To that end, the National Institute for Standards and Technology (NIST) is working with the Office of the National Coordinator for Health Information Technology (ONC) to develop guidelines that measure usability for EHRs and other Health IT systems.

“All too often we hear from providers that they look forward to the day when the technology works for them instead of them working for the technology,” said Farzad Mostashari, MD, national coordinator for health information technology at ONC.

Health plans are learning the same lessons about customer experience in the payer segment. A recent report by Forrester (Best and Worst of Website User Experience, 2011: Health Insurers) evaluated the websites of seven leading health plans. Despite improved functional capabilities of some health insurers’ web presence, as they seek to leverage the power of social brand engagement, the report found that no insurer achieved a passing score; and in fact all had significant shortcomings in key areas.

That’s not to say that these companies aren’t adequately servicing their customers or generating year-over-year revenue growth. Instead, it unveils the alarming trend of a sizable missed opportunity for differentiation and brand loyalty in an uber-competitive market with low member switching costs. And in that case, the byproduct of an optimized customer experience can certainly be measured throughout the enterprise; but particularly in the bottom line.

In the end, it behooves any healthcare organization to protect their investments in technology by deploying solutions that were developed with the customer experience as a key focus. There, after all, is where the rubber meets the road. And how fast is an expensive turbo-charged sports car if all its tires are flat?

Do you have a mantra for Health IT or customer experience (or anything)? Reply to this posting in Comments and on Twitter @AdobeGov and @AdobeCEM to be heard.