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Have you finished your Christmas shopping yet? If not – waiting for last minute deals or just pushing off the pain of navigating a jam-packed shopping mall might result in some failed efforts, unhappy kids and even the potential for coal in your own stocking for letting some loved ones down. Recently, John Talbott, the director of the Center for Education and Research in Retailing at the Indiana University Kelley School of Business was interviewed on the IBJ podcast to explain how supply chain woes may be creating chaos this Christmas. Experts expect shoppers to drop a record amount of money this holiday season. The National Retail Federation forecasts sales for November and December to grow between 8.5% and 10.5% over the same months in 2020. In total dollars, that would be between $843.4 billion and $859 billion. At the same time, the supply-chain issues that have plagued commerce since the start of the pandemic are expected to complicate gift buying and limit stock for some products. The answer is to get your shopping done as soon as possible, because you might not get a second chance, says John Talbott, the director of the Center for Education and Research in Retailing at the Indiana University Kelley School of Business. In the latest edition of the IBJ Podcast, Talbott explores other big questions with host Mason King. Does Indy’s status as a leading U.S. logistics hub give Hoosiers a leg up on gift availability? What role might inflation play in this year’s shopping season? Why are gift cards even more valuable than usual this year? How can we avoid cybercrime? And are there any blockbuster, must-have gifts for this season? November 28 – IBJ Podcast And if you’re a journalist looking to know more or covert this subject – then let us help. John Talbott is the Director for the Center for Education and Research in Retail at Indiana University’s Kelley School of Business. He’s an expert in the areas of retailing, relating marketing activities to financial outcomes, and new media communication. John is available to speak with media regarding this important topic – simply click on his icon now to arrange an interview today.
In any disagreement or dispute, sides are taken - by those involved, by those invested or sometimes just by those most interested in the conflict that is occuring. And when it comes to the matter of superstar athletes squaring off against billionaire owners, it's often the fans that speak the loudest and media are doing their best to cover both sides - and get to the root of the matter. Lately, experts from IU's Kelley School of Business have been front and center - providing expert perspective, opinion and analysis. And earlier this month as players were locked out - Nathaniel Grow was getting calls by reporters for insight. “The players have been seeing their financial position deteriorate over the last few cycles, and the last few years in particular, when the average player salary has declined, which is unprecedented for MLB,” said Nathaniel Grow, an associate professor of business law and ethics at Indiana University’s Kelley School of Business who has written extensively on baseball’s CBA topics and issues for several years. “Within that bucket is the service-time manipulation, which helps feed into some of these salary issues.” “The players don’t think they’re getting a fair shake, is a fair general consensus. The question becomes, where do they go and how do they try to improve their financial position?” December 02 - Sporting News The ongoing labor dispute between players and owners will be long, protracted and at times tense - and if you are a reporter looking to cover this trending topic, then let us help with your stories and questions. Nathaniel Grow is an Associate Professor of Business Law and Ethics and the Yormark Family Director of the Sports Industry Workshop. He's also an expert in the areas of sports and labor law. Grow is frequently quoted by media outlets such as The Washington Post, The Wall Street Journal and ESPN regarding current legal issues in the sports industry. Nathianiel is available to speak with media regarding the MLB lockout - simply click on his icon now to arrange an interview today.
Brexit caused a large negative effect on UK trade pre-pandemic - new Aston University research
Professor Jun Du and Dr Oleksandr Shepotylo analysed the causal effect of Brexit on the UK’s services trade between 2016 and 2019 They found the UK experienced an average shortfall of £18.5 billion worth of services exports for each of those years Transport, Travel, Insurance and Telecom sectors experienced significant decline post-2016 No significant decline was found in other services including intellectual property, construction and financial. New research from economics experts at Aston University has found Brexit has caused a largely negative effect on UK services trade since the EU referendum. Professor Jun Du and Dr Oleksandr Shepotylo, from Aston Business School, analysed the causal effect of the Brexit referendum on UK’s services trade over the period between 2016 and 2019, in comparison to other major services exporters. They found the uncertainty associated with the UK-EU trade negotiations following the referendum caused harms to the UK services economy as a whole, reducing firms’ exports of services. This damages the competitiveness of services sectors which make up a lion’s share of the UK economy in terms of gross output, value-added and jobs. Professor Du and Dr Shepotylo used a Synthetic Difference in Differences (SDID) estimator to construct a counterfactual of the UK, had it not voted leave in 2016, to compare its services exports performance. This was done by comparing the actual performance of the UK with the modelled performance of a country that looks much like the UK, but did not vote to leave the European Union. They found Brexit resulted in the UK experiencing an average shortfall of £18.5 billion worth of services exports every year between 2016 and 2019 relative to what it would have been, had the UK remained in the EU. The impact varied considerably between different types of services. The UK’s exports in the category of transport, travel, insurance and telecom services saw a statistically significant decline following the referendum. No significant decline was found in business, intellectual property, construction, financial or personal, cultural and recreational services. In addition, Professor Du and Dr Shepotylo did not find evidence to suggest that UK businesses have redirected exports in services from the EU markets to those outside the EU, which is in contrast to exports in goods. The research suggested that Ireland has benefited significantly during this period, with growth in post-Brexit services exports up by £24 billion annually over 2016 to 2019 in the country compared to the counterfactual scenario if Brexit did not occur. This translates to 14.75% of Ireland’s 2019 total services exports, with growth clustered largely in the telecoms, business, intellectual property, and insurance sectors. Jun Du, professor of economics at Aston Business School, said: “Brexit marked a rupture in the highly integrated UK-EU services markets that had been developed during the UK’s membership of the single market. However, the UK’s strength in services was not reflected in the government’s ambitions for the sector in the EU-UK trade negotiations that followed the referendum. “There are other winners besides Ireland in some post-Brexit services areas. The Netherlands have increased considerably in ‘Business’ and ‘Intellectual Property’ exports. “Spain has seen growth in ‘Travel and transport’ services exports. Germany has gained in ‘Transport’, ‘Insurance’, ‘Telecom’ and ‘Intellectual Property’ services exports. While Ireland seems to have done exceptionally well in relation to the export of ‘Telecom’ services, a sharp contrast emerges to the lost exports not just from the UK, but also from the Netherlands, Switzerland and France.” Dr Oleksandr Shepotylo, a senior lecturer in economics, finance and entrepreneurship at Aston University, co-wrote the working paper and said: “UK services exports are 5.7% lower than they would be without Brexit. It reflects an overall decline of the UK as a place for doing business. “What economists tend to agree on is that the UK’s exit from the EU’s custom union and single market may have more significant impacts on services than goods, and more severe impact on post-Brexit regulated services than unregulated services. “It will take some time for the full impact of Brexit on UK services to emerge. Freedom of movement and data flow in some areas between the UK and EU could remain restricted. Stability, transparency and regulatory consistency in financial markets could be challenged. But new opportunities might surface. “Continued trade negotiations and dialogues regarding trade liberalisation are essential with the EU and large, fast-growing markets beyond Europe. Crucial to understanding these impacts will be reliable data and rigorous analysis. Our modelling of marked losers and winners in post-Brexit services trade provides new evidence for an open discussion of the post-Brexit trade in services.” You can read the full working paper HERE
Nathaniel Grow, a nationally recognized expert in the field of sports law and an associate professor of business law and ethics at the Indiana University Kelley School of Business, has published numerous articles on the application of federal antitrust and labor law to the professional sports industry, with a particular focus on Major League Baseball. He has been closely following developments and would glad to serve as an expert for reactions and analysis of developments. The author of 17 law review articles, as well as an award-winning book, Grow has received a number of prestigious research honors for his academic work. Grow is frequently quoted by media outlets such as The Washington Post, The Wall Street Journal and ESPN regarding current legal issues in the sports industry. He can be reached at grown@iu.edu and 812-855-8191.
The Case for Career Advocates: An Organization Is Not a Meritocracy
“This blog post is the first in a three-part series that summarizes the key messages I deliver to my students, in the hopes that it can catalyze and support the career success of a broader group of ambitious employees who aspire to make it to the C-Suite,” writes Renee Dye 94PhD, associate professor in the practice of Organization & Management. “Most of my lessons are derived from my own unlikely personal journey from literary scholar to top-tier management consultant to C-suite executive for a publicly traded company, but they are also heavily informed by leading researchers like Sylvia Anne Hewlett. In the final blog, I discuss the impact of remote work on career success.” One of the paradoxes of the Gen-Zs and Generation Alphas is their intuitive understanding of the phenomenon of social media…at the same time they maintain an almost ideological conviction that the workplace – apart from systemic biases – is otherwise a meritocracy, where talent is perfectly and objectively evaluated – and the best and most deserving rise to the top. Surely a cursory exploration of Instagram and TikTok would convince even the most skeptical of the fundamentally idiosyncratic nature of success in a networked world? The Real World is likewise characterized by outcomes in which success is imperfectly correlated with capability level. Someone whose capability level is less than yours may lap you in the race to the top of the organization. That may seem unfair, but that’s because you’re making the mistake of assuming that career success is predicated purely on capability. A survey of MBA graduates from my school a few years ago produced a startling insight: of all the skills that we provided to our students during their MBA tenures, our students felt most unprepared to navigate “organizational politics” in their careers. The reason that I found this fact so astonishing is that today’s students, who are Digital Natives and in part Social Media Natives, are the most connected and self-promoting generation the world has ever seen. Yet today I find that my students continue to exhibit little practical understanding of how career success is forged…so much so that I now devote an entire class session in my core Strategy class to demonstrating the importance of relationship management and advocacy cultivation. Capability is not unimportant; far from it. As I tell my students, though, capability is table stakes these days as the level of education and skill sets continues to advance among individuals. If you’re not smart and capable you’re not getting in the door. But once you’re in, your career path and ultimate career success will be more determined by (1) your level of aspiration and unflagging commitment to achieving your goals; (2) your performance outcomes in your individual roles; (3) your work ethic and conscientiousness; and (4) the relationships you have with other people within your organization. And the relationships that matter the most are the individuals with influence and power over your future career opportunities. Let me put it starkly: without career advocates (notice the plural), it will be much, much harder to make it to the senior management ranks. Full stop. Some facts to bear this assertion out: • People with advocates are 23% more likely to move up in the careers • Women with advocates are 22% more likely to ask for a stretch assignment to build their reputations as leaders Ultimately, having an advocate confers a career benefit of 22-30%, depending on who’s doing the asking and what they’re asking for. That’s increasing your odds of making it to the C-Suite by nearly a third! If anecdotal evidence is more your thing, here are a couple of quotations for you: • A lot of decisions are made when you are not in the room, so you need someone to advocate for you, bring up the important reasons you should advance” (Catalyst Survey, as quoted in Elizabeth McDaid, “Mentor vs. Sponsor,” September 3, 2019) • When you get to the level in your career when decisions are not just being made by an individual manager, feedback from other leaders becomes crucial. Rosalind Hudnell, Chief Diversity Officer, Intel. As quoted in Hewlett, Sylvia Ann, Melinda Marshall, and Laura Sherbin. “The Relationship You Need to Get Right,” HBR 2011) • “I was great at building businesses and had tons of cheerleaders, but I had that typical Asian keep-your-head-down-and-you’ll-get-taken-care-of mindset.” My boss had to take me aside and tell me that if I didn’t actively cultivate her as my sponsor, I would never progress beyond senior associate” (quoted in Hewlett, Sylvia Ann, Melinda Marshall, and Laura Sherbin. “The Relationship You Need to Get Right,” HBR 2011) To reiterate: an organization is not purely a meritocracy where talent and hard work speak for themselves; and it’s much, much harder to advance within an organization without effective advocates. Renee Dye is an Professor in the Practice of Organization & Management at Goizueta Business School. For more insight and to continue reading this article and series, please visit Dye’s blog. To arrange an interview – simply click on Dye’s icon now to book a time today.
When investors are deciding whether to put their capital into a company, they typically take a breadth of different factors into account. Earnings, performance, market share—all of these are critical, for sure. But equally important is belief in the talent and capabilities of the organization, and its most visible human face: its CEO. How a CEO comes across at key touchpoints such as earnings calls can significantly shape investors’ perceptions of his or her abilities. We know from research that even subtle things like tone of voice can increase—or diminish—shareholder confidence. So, too, can subliminal emotional or behavioral cues in speech. But what about something arguably more obvious and easier to quantify? What about accent? Until now, remarkably little attention has been given to how much sway a CEO’s accent has on investors’ impressions or attitudes. We simply don’t know whether chief executives with “foreign” accents fare better or worse with shareholders than native US-English speaking counterparts. And this subject matters. It’s estimated that as many as 9% of all companies in the US and more than 11% of Fortune 500 firms are run today by foreign-born chief executives. How investors perceive these CEOs relative to native speakers could have major implications for hundreds of thousands of organizations. Shedding compelling new light on this is new research by Goizueta PhD candidate Leonardo Barcellos, and Schaefer Chaired Professor of Accounting Kathryn Kadous. Together they have produced a study that suggests that accent does matter – though perhaps not in the way that many of us might think. That study and the entire article is attached – and well worth the read. And if you are a journalist looking to learn more about this topic – then let our experts help. Kathryn Kadous is the Schaefer Chaired Professor of Accounting and Director and Associate Dean of PhD Program at Goizueta Business School. She is available to speak with media – simply click on her icon now to arrange an interview.
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As America continues down the long road of adapting, adjusting, and advancing safety efforts in order to overtake COVID 19 – vaccinations have now been approved for children five and older. It’s welcome news for health care experts and epidemiologists – but there’s no doubt this most recent development has parents concerned about the safety and potential consequences children could face if they roll up their sleeves to get immunized. Since this next step was announced, it’s gotten the attention of media and parents from across the country. Augusta University experts have been front and center to help with the messaging. The vaccine rollout for kids ages 5 to 11 starts now. Right now, local hospitals and pediatric offices are working to get doses to the river region. For the past nine months, we’ve seen different rollouts for different age groups come through Augusta University Health’s mass vaccination site. AU Health says it’s still up in the air right now whether this will be the main site you’ll bring your kids to get vaccinated. But what we do know is that 1,200 doses are on the way. “Every single individual has been paramount in this response,” said Dr. Joshua Wyche, AU vaccine coordinator. AU Health officials say they aren’t even close to accomplishing their mission to get everyone vaccinated. “We’re very fortunate to have caregivers that care so much about their community that want to make this impact and continue to push through during this pandemic,” Wyche said. November 03 - WRDW/WAGT Augusta An update from the CDC: kids can start rolling up their sleeves to get their COVID-19 vaccine. This means nearly 30 million American children ages five to 11 are now eligible for the vaccine. That's a little under 1 million in Georgia and 450,000 in South Carolina. But some parents still have concerns about the vaccine's safety. “For the vast majority of people and for parents as they’re looking for how they can protect they’re children best from COVID-19, having access to the vaccine now gives them another tool to protect their child,” says Augusta University Strategic Planning & Pharmacy VP Dr. Joshua Wyche. November 03 – Fox News Child vaccinations are an important topic – and it is essential that accurate details and information are shared with media and parents across the country, and that’s where Augusta’s experts can help. Dr. Joshua Wyche is accomplished pharmacist with an extensive background in business management. He is an expert in strategic planning and pharmacy services. Dr. Wyche is available to speak with media regarding this important topic – simply click on his icon now to arrange an interview today.
Emory Experts - Post-Financial Crisis: How Well do Mutual Fund Stocks Fare?
Following the global financial crisis in 2008, the assets of passively managed mutual funds have ballooned, while the market share of actively managed funds has fallen dramatically. Addressing this topic, a new research has been coauthored by Jeffrey “Jeff” Busse, professor of finance, and Goizueta alumni Kiseo Chung 17PhD, assistant professor of finance, Texas Tech University and Badrinath Kottimukkalur 17PhD, assistant professor of finance, George Washington University. In their paper, the researchers explain the shift in assets from actively managed funds to passive funds, “Impediments to Active Stock Selection and the Growth in Passive Fund Management. In 1999, Busse and his coauthors explain, the net assets of passive funds were “less than an eighth the assets of active funds.” But by the end of 2019, “the market share of passive equity funds increased to more than 50 percent,” Busse, Chung, and Kottimukkalur note. Passive funds track indices such as the S&P 500, Dow Jones Industrial Average, NASDAQ Composite, and Wilshire 5000—all indices that have been difficult to beat over the last decade. According to the Wall Street Journal, from 2008 to 2018, more than 80 percent of actively managed funds in the U.S. underperformed the S&P Composite 1500. This is in large part, the trio notes in their paper, because the so-called “FAANG” stocks—Facebook, Apple, Amazon, Netflix, and Google—comprise such a large part of these indices. In fact, the top 10 stocks in the S&P 500 currently make up around 30 percent of its market cap. “The market caps of these companies are huge, and they’ve done exceptionally well since the financial crisis,” Busse explains. Hence, active fund managers and their teams of analysts have found it much more challenging to discover undervalued and overlooked stocks with positive alphas ─ the stocks that outperform an index. “As such, a general move toward passively managed funds is not so surprising,” the paper reveals. Finding Diamonds and Avoiding Duds Making it even more difficult to find diamonds in the rough is a lack of volatility in the stock market. Except for some isolated periods, including the month or so around the start of the pandemic in March 2020, the market hasn’t experienced much volatility since 2008. Without wide swings in prices, fund managers have less opportunity to buy low and sell high. Over the same time period, aggregate stock liquidity has also been high, which means less chance for fund managers to pick up winners at bargain prices. “When there’s money in the market—when there’s liquidity—it means there aren’t a lot of disagreements on prices,” explains Busse. “Liquidity is inversely related to mispricing,” the researchers explain in their paper. This combination of circumstances—the rise of the FAANG stocks, the lack of market volatility, and higher liquidity—is making it much more difficult for actively managed funds to find stocks that will help their funds beat the indices, and therefore, outperform the passive funds. As a result, justifying their management fees gets more complicated. According to Thomson Reuters Lipper, the average expense ratio (management fees divided by total investment in a fund) for actively managed funds is 1.4 percent compared to 0.6 percent for the average passive fund—nearly three times as much. While active fund managers have realized that these higher costs are no longer paying off and have moved to reduce them, actively managed funds continue to lose market share. Market Share Gain of Passively Managed Funds While the authors weren’t surprised by the growth of passively managed funds, they were surprised by how much they grew. From 1999 to 2019, the authors note, the number of actively managed funds grew by 11 percent, while the number of passively managed funds increased by 244 percent. “There haven’t been any papers that try to explain why passive funds have gained so much market share,” says Busse. He and his coauthors believe their research illustrates that it’s in large part because the market, post-financial crisis, is challenging for stock pickers. “As such, it has been difficult for actively-managed funds to recoup the costs associated with active management, and compared to earlier periods, passively managed funds are better positioned to gain market share,” they explain. “As the payoffs to active management decrease, it becomes more difficult to justify the costs of active management, and, thus, we expect funds to decrease these costs given their negative performance implications.” Busse doesn’t believe the current fund management environment will continue indefinitely. When the pandemic knocked the S&P 500 down 30 percent in March 2020, managers did gain opportunities to find positive alpha stocks—which they bought. “It’s just, on average, over the last 10 years, there haven’t been enough of those opportunities,” explains Busse. “It’s a matter of hanging in there and, in some sense, keeping your investors from fleeing to passive funds until the environment is a little bit better.” Jeffrey Busse is the Goizueta Foundation Term Professor of Finance where his research focuses on investments, with an emphasis on mutual funds. Jeff is available to speak with the media regarding this important topic – simply click on his icon now to arrange an interview today.
Aston University makes experts available through COP26
The University’s website is highlighting its experts, projects and research, latest news and podcasts around sustainability On 4 November the University’s Supergen Hub will co-host a ‘fishbowl’ conversation to develop and interrogate visions for a net zero energy future Aston Originals has produced three shows around finance, energy and transport ahead of the summit. Aston University has launched its COP26 campaign to highlight the work being done by its academics and researchers to support the United Nation’s biggest climate change targets. The University’s website will highlight its experts, projects and research, latest news and podcasts around sustainability and climate change. The COP26 summit will be attended by the countries that signed the United Nations Framework Convention on Climate Change (UNFCCC) – a treaty that came into force in 1994. More than 190 world leaders will meet in Glasgow, between 31 October and 12 November, to discuss ways of achieving net-zero carbon emissions by 2050 and keeping the global temperature rise to 1.5 degrees Celsius this century. High profile attendees are expected to include Greta Thunberg, Pope Francis and Sir David Attenborough. Representatives from Aston University will also be taking part at the global summit. On 4 November during ‘Energy Day’, the six UK Research and Innovation Supergen Hubs, one of which involves academics from Aston University, are hosting a ‘fishbowl’ conversation with the public, to develop and interrogate visions for a net zero energy future. It will be participant-driven, enabling multiple perspectives to be aired and offering an opportunity for a variety of participants to engage, and will be live-streamed for those who cannot attend in-person (tickets available for the live-stream here). Also during Energy Day at COP26, the Aston University Supergen Bioenergy Hub will be hosting a ‘Build your own biorefinery’ game on the COP26 Universities Network exhibition stand within the Green Zone. Members of the public will be invited to create their own biorefinery (where multiple products are created from one feedstock to extract maximum value), demonstrating the many routes to producing bioenergy and bioproducts and the co-benefits that can be achieved through different choices. The campaign will also look at the huge carbon footprint of asthma inhalers and a new project which aims to redesign the canisters, so they are more environmentally friendly. The University’s new digital content brand, Aston Originals, has produced three videos showcasing its experts under the topics of finance, energy and transport. Professor Simon Green, pro-vice chancellor research at Aston University, said: "COP26 highlights how big a challenge the climate crisis is for everyone around the world. “I am proud of the work being done at Aston University to combat the problems facing the planet – from the researchers in the College of Engineering and Physical Sciences carrying out world-leading research into new and innovative ways of converting biomass into sources of sustainable energy to experts in the College of Business and Social Sciences who are helping small and medium sized enterprises (SMEs) cut their carbon footprint.”
ChristianaCare Named a “Most Wired” Health Care Technology Leader for 6th Consecutive Year
ChristianaCare Recognized as one of the Nation’s Best in Both Ambulatory and Hospital Care (WILMINGTON, Del. – Oct. 29, 2021) For the sixth consecutive year, ChristianaCare has earned the “Most Wired” designation from the College of Healthcare Information Management Executives (CHIME), which assesses how effectively health care organizations apply core and advanced technologies to improve health and care in their communities. ChristianaCare was recognized with a Performance Excellence Award for Most Wired’s acute and ambulatory categories. That level is reserved only for organizations that are considered leaders in health care technology who “actively push the industry forward.” The recognition affirms that not only has ChristianaCare implemented advanced technologies, but it leverages those technologies in innovative ways. And it also has encouraged deep adoption of these technologies across the entire health system. “Throughout the COVID-19 pandemic, patients and providers have experienced the power of virtual care and the ability for data and technology to improve the health care experience,” said ChristianaCare President and CEO Janice E. Nevin, M.D., MPH. “At ChristianaCare, we believe now is the moment to transform our health care system to a new model of care that doesn’t stop between appointments—it’s continuous, data-driven and technology-enabled. We’re proud to be recognized as a leader in health care innovation, as we work to achieve better health at lower costs.” “We are driving digital into the core of our existing operations and simultaneously creating new digital product offerings,” said Randy Gaboriault, MS, MBA, chief digital and information officer at ChristianaCare. “The concept of the visit as the primary point of interaction between patient and doctor is obsolete. Our unique care foundation is continuous, digital and in the home, driving care with data and producing engagement actions between the visits. Our goal is for the care team, supported by artificial intelligence within the workflow, to determine the next best action for each patient.” The recognition is the latest accolade that highlights ChristianaCare’s success in creating exceptional experiences for its patients and consumers through personalized, proactive communication, which enables people to use the channels that they prefer in order to easily access care. This success was recently illustrated through ChristianaCare’s integration of clinical data with its new customer relationship management (CRM) system, which enabled ChristianaCare to scale and automate outreach to patients due for important preventive health checks. Through this effort and the new capabilities, ChristianaCare initiated patient and consumer outreach to address two common gaps in care – annual wellness checkups and breast cancer screenings. Continuous and automatic, the outreach within weeks resolved 11% of the gaps in annual wellness checkups, and 8% of the gaps in breast cancer screenings. “Success here stems from our commitment to continuously look for opportunities to innovate, from which we can more quickly and effectively partner with each individual on their path toward optimal health, even as we explore new ways to push the boundaries of how technology can further improve the health of our community,” said Lynne McCone, vice president of IT Application Services at ChristianaCare. The 2021 Digital Health Most Wired program assessed the adoption, integration and impact of technologies in health care organizations at all stages of development, from early development to industry-leading. Each participating organization received a customized benchmarking report, an overall score and scores for individual levels in eight segments: infrastructure; security; business/disaster recovery; administrative/supply chain; analytics/data management; interoperability/population health; patient engagement; and clinical quality/safety. Participants can use the report and scores to identify strengths and opportunities for improvement. Participants also received certification based on their overall performance. “Digital transformation in healthcare has accelerated to an unprecedented level since 2020, and the next few years will bring a wave of innovation that empowers healthcare consumers and will astound the industry,” said CHIME President and CEO Russell P. Branzell. “The Digital Health Most Wired program recognizes the outstanding digital leaders who have paved the way for this imminent revolution in healthcare. Their trailblazing commitment to rapid transformation has set an example for the entire industry in how to pursue a leadership vision with determination, brilliant planning and courage to overcome all challenges.” About ChristianaCare Headquartered in Wilmington, Delaware, ChristianaCare is one of the country’s most dynamic health care organizations, centered on improving health outcomes, making high-quality care more accessible and lowering health care costs. ChristianaCare includes an extensive network of primary care and outpatient services, home health care, urgent care centers, three hospitals (1,299 beds), a freestanding emergency department, a Level I trauma center and a Level III neonatal intensive care unit, a comprehensive stroke center and regional centers of excellence in heart and vascular care, cancer care and women’s health. It also includes the pioneering Gene Editing Institute. ChristianaCare is nationally recognized as a great place to work, rated by Forbes as the 5th best health system to work for in the United States and by IDG Computerworld as one of the nation’s Best Places to Work in IT. ChristianaCare is rated by HealthGrades as one of America’s 50 Best Hospitals and continually ranked among the nation’s best by Newsweek and other national quality ratings. ChristianaCare is a nonprofit teaching health system with more than 260 residents and fellows. With its groundbreaking Center for Virtual Health and a focus on population health and value-based care, ChristianaCare is shaping the future of health care.
