ABSTRACT
Innovations have been taken to other parts of the globe as researchers in the United States continue to work collaboratively with their global counterparts to find ways to improve health outcomes. Increasingly, healthcare delivery institutions are focused on optimal outcomes: the right treatments in the right amount, administered in the right way, at the right time and the right place for right patient. New players that were not in the traditional healthcare space created dramatic disruption by taking advantage of the industry's inability to see itself in a fundamentally different business model. In the early 1980s, IBM was dominant; it focused on mainframe computing, the "big iron" purchased by large corporations. Most important, it demonstrates the risk inherent in organizational arrogance, too frequently the blind spot of market leaders who erroneously believe they can't be unseated because they're so dominant. Perhaps less dramatic, but nonetheless painful for those involved, have been recent disruptions in travel and real estate industries.
