Learn more about Mark McCourt

Author Bio

Mark McCourt joined Health Catalyst in January 2013. Before coming to Health Catalyst, Mark worked for Edifecs, Oracle, IBM and Sunquest Information Systems, all exclusively in the Health Industry. At Sunquest, Mark ran a new product development team in the bedside point of care market segment. At IBM, Mark held a variety of roles including consulting, business development, and sales management in Healthcare and Life Sciences. At Oracle, Mark ran the North America Health Sciences Team selling data warehousing and analytics, and, most recently, for Edifecs, Mark managed business development, technical sales, strategic account management and partners / alliances. His experience covers a variety of roles including software development, business development, consulting and sales. In fact the time spent at Oracle and IBM was spent in exactly the same Market segment in which Health Catalyst competes. Mark graduated from the University of Arizona with a BS in Life Sciences and later got his MBA at the University of Pennsylvania’s Wharton School of Business.

Read articles by Mark McCourt

Insights

Three Must-Haves for Generating Innovation in Healthcare IT

What most often restricts IT innovation at a healthcare organization? It’s not limitations of the tools for innovation (the data infrastructure) or the workforce, but the organizational culture of the health system. A culture that’s too focused on past failed initiatives and their consequences won’t identify opportunities that lead to new ideas. They likely have the right parts for a great idea, but aren’t enabling those parts for innovation.
Organizations can build and environment that fosters innovation in healthcare IT by operating with three principles:

Give teams the freedom to fail.
Remember the adjacent possible.
Leverage organizational networks.

Read more
My Folder

Why Bigger is Not Better with Healthcare Solutions Companies

Small healthcare technology companies are better at providing healthcare-specific solutions than large, non-industry-specific technology companies. The reasons for this are multifaceted.
i. Patience- Healthcare is a cautious industry and healthcare providers like to start small.
ii. Fragmentation and Skepticism- There are many market segments in the healthcare industry, and newly evolving segments are crowded and confusing.
iii. Brand defocus- Larger companies need to consider the entire company, including the non-healthcare-focused business units
iv. Best-of-Breed vs. Corporate Branding- Business units within large, multi-brand technology companies are compelled to sell their corporate products rather than the true “right tool for the job.”
v. Deal Structure- Large companies have very structured sales and contracting processes that are not well-suited to the flexibility and adaptability needed for the ever-evolving healthcare industry.

Read more
My Folder