Epic's Principles, Part 6

Epic's 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity.
12. Teach philosophy and culture.
13. If you disagree, dissent. Once decided, support.

Epic has a slide, so I guess that's got to count for something.

Seriously though, there's a fine line between having fun and frivolously wasting money. UGM walks that line nicely. There are loads of customer-centric events that (to me, at least) never appeared to be gross misuses of money. For customers visiting Verona's campus, Epic follows this principle pretty well.

However, for Epic employees visiting customer sites, fun with customers usually isn't a priority. While visiting Epic staff could suggest going out for a meal during lunch or after work, many Epic customers prefer that visitors' time be devoted more to resolving issues than extra-curricular socializing. Given various legal and ethical issues around vendors paying for clients' meals and vice-versa, the Epic employees that I've dealt with are doing the right thing, even if it's not necessarily following Epic's 8th principle.

Out of 8 principles so far, Epic's actually following 3 ½ of them (and two of those are gimmes).

Epic in the News

I saw this article pop up in one of the various epic-related LinkedIn groups: Epic opportunity: The software giant is positioning Dane County for an economic breakthrough. Lots of interesting facts--Epic plans to add 800 positions a year for the next several years, and about 1200 employees leave each year. It also included Epic's 12 principles, which I'd forgotten about. There's enough in those 12 principles to fuel at least a couple of posts.

(Updated after a current Epic employee posted the comment below.)
Epic's 12 13 principles
1. Do not go public.
2. Do not be acquired.
3. Expectations = reality.
4. Keep commitments.
5. Be frugal.
6. Have standards. Don't do deals.
7. Create innovative and helpful products.
8. Have fun with customers.
9. Follow processes. Find root causes. Fix processes.
10. Don't take on debt, no matter how good the deal. Don't take on debt for operations, no matter how good the deal.
11. Focus on competency. Do not tolerate mediocrity.
12. Teach philosophy and culture.
13.  If you disagree, dissent. Once decided, support.

Go-Live Gone Wrong, Continued

I saw a co-worker reading this: Epic Installation Proves More Expensive, and I read the article over his shoulder. It's a follow up to the Go-Live Gone Wrong article that I wrote about a while back. In a testament to the state of modern journalism, the only new fact is that Maine Health is spending $55 million dollars more, solely because of Epic. Most of the money is for training and retraining users, with the remainder being used for the previously planned rollout of Epic throughout the organization.

 The comments on the article are interesting--especially the one about Stockholm Syndrome amongst Epic's customers. While technically Epic doesn't have a monopoly on the industry, free-market principles don't apply to EMRs. It is just too expensive (in dollars and hours) to take one's business elsewhere if an EMR vendor doesn't deliver.

Send Me Your Resumes

Since the initial objective of this website was to provide resources for weathering the non-compete year, I've decided to start sharing job opportunities that I've come across. This one is from Parker Healthcare IT, a company that I used to work for (and would definitely work for again).

Healthcare IT Business Development Position

Parker Healthcare IT has been placing technologists in the healthcare space since 2005.  We have a stellar reputation and a value proposition that will create immediate credibility.  Our company was recognized as one of the best workplaces in the state of Washington in 2013.

We think there is a best employee out there waiting for a company like ours to show their true talents.  Come work in a class A building in the Denny Triangle area of Seattle.  Experience all that Seattle has to offer; a spectacular haven for outdoor activities, world renowned restaurants, professional football and baseball, a robust cultural scene and some of the smartest people in the nation.   

We are looking for a professional to join our very successful and established team as a business development manager.   Your role is to identify new business opportunities while managing the delivery of our services.  If you are an overachiever and can prove it then you will want to consider our position.  We are looking for experience in technology sales and/or a healthcare IT background.  Travel is minimal and our compensation package is above market.

What they need is someone to help find new clients and maintain those client relationships.

Parker's staff is personable, accommodating, and growing. They once hosted me at their corporate headquarters in downtown Seattle (it was a dinner shindig), and Seattle looked like a much more interesting place to live than Madison, Wisconsin.

This position would not use technical support skills as much as require excellent customer service experience. If this sounds like something you're interested in, either leave a comment with an email address where I can reach you; point me to your resume on LinkedIn, Dice, or Monster; or respond directly to Parker as per the instructions in this link. As always, I won't post any comments with PII unless you specifically want me to. If you email Parker directly, mention this blog so I can get some referral credit.

UGM

It's UGM this week, which means that the lucky few are in Madison on a work-vacation and the rest of us are in the office, with less support than we're used to since all the Epic staff are making UGM run smoothly.

This week always reminds me of the thing I enjoyed most about working at Epic: directing traffic at UGM.

More than the swank office buildings with the fancy decor, more than the above-average cuisine, more than the relationships that I made with the customers I supported, I enjoyed directing traffic. It's one of those childhood dream things, you know? That's probably the closest I'll ever get to working on a road construction crew. 

However, since that's positive about Epic (and Epic doesn't like positive publicity: see this post) It behooves me to add something negative to even the balance. While as a TS I enjoyed the different opportunities that UGM offered, I definitely don't feel the same way about it now that I'm employed at a customer site.
Epic support disappears almost completely for this week, but the hospital doesn't shut down. There are still issues that need resolving, and Epic is too busy this week to help.

There are several ways Epic can handle this:

1. They can keep doing what they're doing. Epic can keep pulling from all current staff to fill all the various positions necessary to make UGM successful. Cons: From the staff's perspective, it's just added work. Just because I was directing traffic didn't mean I had less actual TS work to do. It didn't go away, and it was expected that I still complete it--this, combined with a couple hours of UGM support, a couple hours of schmoozing with customers, and a couple hours of actually attending presentations. It makes for long, stressful days--one of the leading causes of burnout amongst Epic employees. Pros: It's cheaper for Epic. They don't have to hire temps and they don't have to pay their current staff extra; everyone is salaried.
2. They can use staff only from non-customer facing positions. Use QAers and developers all day for one week. The world won't end if dev cycles are put on hold for one week. Cons: I don't know how many QAers and developers are currently on staff. There might not be enough to cover all the UGM staffing needs. TS who enjoy directing traffic don't get the opportunity to live the dream. Pros: Customers still get the support they're used to. There's no "downtime" or "delay in care". TS and IS get less burnout.
3. They can hire temps. Event companies usually have staff for this. Epic can use them for a week. Cons: it'll be more expensive. Pros: These guys have experience. They know how to direct traffic. (We had to be trained in a 1-2 hour long course. Topics covered were how not to send mixed messages, how to sync the flag waving with hand signals, how not to have weak floppy wrists that confuse drivers.) It won't affect dev cycles or customer support. 

As Judy is fond of saying that "A company is just a collection of processes," I think it's beneficial to evaluate those processes every once in a while. Just because UGM runs smoothly every year is no reason not to seek ways to improve it.