Retail Data Model: How to Make it Work for the Healthcare Sector

Healthcare DataThe retail sector has long been using data to improve its services — from tracking customers’ habits to finding new solutions to age-old problems. In this guest post, Asha Saxena, president and CEO of a data management firm, gives hospital executives a rundown of how they can capitalize on big data. 


Half of U.S. retail marketing executives claim being driven by data helps them maintain a competitive advantage. And, according to research by McKinsey & Co., the U.S. healthcare sector could create more than $300 billion in value every year by harnessing big data and using it to drive creativity and efficiency.

Here’s how you can make the retail model work for you:

  1. Make data part of your routine. The first step is to recognize that data represents an opportunity to serve patients more effectively. While many retailers have had the flexibility to incorporate data tracking and analysis into their infrastructures, many healthcare organizations have focused on adapting to meet new demands placed on them by the government and other organizations. The sooner data becomes a routine part of the decision-making process, the sooner it will pay off — both in improving services and helping meet demands.
  2. Add data to infrastructure. To incorporate data into your infrastructure so you can properly house and analyze it through data visualization tools, set up your environment so you’re monitoring patient feedback and employee performance. Make a list of the metrics you need to prioritize, get a regular feedback cycle going from patients using surveys, and actively call on this information to guide everyday decisions.
  3. Track consumer behavior. Tracking technology has advanced rapidly in the retail space. Amazon has always led the way on this trend, but now, many smaller retailers and software engineers are forging ahead by innovating specific tracking solutions for their markets and products. One example is Shopperception, a product made with motion-detection technology that can monitor customers’ movements and interactions with products.
    Consumer tracking can be adapted to the healthcare space to monitor how patients respond to individual staff members, how their habits change between hospital visits, etc.
  4. Reach out to customers before the need arises. Just as the retail sector uses its customer behavior data to offer customers products before they even know what they want, the healthcare industry can use data to offer preventive care. By better understanding how patients behave and react through advanced electronic medical records (EMRs), hospitals can better predict the future course of an illness and respond before new symptoms become a problem patients.
  5. Track quality and customer service. This is an important one for retailers because looking after quality and service creates loyalty and boosts the bottom line. It can do the same for hospitals. Tracking the performance of staff can illuminate how patients experience your facility. As a result, it can reduce readmission rates due to hospital error, identify an accurate nurse-to-patient ratio and measure patient satisfaction.
  6. Create new revenue streams. Retailers are now using the data they’ve collected to go beyond customer service and innovate new revenue sources. Retail innovators like Nest that have designed technology for a specific function (such as controlling home heating systems) now find that they can innovate further and that the same technology has the scope to tackle a whole community’s carbon footprint.
    Similarly, hospitals could use data they gain through EMRs to conduct studies and uncover trends based on patients’ behavior and history. This information could become crucial to other health organizations — creating an opportunity for increased revenue as well as valuable advancements for patient care.

There are endless opportunities for healthcare to capitalize on the growth of data as an organizational and creative tool. Investing in the data infrastructure of your organization will help you make more intelligent and efficient decisions. You’ll be able to cut out historical analysis and go straight to real-time information to innovate where it really matters — saving patients’ lives.

How to Employ Data to Empower, Not Replace, Your Managers

People love to joke that robots are going to someday steal our jobs.

Don’t panic — nobody is being replaced just yet. You can put down your stapler.

But don’t relax, either. Because it’s time to revolutionize the way middle management utilizes Big Data.

The role of data collection and analysis commonly falls on the shoulders of middle managers. Given our increasing reliance on data, many business decisions are only made if they can be supported by data. This raises an interesting question: Do we still need middle management if Big Data is making all of their decisions for them?

My answer: Yes and no. Big Data should replace some traditional management positions and help to evolve the roles of the remaining ones.

For example, Tom Montgomery, co-CEO of clothing brand Chubbies, explained that traditional marketing events were developed by managers who thought about the “why” behind their companies’ events — and an associate would make the “how” work. Today, Montgomery’s event planner can use her dashboards to track the sales and social media response from any given event, which allows her to make the call on not only how future events are held, but why. She doesn’t need a manager to validate her choices — she has data.

Companies that use big data analytics are two times more likely to have top-quartile financial performance and five times more likely to make decisions “much faster” than the competition. If you’re not in this group, it’s time to start the evolution today.

Evolving middle management

It’s important to remember that this is not an all-or-nothing situation. This isn’t about replacing humans; it’s about redefining job descriptions. Big Data and your evolved middle manager positions should happily and productively coexist.

Data analysis tools have become so efficient that managers can access real-time data and take informed action immediately. This means our evolved manager can be inventive and focused on the future.

You should gradually bring together your data scientists, managers, and data tools to meet your unique business needs. You need to have a clear strategy so you can introduce this evolution without terrifying your team. Here are four tips to help:

1. Identify (and reap) the benefits. Replacing some middle manager roles with Big Data tools will shift your company’s mindset. It will free up time for your employees to focus on interpreting data to drive innovation. Big Data will make your company leaner and give you more bang for your salary buck.

2. Keep your employees in the loop. Some of your employees might feel uneasy when they learn their roles are going to change. You need to clearly explain how their jobs will be affected, what new opportunities they’ll have, and what tasks they’ll no longer need to complete. Be as transparent as you can and remind them that you are there to help ease the transition.

3. Research your tools. You have endless options to consider when developing your management structure. You’ll need to spend a lot of time plotting your infrastructure, identifying what you want your data to accomplish, and matching the capabilities of each tool to these needs. At the very least, your wish list should include data visualization, real-time collection and the ability to customize interdepartmentally.

4. Create a collaborative model. The only way that Big Data can effectively help you manage your company is if it’s incorporated into your employees’ roles. You can’t just leave it alone and hope it produces insights. There is still a necessary human element to the proper utilization of data.

Go ahead and follow the Big Data trend. Trim the extra manager positions, but remember that you still need humans to steer the ship. Evolving your business to incorporate this deep level of data will empower your employees and put you in line with the most successful names in the industry.

No robots in sight — yet.

6 Ways Hospitals Can Ease Patients’ Fears About Security Threats

Data and technology have become integral parts of healthcare. They work together to offer physicians a timely and precise glimpse into patients’ personal health.

They allow physicians to consult with patients and fellow doctors around the globe. They allow medical records to be transferred and accessed with the touch of a button. But they also make patients — and healthcare facilities — vulnerable to cyberattacks.

New data breaches are making headlines every few days, affecting thousands (if not millions) of American consumers. And the latest trend of cybercriminals stealing personal information from insurance companies and healthcare facilities has consumers more concerned than ever. It’s no wonder patient trust in healthcare security standards has taken a major hit.

Learn more >

When Will Tech Get Smart Enough to Stop Being ‘Men’s Work’?

Only men should be plumbers.

That sounds absurd, doesn’t it? But once upon a time, it was completely acceptable to call a male-dominated trade “men’s work.” So what about the tech field? Is this men’s work as well?

Some people use this old-fashioned line of thinking to explain the glaring lack of women in tech. But does the field lack gender diversity because women are incapable of excelling in it? Or are women simply not interested in tech?

Learn more >

5 Questions to Help Decide If Outsourcing Is the Solution

5 Questions to Help Decide If Outsourcing Is the Solution
Asking what tools you should use to solve problems and optimize your business is a bit like asking how you can make your life better. There are endless possibilities. It all depends on what you want, what your values are and what particular problems you’re experiencing.

Companies are constantly facing the choice between buying tools and building customized solutions. And now, a third option is available: the “do it for me” option, in which your company’s function or problem is entirely outsourced to another company.

The DIFM revolution has already changed the way we buy. Now, we can pay for complete services such as all-in-one printing and publicity for our self-published books. The same trend is also revolutionizing how we conduct business. Outsourcing solutions can offer a quicker turnaround and a cleaner long-term result. Companies that “do it for you” will often work to a tighter deadline and deliver a more professional finish than your in-house teammates, who may not be experienced enough to solve this particular problem.

But even as the DIFM trend gathers momentum, you need to keep in mind that building and buying are still solid options. You can figure out which method is best for you by using a five-step interrogation:

1. What’s my problem?

The best tool for your business depends entirely on the specific problems you need to fix. Do you need a solution for payroll, marketing or in-house operations?

Sit down with your team, and critically analyze what you need to achieve and the most important facet of your problem. Let this factor drive your decision. If you need a solution quickly, building a customized tool from scratch becomes a less attractive option. If you need to save as much money as possible, that affects your choice, too.

2. Who do I know with insight into this problem?

Once you’ve identified your unique needs, reach out to network experts with specific goals in mind. Sift through your contacts to find people who might know of some options you haven’t thought of to give you the best chance of making a fully informed decision.

3. When do I need this solution, and how soon do I need it to pay off?

When you analyze the problem or function you need to solve, a sense of urgency should become clear. How soon do you need to see the ROI from the tool?

For example, if you’re looking for a system to generate invoices, you’ll probably need that tool ASAP. Otherwise, your company won’t get paid. A system that tracks employee performance, on the other hand, might be less time-sensitive and benefit from a holistic solution that you can build from scratch.

4. What percentage of my needs will be fulfilled by this method?

A good rule to follow when deciding whether a solution works for your company is the “80 percent rule.” If you’re browsing tools to buy and calculate that 80 percent of the initial problem is solved by that tool, buy it. If you’re looking at a lower percentage (meaning you would have to significantly supplement the tool yourself to meet that 80 percent benchmark), it’s probably wiser to build something or outsource.

5. Are there any byproducts that could make this decision easier?

Companies often forget that when they employ one tool for one problem, it may aid other functions or remedy other problems that it wasn’t initially designed for. This byproduct value can potentially upgrade a “70 percent tool” to an “80 percent tool,” making it worth the investment.

Sometimes, it’s hard to gauge when you should build, buy or join the DIFM bandwagon. But don’t be intimidated by this trinity of tech solutions. As long as you know what your needs are, wise up about the array of options available and remember the “80 percent rule,” the most efficient solution for your company will become clear.

Then, you can start focusing on the next problem.

The Med Student’s Guide to Analytics in Healthcare

The Med Student’s Guide to Analytics in Healthcare

As a future physician, you’re constantly learning. You spend years studying, memorizing, reciting, hypothesizing, shadowing, and practicing — laying the foundation for the rest of your career. And if you strive to be a patient advocate, your acquisition of skills and knowledge will only continue. That’s why it’s crucial to start learning the ins and outs of healthcare analytics right now.
With each passing year, technology and data play a larger role in healthcare. So it won’t be long before analytics are a major component of every physician’s daily routine. Getting a head start on the facts means you’ll not only be one step ahead of your future colleagues, but you’ll also arm yourself with knowledge that could positively impact the health and lifespan of your future patients.
The Importance of Analytics in Medicine
The introduction of technology and data has brought about some amazing changes in healthcare. Thanks to electronic health records, doctors have access to more patient information than ever before. And because data provides a well-rounded picture of a patient’s health, it eliminates a lot of the guesswork in diagnostics, cuts down on costs by eliminating unnecessary tests and treatments, and even forecasts when the patient will face health issues.
As more and more facilities take advantage of analytics, physicians’ roles will likely change. With predictive information at their fingertips, they’ll be able to adopt more of a consultative role. And in doing so, they’ll spend more time with individual patients, form longer-lasting patient relationships, and decrease negative patient outcomes.
But like any new initiative, there’s a learning curve, and traditionally, physicians aren’t analytics-focused professionals. What’s more, even if a physician is ready to adopt analytics, many organizations are still in a transitional phase of making this a commonplace process.
However, healthcare is moving in that direction, and as data-driven, predictive medicine becomes pervasive, all physicians will have to be trained on the programs before they can benefit from the massive amounts of information at their fingertips. Luckily, you can avoid the awkward transition period by getting a jumpstart on learning about healthcare analytics now.
Become Fluent in Data
Data is a vast topic, and fully understanding it can be an overwhelming task. That being said, you need to start with the basics by developing an appreciation of data and how it relates to medicine. You can begin by learning these six terms:
1. Smart data is information that makes sense to users, such as graphs or charts that make meaningless numbers digestible. Algorithms can turn mounds of patient data into actionable insights, which will help doctors make more accurate diagnoses.
For example, imagine that a patient visits the ER complaining of chest pain. It can be tough to gauge whether the patient should be hospitalized, but by entering his information into a system with an accurate predictive algorithm, a doctor can supplement his judgment with that of the algorithm. This way, he can make the best decision possible.
2. Big data is a huge buzzword these days, but at its core, it’s actually quite simple: Big data is any data that is too big or too fast to fit within the structures of a conventional database. Having access to this large amount of data will help doctors successfully anticipate, diagnose, and treat illnesses.
3. Analytics leverage data in a particular functional process or application to enable actionable, context-specific insight. Analytics are used in an array of industries to process real-time data so leaders can make quick business decisions. In healthcare, analytics can be used to collect patient feedback on the quality of care, which physicians can use to improve their practices.
4. The Internet of Things (IoT) is the concept of connecting any device with a switch to the Internet or another device. It’s a giant network of connected “things,” including people-to-people, people-to-things, and things-to-things relationships. By the year 2020, it’s estimated that there will be more than 26 billion connected devices.
Wearable devices are becoming huge in healthcare for patients who need to track their health information. Some facilities have even started using “smart beds,” which can detect when beds are taken and when patients are getting up. These beds can also apply pressure based on patients’ needs without a nurse’s manual help.
5. Business intelligence (BI) is an umbrella term for a variety of software applications — such as data mining, online analytics processing, querying, and reporting — used to analyze an organization’s raw data. In a healthcare setting, it can be used to cut hospital costs, perform innovative research, and improve the decision-making process. Doctors make critical decisions every day, so BI is an important tool for them.
6. Data dashboards are graphical reports of static or real-time data on a desktop or mobile device. Dashboards provide a quick summary of significant or changing information, including important patient data. With a data dashboard, patient data will be readily visible, which will cut down on the time doctors have to spend sifting through raw data.
Once you’ve gotten a grasp on the terminology and methodology, you can begin investigating where data is stored and how it’s currently being analyzed in the medical world. Look into where organizations are integrating technology and data analysis to improve healthcare. Then, you’ll be ready to tackle the future of data.
There’s a major evolution in healthcare on the horizon that will transform the way medicine is practiced. Refining your foundational skills now will help to position you as a caring, forward-thinking physician in the future.

Refuel Your Small Business With Actionable Data

When a brown bear catches a salmon, it doesn’t simply devour it; it picks it apart for the most nutritious cuts. Just like a bear, as a business owner you can’t stop at the data-gathering stage. To feed your company with meaningful data, you must refine and process it to extract the meatiest bits. In short, you need to turn data collection into data action.

Business leaders no longer struggle with data collection and storage. Virtually anyone can access cloud software and collection methods without breaking the bank. The real challenge lies in tying raw information to your infrastructure.

But according to a study by Accenture and General Electric, 89 percent of executives see big data analytics as the make-or-break point for startups, yet few take action based on data. By failing to incorporate a data analytics strategy, you risk losing market share and momentum.

As an entrepreneur, the odds are undeniably against you. When one small misstep could spell disaster for your startup, you can’t afford to ignore data infrastructure. Data-driven decision-making is informed, confident, and factual and allows you to make decisions using your head, not just your instincts.

“More accurate analyses may lead to more confident decision making. And better decisions can mean greater operational efficiencies, cost reductions and reduced risk.” (Source: SAS)

To stand a fighting chance at survival, you must learn from data and take action quickly and sensibly. Here’s how to turn your data into actionable steps:


  • Inventory Internal Data

    The first step is recognizing all your data sources internally and ensuring you have access to both structured and unstructured data. You might already be collecting useful data as a byproduct of another process, such as the volume of downloads you receive at particular times of the day.

    By connecting metrics to your wild internal data, you’ll start to glean trends and warning signs that will point you to the right action steps. For example, trends could show signs that an employee isn’t hitting the mark or should be rewarded for her outstanding performance.

  • Approach Data as a Driver of Innovation

    To start turning your data collection into action, think of your data in terms of innovation opportunities. Look at consumer behavior trends alongside your product list, and it should become clear when something is amiss.

    For example, you might need to discontinue a product if you notice a lack of interest or it’s inconsistent with your target demographic. Using that information, you can quickly start improving your services and product offering and be confident you’re making well-informed decisions.

Why Your Startup Needs to Be Data Mature From the Beginning

Why Your Startup Needs to Be Data Mature From the Beginning

For many entrepreneurs, data is an extravagance that can be overlooked during those early, nose-to-the-grindstone days of launching a startup. You’ve got more important things to worry about, right?


Data matters, even to startups. Data-driven metrics are key to moving your company beyond survival mode so you can focus on other business goals. Data can give you an edge over competitors and identify strengths that can take your company to the next level. But simply establishing data-driven practices for one or two aspects of your business isn’t enough.

To grow into a successful industry leader, you need to make data maturity a main focus from the beginning.

What data maturity truly means.

Companies that utilize data use it in many different ways. Some use it to track sales or employee performance. Some use it to monitor consumer behavior or advertising trends. In these cases, data use is effective but narrow, often benefiting only one or two departments in particular.

Data-mature companies use data to grow and improve the entire organization. An MIT Sloan Management Review study laid out the different levels of data maturity a company can pass through: aspirational, experienced and transformed.

Aspirational companies collect data throughout their organizations, but they only use that information to measure how effective a decision was rather than to actually drivetheir decisions. Experienced companies use previously collected data to make decisions for the future. Data is integrated into some (but not all) business development aspects and functions.

Finally, transformed companies use data in virtually every aspect of the business, especially for making decisions in the moment and for the future. They often discover new products and services that transform their industries.

It’s important to understand where your company stands on this scale so you know what needs to be done to advance — or mature — and strengthen your business practices. Begin with these steps:

1. Evaluate where your company stands.

To identify where your company stands on the data-maturity scale, you need to dive deep into your unique situation. Ask yourself whether:

  • Your current data structure gives you consistent information.
  • You have tools installed that provide data assistance.
  • You’re paying for data applications that are tailored to your industry and business model.

Then, determine whether you:

  • Make business decisions based on data findings.
  • Get attention outside of your business for your use of data.
  • Are directed toward innovation based on your data.

Use your answers to identify your place on the scale above.

2. Compare your data practices to companies around you.

Take a closer look at how others in your industry utilize data. For example, those in manufacturing and healthcare are typically pretty low on the scale. While they understand the importance of data, they aren’t actively using it to make decisions. Meanwhile, companies such as Airbnb, Netflix, Amazon and Uber have used data to upend traditional business models and transform their respective industries. Gather ideas to apply to your company.

3. Set tangible goals.

To move beyond simple data strategies and mature into an industry leader, you must think critically about the ways you can expand data use throughout your organization. First, define clear business goals. Then, come up with an action strategy for investing money in data tools and building a data-friendly infrastructure.

4. Connect data to innovation.

Use your new-and-improved data infrastructure to identify gaps in your products and industry, and to generate solutions to those problems. Utilize data regarding market demand to identify what your customers want. Use consumer feedback and customer surveys to track your progress. Motivate employees to generate good ideas by connecting incentives to motivation. Assess your efforts, and expand upon what works.

Data is fundamentally important for your startup, and focusing on data maturity as your company grows is vital to your success. Establishing a plan to continuously expand and deepen your use of data will set your company apart from competitors and transform your business into an industry leader.

How this Columbia University ‘entrepreneur in residence’ says her gig pays off

Being a tech entrepreneur doesn’t have to mean sitting at a desk coding all day or running from one meeting to the next. For me, taking the time to share my ideas with others is a natural extension of innovation and discovery.

Since starting my company almost 20 years ago, I’ve experienced success and failure, I’ve had hard times and prosperous ones, and I’ve survived two economic crashes. Looking back at my experiences, I felt a strong urge to share them to help the next generation of innovators enter the startup world with confidence.

Being offered the title of entrepreneur in residence at Columbia Business School gave me the perfect opportunity to satisfy that craving. Not only has the position been one of the most personally enriching experiences of my career, but it has also invigorated my business by pushing me to think creatively.

The Astounding Experience of Being an Entrepreneur in Residence

Like many top schools throughout the country, Columbia Business School actively engages alumni and business professionals. Its Eugene Lang Entrepreneurship Center gives students the benefit of real-world experience.

I got involved with the program by chance. I was on a panel to judge student presentations for the school’s entrepreneurship program, and Clifford Schorer, a professor I had worked with, asked me to be a guest lecturer for his class.

He said there was no better feeling than helping a person succeed — and he was right. Columbia honored me with the title of entrepreneur in residence, and I now hold seminars and thought leadership lectures for the university. I have office hours and coach students, which gives me a unique opportunity to interact with the next generation of innovators and truly make an impact.

Each interaction I have with the MBA students is incredibly uplifting. As I help prepare them for life in the tech world, they inspire me with their drive, energy, and hopefulness. Working with students motivates me to try harder, take more risks, and think outside the box. This has had an undeniable impact on my business.

As much as I teach students, they also teach me. Their perspectives are refreshingly unbiased, and they can provide feedback and ideas that I would have never considered. Being asked to explain my experiences also helps me think critically about my career, and that is helpful at any stage in the entrepreneurial journey.

How to Get Involved in Shaping Tomorrow’s Innovators

I’m not the only entrepreneur who sees value in teaching. Many well-known entrepreneurs are now using their expertise to inspire the next generation. For example, Peter Thiel, co-founder of PayPal, has taught Computer Science 183: Startups at Stanford University.

You can give back, too, by connecting with a nearby institution and offering your unique skills and experiences. You don’t need millions of connections to do it — just a willingness to teach and learn. Here’s how:

  1. Take a critical look at your career. How much time do you have to devote to teaching others? If your schedule is already packed, mentoring or lecturing might not be a good idea for your company or the students. But if getting involved with the community fits with your business goals and your schedule, go for it.
  2. Reach out to local institutions. Initiate a conversation with deans at a nearby institution to find out how you can help their students. You should ask questions such as “What types of speakers or activities have been especially valuable to your students?” and “What are some of the biggest challenges your students face as they embark on their future careers?”
  3. Volunteer to help students. After you’ve identified a program that could benefit from your experience, offer your time and services. You could volunteer to be a guest lecturer or a one-on-one mentor. Or you might offer to run a booth at the career fair or let students shadow you for a day. The possibilities are endless.

Becoming an entrepreneur in residence has been one of the highlights of my career. I became an entrepreneur because I was inherently curious and had a deep desire to innovate. Helping students allows me to share my passions, and it’s exhilarating to stand in front of a group of young innovators bursting with exciting ideas for the future.

Should You Invest in Techies or Train Non-Technical Employees?

As an entrepreneur, you want your team to be the best of the best — the most creative, the smartest, the most skilled. But when it comes to sourcing tech talent, startups can struggle to find the best brains at an affordable price.

The talent war going on in Silicon Valley has gotten out of control. Tesla and Apple are notorious for poaching each other’s employees, and Weeby is trying to distinguish itself in the battle for engineers by offering $250,000 salaries.

With so many companies competing for talent, you may find yourself debating whether you should try to hire top-notch tech talent right out of the gate or pay to develop in-house non-technical employees. While I believe that it’s possible to build a team of tech-savvy individuals with continual education and training, the more advanced and adaptable your employees are from the outset, the better your chances of getting ahead.

When deciding whether you’re prepared to try to teach tech smarts, the first thing to consider is whether you need technical employees or employees who are merely tech-savvy.

As a startup, you really shouldn’t consider hiring team members who don’t at least have technical adaptability. My company only hires tech-savvy individuals because 80 percent of our jobs require technical skills. But even if your company is less tech-oriented, nearly every role these days requires employees who have at least basic tech skills. Your job as a leader is to hire people who are hungry for growth and work to unlock the techie inside each of them.

But if your business requires employees who are technical — such as developers and software engineers — that’s another story. While it’s possible to incorporate technical training into your company’s culture, training is expensive. According to the Association for Talent Development’s 2014 report, the cost per learning hour for training an employee in 2013 was $1,798. These costs can quickly drown your startup.

Another thing to remember is that individuals who come in with strong technical backgrounds simply bring more to the table. They can contribute from day one, bring ideas to life and understand how the technology will impact your company for the next five to 10 years. Hiring someone with technical skills is the difference between hiring someone who looks in a toolbox and doesn’t know which screwdriver to use and someone who can grab the toolbox, find what he needs and start building.

Here are a few ways you can transform your startup to attract the right people in today’s competitive market:

1. Become a tech paradise.

To attract the most brilliant technical employees, your company must invest in a strong tech backbone. A-list employees are looking for employers with the tools in place to help them succeed in their roles: state-of-the-art technology; the most up-to-date operating systems; and great tools for social media, employee engagement and operations.

Present potential employees with a cutting-edge environment that will help them succeed in their roles, and they’ll be knocking down your door.

2. Create workflow automation.

You can dramatically increase the efficiency of your work environment by establishing workflow automation processes. By taking advantage of the automation technology tools available, you can give employees more control over their responsibilities, create a more efficient work experience and reduce the risk of errors that can halt progress.

3. Optimize recruitment.

Finally, you need to optimize your recruitment efforts to attract technical talent. Explore networks where techies collaborate, such as GitHub, and establish a presence at local hackathons and tech meetups. Be candid and exciting in your job postings, and don’t forget to mention perks that will appeal to the tech-minded.

When building your startup dream team, it’s OK to hire employees who are merely tech-savvy to fill certain positions. However, non-technical roles are disappearing quickly, and you can’t afford to hire people who aren’t ready to adapt and learn. More tech skills equal more value, so it’s in your startup’s best interest to hire for whatever technical skills you can afford.