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November 29, 2022 5:05 pm

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mikenov on Twitter: » The COVID-19 Death Toll Is Rising Much Faster in the US Than in Sweden, Which Now Has Fewer … 11/09/20 14:45 from Google Alert – sweden herd immunity diseasex19.blogspot.com/2020/09/covid-… pic.twitter.com/56slYkYX0R

» The COVID-19 Death Toll Is Rising Much Faster in the US Than in Sweden, Which Now Has Fewer … 11/09/20 14:45 from Google Alert – sweden herd immunity diseasex19.blogspot.com/2020/09/covid-… pic.twitter.com/56slYkYX0R



mikenov on Twitter

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Blogs from Michael_Novakhov (27 sites): The Disease X-19: » The COVID-19 Death Toll Is Rising Much Faster in the US Than in Sweden, Which Now Has Fewer … 11/09/20 14:45 from Google Alert – sweden herd immunity

» The COVID-19 Death Toll Is Rising Much Faster in the US Than in Sweden, Which Now Has Fewer …11/09/20 14:45 from Google Alert – sweden herd immunity» How Colleges Became the New Covid Hot Spots11/09/20 14:46 from Google Alert – coronavirus in nursing homes» Oxford epidemiologist backs up South Dakota governor with takedown of flawed German study that …11/09/20 14:56 from Google Alert –

The Disease X-19

Blogs from Michael_Novakhov (27 sites)

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Saved Stories – None: Restaurant dining linked to COVID-19

FILE PHOTO: People eat at a mostly empty restaurant with tables on the street, in the financial district during the coronavirus disease (COVID-19) pandemic in the Manhattan borough of New York City, New York, U.S., September 9, 2020. REUTERS/Carlo Allegri/File Photo

Among adults tested for the coronavirus at 11 U.S. healthcare facilities in July, those who were infected were about twice as likely to have dined at a restaurant in the previous 14 days, according to a U.S. study.

Otherwise, activity levels were similar in people with or without COVID-19 in other respects.

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Those included shopping, social gatherings at home, going to an office, salon, or gym, using public transportation or attending religious gatherings.

“Masks cannot be effectively worn while eating and drinking, whereas shopping and numerous other indoor activities do not preclude mask use,” researchers said in the report on Friday in the U.S. Center for Disease Control and Prevention’s Morbidity and Mortality Weekly Report.

“Eating and drinking on-site at locations that offer such options might be important risk factors associated with SARS-CoV-2 infection,” they added.

Severe COVID-19 less common in patients with GI symptoms

People with gastrointestinal symptoms related to the new coronavirus, like diarrhea, nausea and vomiting, may be significantly less likely to develop severe COVID-19 and die, a new study found.

New York City doctors looked at 635 COVID-19 patients, expecting to see worse disease when the GI tract was involved.

To their surprise, patients admitted with GI symptoms had 50% lower odds of severe COVID-19 and death, compared to patients without GI symptoms, even after accounting for age, race, and underlying medical conditions.

Also unexpectedly, patients with GI involvement had lower levels of inflammatory proteins in their blood.

A subset who underwent closer inspection of their intestines had virus particles in gut tissues, but relatively little inflammation, and low activity of genes responsible for making inflammatory proteins, doctors found, according to a paper posted on medRxiv on Wednesday ahead of peer review.

When the New York doctors collaborated with Italian colleagues to study 287 COVID-19 patients in Milan, they saw the same link between GI involvement and less-severe disease, Dr. Saurabh Mehandru of the Icahn School of Medicine at Mount Sinai told Reuters.

Mehandru’s team has also found that factoring GI symptoms into the initial patient assessment may help identify those at risk for more severe disease.

Antibody-binding might not ‘neutralize’ the virus

A so-called spike protein on the surface of the new coronavirus helps it invade cells, and some antibodies being tested as treatments work by attaching to the spike and disabling it.

But researchers have discovered in test-tube experiments that merely binding to the spike protein is not necessarily enough to “neutralize” the ability of the virus to break into cells. When they exposed coronavirus particles to antibody-rich plasma from 25 people recovering from COVID-19, all of the antibodies attached themselves to the spike protein.

However, a few plasma samples failed to neutralize the virus and were no more effective than plasma from uninfected people.

The findings might help explain why convalescent plasma therapy does not always work, the researchers say. They did not use active virus particles for their experiments.

Still, study leader Andrés Finzi of Université de Montréal told Reuters the findings stress the need to learn more about the different shapes the spike protein may assume as the virus breaks into cells, and how to block them.

“Efforts to better understand the link between antibody interaction with the spike protein and virus neutralization might assist ongoing vaccine efforts aimed at eliciting neutralizing antibodies,” the researchers conclude in a paper posted on Tuesday on bioRxiv ahead of peer review.

New system groups hospitalized COVID-19 patients by risk

A simple 21-point scoring system helps assign hospitalized COVID-19 patients to different risk groups, UK researchers reported on Wednesday in The BMJ.

“The score does not require an app or any other technology, beyond perhaps a pen or pencil if you can’t count up to 21 in your head,” Dr. Calum Semple of the University of Liverpool told Reuters.

The score takes 8 factors into account including age, other illnesses, kidney health, and oxygen levels in the blood. Based on the result, patients are assigned to one of four groups.

The risk of dying from COVID-19 is 1% in the low-risk group, 10% in the intermediate-risk group, 31% in the high-risk group, and 62% in the very high-risk group.

The ISARIC Coronavirus Clinical Characterization Consortium developed its “4C” scoring system using data from 35,463 patients and validated its accuracy in another 22,361 patients. As pressures on health services increase, being able to identify patients most likely to need escalated care becomes particularly important, Semple said in a news release.


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Michael Novakhov – SharedNewsLinks℠: Coronavirus May Have Hit Los Angeles In December, Before Wuhan Outbreak Was Reported


Michael_Novakhov
shared this story
from Jemima McEvoy.

It would be hard, if not impossible, to find a CIO today who hasn’t taken a long, hard look at their organization’s resilience in the face of the worst global health crisis in generations. This includes rethinking their current digital transformation efforts.  

As business weaknesses are laid bare by the pandemic, leaders are shifting their digital transformation investments and strategy to accommodate a world reshaped by COVID-19. What was once about employee experience or improved productivity is now centered on addressing short- and long-term business continuity.  

One major coronavirus surprise was the dawn of a new work-from-anywhere era.  

Because business resilience depends on the ability to keep teams working productively, this rethink of the office has many implications—not the least of which is that IT must now become leading organizational changemakers. And that means focusing less on back-office technology and more on painting a strategic vision for the organization.  

Meet Janet 

In a previous digital transformation leadership role, I had the opportunity to put this philosophy into practice. Based on our transformation vision, I knew a key role would be the head of employee experience. It was a big role, responsible for leading the HR team in creating seamless cross-functional processes that would vastly improve new-hire onboarding.  

I selected our help desk supervisor, Janet, for this pivotal position, despite her relative lack of experience as a project manager or a process architect.  

When I approached her about the position, she was understandably surprised. She wanted to know why I chose her, and I answered honestly.  

I said, “I can improve your project management skills; I can assign an experienced process-architect to your team. But what I can’t find anywhere else is someone who thinks like me in terms of the experience we want to create and who shows a visceral reaction to a bad service experience with IT. I know what motivates you, and I know you have ideas on how to fix our problems.” 

Janet took the role and was ridiculously successful.    

Less technology, more empowerment 

I wasn’t surprised. In my experience, winning transformation strategies have less to do with the technologies employed and more to the power you give your people. IT and business teams need to be able to manage the relationships and process interdependencies required to create seamless, resilient, end-to-end services for employees and customers alike. 

That’s easier said than done and requires IT to take a central leadership role throughout the organization. The question is, are they ready for such prominent positioning?  

Let’s face it. The answer is “probably not.” At least not without a little self-reflection.

CIOs, as well as their direct reports, must consider whether their leadership empowers the IT organization to lead the business through a re-thinking, re-imagining, and re-engineering of a multitude of complicated, cross-functional processes.  

This is a non-negotiable prerequisite for the simultaneous transformation of the employee experience, customer outcomes, organizational productivity, and business-continuity management.  

Set the vision 

What does this leadership look like? First, it’s critical for the CIO to provide a strong vision for their team to follow. 

This vision must be continually updated, with focused and continuous visioning and empowerment practices cascaded from the most senior stakeholders to their change-agents in the trenches. Each member of the team should understand:  

  1. How will they be personally impacted given the future-state vision 
  2. If that future-state role is something they can aspire to 
  3. What the journey to it looks like 
  4. The kind of support they can expect to receive from their manager  

If we are not having these conversations with every member of our team, if we don’t have a clear understanding of how every IT function will need to be reshaped, re-trained, or re-engineered to support the vision, how can we expect to succeed?  

Like driving a car 

Think back to when you learned to drive a car. The driving itself wasn’t hard; after all, it takes about 15 minutes to learn how to operate a vehicle.  

It’s everything that comes next—road rules, how to respond to an erratic driver, what to do in the event of an accident—that requires practice. This practice armed you with the tools to respond when something inevitably does go wrong, no matter its specifics.

The same is true in IT. Understanding and learning the technology is the easy part. It’s the scenarios in which those technologies are engaged that offer a real challenge. 

While digital transformation is a heroic endeavor, success requires less emphasis on “digital” and more on “transformation”— especially when framing a vision of what your digital transformation program aims to accomplish.  

As CEOs re-evaluate the scope and ambitions of their digital transformation initiatives, I hope they will re-evaluate their strategies as well. I hope they will consider, in essence, a transformation of their transformations.

Michael Novakhov – SharedNewsLinks℠

Categories
Saved and Shared Stories

Saved Stories – None: Coronavirus May Have Hit Los Angeles In December, Before Wuhan Outbreak Was Reported

It would be hard, if not impossible, to find a CIO today who hasn’t taken a long, hard look at their organization’s resilience in the face of the worst global health crisis in generations. This includes rethinking their current digital transformation efforts.  

As business weaknesses are laid bare by the pandemic, leaders are shifting their digital transformation investments and strategy to accommodate a world reshaped by COVID-19. What was once about employee experience or improved productivity is now centered on addressing short- and long-term business continuity.  

One major coronavirus surprise was the dawn of a new work-from-anywhere era.  

Because business resilience depends on the ability to keep teams working productively, this rethink of the office has many implications—not the least of which is that IT must now become leading organizational changemakers. And that means focusing less on back-office technology and more on painting a strategic vision for the organization.  

Meet Janet 

In a previous digital transformation leadership role, I had the opportunity to put this philosophy into practice. Based on our transformation vision, I knew a key role would be the head of employee experience. It was a big role, responsible for leading the HR team in creating seamless cross-functional processes that would vastly improve new-hire onboarding.  

I selected our help desk supervisor, Janet, for this pivotal position, despite her relative lack of experience as a project manager or a process architect.  

When I approached her about the position, she was understandably surprised. She wanted to know why I chose her, and I answered honestly.  

I said, “I can improve your project management skills; I can assign an experienced process-architect to your team. But what I can’t find anywhere else is someone who thinks like me in terms of the experience we want to create and who shows a visceral reaction to a bad service experience with IT. I know what motivates you, and I know you have ideas on how to fix our problems.” 

Janet took the role and was ridiculously successful.    

Less technology, more empowerment 

I wasn’t surprised. In my experience, winning transformation strategies have less to do with the technologies employed and more to the power you give your people. IT and business teams need to be able to manage the relationships and process interdependencies required to create seamless, resilient, end-to-end services for employees and customers alike. 

That’s easier said than done and requires IT to take a central leadership role throughout the organization. The question is, are they ready for such prominent positioning?  

Let’s face it. The answer is “probably not.” At least not without a little self-reflection.

CIOs, as well as their direct reports, must consider whether their leadership empowers the IT organization to lead the business through a re-thinking, re-imagining, and re-engineering of a multitude of complicated, cross-functional processes.  

This is a non-negotiable prerequisite for the simultaneous transformation of the employee experience, customer outcomes, organizational productivity, and business-continuity management.  

Set the vision 

What does this leadership look like? First, it’s critical for the CIO to provide a strong vision for their team to follow. 

This vision must be continually updated, with focused and continuous visioning and empowerment practices cascaded from the most senior stakeholders to their change-agents in the trenches. Each member of the team should understand:  

  1. How will they be personally impacted given the future-state vision 
  2. If that future-state role is something they can aspire to 
  3. What the journey to it looks like 
  4. The kind of support they can expect to receive from their manager  

If we are not having these conversations with every member of our team, if we don’t have a clear understanding of how every IT function will need to be reshaped, re-trained, or re-engineered to support the vision, how can we expect to succeed?  

Like driving a car 

Think back to when you learned to drive a car. The driving itself wasn’t hard; after all, it takes about 15 minutes to learn how to operate a vehicle.  

It’s everything that comes next—road rules, how to respond to an erratic driver, what to do in the event of an accident—that requires practice. This practice armed you with the tools to respond when something inevitably does go wrong, no matter its specifics.

The same is true in IT. Understanding and learning the technology is the easy part. It’s the scenarios in which those technologies are engaged that offer a real challenge. 

While digital transformation is a heroic endeavor, success requires less emphasis on “digital” and more on “transformation”— especially when framing a vision of what your digital transformation program aims to accomplish.  

As CEOs re-evaluate the scope and ambitions of their digital transformation initiatives, I hope they will re-evaluate their strategies as well. I hope they will consider, in essence, a transformation of their transformations.

Saved Stories – None

Categories
Saved and Shared Stories

Blogs from Michael_Novakhov (27 sites): Michael Novakhov – SharedNewsLinks℠: Coronavirus May Have Hit Los Angeles In December, Before Wuhan Outbreak Was Reported


Michael_Novakhov
shared this story
from Jemima McEvoy.

It would be hard, if not impossible, to find a CIO today who hasn’t taken a long, hard look at their organization’s resilience in the face of the worst global health crisis in generations. This includes rethinking their current digital transformation efforts.  

As business weaknesses are laid bare by the pandemic, leaders are shifting their digital transformation investments and strategy to accommodate a world reshaped by COVID-19. What was once about employee experience or improved productivity is now centered on addressing short- and long-term business continuity.  

One major coronavirus surprise was the dawn of a new work-from-anywhere era.  

Because business resilience depends on the ability to keep teams working productively, this rethink of the office has many implications—not the least of which is that IT must now become leading organizational changemakers. And that means focusing less on back-office technology and more on painting a strategic vision for the organization.  

Meet Janet 

In a previous digital transformation leadership role, I had the opportunity to put this philosophy into practice. Based on our transformation vision, I knew a key role would be the head of employee experience. It was a big role, responsible for leading the HR team in creating seamless cross-functional processes that would vastly improve new-hire onboarding.  

I selected our help desk supervisor, Janet, for this pivotal position, despite her relative lack of experience as a project manager or a process architect.  

When I approached her about the position, she was understandably surprised. She wanted to know why I chose her, and I answered honestly.  

I said, “I can improve your project management skills; I can assign an experienced process-architect to your team. But what I can’t find anywhere else is someone who thinks like me in terms of the experience we want to create and who shows a visceral reaction to a bad service experience with IT. I know what motivates you, and I know you have ideas on how to fix our problems.” 

Janet took the role and was ridiculously successful.    

Less technology, more empowerment 

I wasn’t surprised. In my experience, winning transformation strategies have less to do with the technologies employed and more to the power you give your people. IT and business teams need to be able to manage the relationships and process interdependencies required to create seamless, resilient, end-to-end services for employees and customers alike. 

That’s easier said than done and requires IT to take a central leadership role throughout the organization. The question is, are they ready for such prominent positioning?  

Let’s face it. The answer is “probably not.” At least not without a little self-reflection.

CIOs, as well as their direct reports, must consider whether their leadership empowers the IT organization to lead the business through a re-thinking, re-imagining, and re-engineering of a multitude of complicated, cross-functional processes.  

This is a non-negotiable prerequisite for the simultaneous transformation of the employee experience, customer outcomes, organizational productivity, and business-continuity management.  

Set the vision 

What does this leadership look like? First, it’s critical for the CIO to provide a strong vision for their team to follow. 

This vision must be continually updated, with focused and continuous visioning and empowerment practices cascaded from the most senior stakeholders to their change-agents in the trenches. Each member of the team should understand:  

  1. How will they be personally impacted given the future-state vision 
  2. If that future-state role is something they can aspire to 
  3. What the journey to it looks like 
  4. The kind of support they can expect to receive from their manager  

If we are not having these conversations with every member of our team, if we don’t have a clear understanding of how every IT function will need to be reshaped, re-trained, or re-engineered to support the vision, how can we expect to succeed?  

Like driving a car 

Think back to when you learned to drive a car. The driving itself wasn’t hard; after all, it takes about 15 minutes to learn how to operate a vehicle.  

It’s everything that comes next—road rules, how to respond to an erratic driver, what to do in the event of an accident—that requires practice. This practice armed you with the tools to respond when something inevitably does go wrong, no matter its specifics.

The same is true in IT. Understanding and learning the technology is the easy part. It’s the scenarios in which those technologies are engaged that offer a real challenge. 

While digital transformation is a heroic endeavor, success requires less emphasis on “digital” and more on “transformation”— especially when framing a vision of what your digital transformation program aims to accomplish.  

As CEOs re-evaluate the scope and ambitions of their digital transformation initiatives, I hope they will re-evaluate their strategies as well. I hope they will consider, in essence, a transformation of their transformations.

Michael Novakhov – SharedNewsLinks℠

Blogs from Michael_Novakhov (27 sites)

Categories
Saved and Shared Stories

mikenov on Twitter: coronavirus in los angeles in december 2019 – Google Search google.com/search?q=coron… pic.twitter.com/kiWU3Nt007

coronavirus in los angeles in december 2019 – Google Search google.com/search?q=coron… pic.twitter.com/kiWU3Nt007



mikenov on Twitter

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mikenov on Twitter: 9/11/01 – 6:12 PM 9/11/2020 thenewsandtimes.blogspot.com/2020/09/91101-… pic.twitter.com/jcNqsJmhfT

mikenov on Twitter

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mikenov on Twitter: MintPress News: How a Senate Inquiry Revealed the Israeli Surveillance Industry’s Role in Orchestrating Russiagate trump-news.org/2020/09/11/271…

MintPress News: How a Senate Inquiry Revealed the Israeli Surveillance Industry’s Role in Orchestrating Russiagate trump-news.org/2020/09/11/271…


mikenov on Twitter

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mikenov on Twitter: 5:16 PM 9/11/2020 – Blogs thenewsandtimes.blogspot.com/2020/09/516-pm… pic.twitter.com/44FvfLmfBg

mikenov on Twitter