John W. Morgan, Chief Operating Offi cer EagleForce Associates Inc.
Leading Voices
Best Practices Are a Good Fit Anywhere L
egend has it that on his fi rst day at DuPont, retired Lt. Gen. Frank E.
Petersen famously said, “I don’t know anything about running a corporate aviation department; that’s what I will depend on you for.” Petersen, who became vice president
for corporate aviation at the science and engineering fi rm after a 38-year military career in the U.S. Marines, highlights a cadre of transitions, from a successful military career to civilian organizations with a comparable fi t. It’s been more than 30 years since Petersen joined DuPont. It’s been nearly 17 since Lloyd Newton began his corporate career. In 2000 Newton joined Pratt & Whitney Military as vice president for business development after retiring from the Air Force as a four-star general.
Since this vanguard of Black
generals and admirals entered the civilian workforce, dozens more have made the transition by applying the same skills and competencies required for military services to boardrooms and market-leading industries. At the annual BEYA STEM Global Competitiveness Conference, we meet and hear from many of these generals. Within any organization, promotion
and progression depend on one’s ability to connect, network, communicate with ease, embody risk, and implement strategy and innovation in process-driven, fast-moving environments. Once I made the grade for the Army Reserve Offi cers’ Training Corps (ROTC) program at the University of Delaware, my lifelong development began in earnest.
Rising within a group of college-based
offi cers bound for commissioning requires the consistent display of character and presence. The Army ROTC really does teach you how to lead. In the early 1980s, I was one of
a number of cadets commissioned as second lieutenant at the university with a criminal justice degree. I would build on that to rise from the
working ranks of second lieutenant to fi rst lieutenant, to the lower executive ranks of captain, then major; lieutenant colonel to colonel and into the highest levels
84 USBE&IT | WINTER 2017
of brigadier general, major general, and lieutenant general. Before I retired from the military as the commander of the Allied Force Command Heidelberg, I led a unit within NATO Military Command that provided command and control for the International Security Assistance Force, Afghanistan. The experience of leading
NATO’s land capability and leveraging interoperability systems has been valuable for my new venture, which aims to serve more than nine million American military veterans. At NATO, interoperability allows
forces, units, or systems to operate together. It requires them to share common doctrine and procedures, to share each other’s infrastructure and bases, and to communicate with each other. Alliance members developed this interoperability further during joint operations in the Balkans and Afghanistan. How Does Interoperability Work in Healthcare? According to the Healthcare
Information and Management Systems Society, data exchange schema and standards should permit data to be shared by the clinician, lab, hospital, pharmacy, and patient. Interoperability means the ability of health information systems to work together within and across organizational boundaries in order to advance the eff ective delivery of healthcare for individuals and communities. EagleForce Health, a division of
EagleForce Associates, Inc., leverages technology that has provided knowledge and analytics to both the defense and intelligence sectors. EagleForce is setting new standards for interoperability. The global eff ort to aggregate and
integrate remote sensors and wireless devices for blood pressure, glucose, activity, vitals, etc., now allows for real- time information about members of a care team.
Analyzing structured system data
involves science, technology, engineering, and math (STEM) skills that leverage artifi cial intelligence, machine learning, and algorithms used both in Electronic
Health Record (EHR) technology and EHR commercial activity. Disseminate All the Way to the Pointed Spear I know that the Distributed Ground Stations model has its limitations in a corporate application, but wouldn’t it be easy if we could take information, intelligence, and best practices from diff erent services and commands, synthesize them, and disseminate all the way to the pointed spear in any unifi ed vision exercise? The Distributed Common Ground
System helps the U.S. military post data, process information, and provide commanders with the ability to task battle-space sensors and receive intelligence information from multiple sources. Over time, I have found that
“stovepiping” has created many of the challenges associated with such a system. A 2013 staff study for the United
States House Permanent Select Committee on Intelligence said, “The most common criticism of the current collection management process, and one in which we concur, is that it is dominated by ‘stovepipes,’ i.e., types of collection that are managed so as to be largely distinct from one another.” Originally developed on behalf
of NATO, the EagleForce Health SwissVault™ meets all the standards for security, including HIPAA and Meaningful Use Stage 2 & 3, Defense Information Systems Agency (DISA) guidelines, and standards within the International Health Information Exchange environment. This provides customers with security in advance of applying analytics in the world to access as well as providing access to healthcare and achieving better healthcare for veterans. The system allows partners to
extract, aggregate, integrate, and share all forms of data between disparate systems for analysis without disrupting existing data structure and format. The system is supported by strategic relationships with Dell and HP and off ers an interoperability environment for sharing information, including voice, video, and sensor data. EagleForce-patented methodologies
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