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Biomedical subjects

G Hamel

Publications and source records attributed to G Hamel.

51 records · Page 3Linked to original sources
PubMed1979

Brainstem evoked potentials to tonepips in notched noise.

Notched noise can be used to mask the frequency spread of acoustic energy in the brief tonepips that are used to elicit brainstem evoked potentials. Brainstem responses to tonepips and notched noise can therefore be used to evaluate auditory thresholds at particular frequencies. These thresholds are more frequency-specific than those obtained using tonepips alone, and are accurate to within 20 dB of the conventional audiometric thresholds.

Acoustic Stimulation↗
PubMedDate not supplied

Human auditory steady state potentials.

The auditory steady state potentials may be an important technique in objective audiometry. The effects of stimulus rate, intensity, and tonal frequency on these potentials were investigated using both signal averaging and on-line Fourier analysis. Stimulus presentation rates of 40 to 45/sec result in a 40 Hz sinusoidal response which is about twice the amplitude of the 10 and 60/sec responses. No significant effects of subject age or sex were seen. The 40/sec response shows a linear decrease in amplitude and a linear increase in latency when stimulus intensity is decreased from 90 to 20 dB normal hearing level. This response is recordable to within a few decibels of behavioral threshold. Stimuli of different tonal frequency give similar amplitude/rate functions, with absolute amplitude decreasing with increasing tonal frequency. Signal averaging and Fourier analysis provide nearly identical amplitude/rate, amplitude/intensity, and latency/intensity functions. Both methods of analysis may be used, therefore, to record the 40 Hz steady state potential. Fourier analysis, however, may be the faster and less expensive method. Furthermore, techniques ("zoom") are available with Fourier analysis to study the effects of varying stimulus parameters on-line with the Fourier analysis procedure.

Acoustic Stimulation↗
PubMedDate not supplied

Human auditory steady state evoked potentials during sleep.

The human auditory steady state evoked potentials were recorded during all-night sleep in 10 subjects. The effects of stimulus rate and intensity on these potentials were measured using on-line Fourier analysis. The amplitude of the response was greatest at stimulus rates of 30 to 50/sec. Although the response amplitude was lower during sleep, the rate at which the amplitude was greatest did not change between sleep and wakefulness. As the intensity was increased above threshold, the amplitude of the response increased linearly. The responses recorded during wakefulness showed a larger amplitude change with increasing intensity than during sleep. The estimated thresholds for the responses, however, did not differ significantly between wakefulness and sleep.

Adult↗
PubMedDate not supplied

Corporate imagination and expeditionary marketing.

In the 1980s, competitive success came mostly from achieving cost and quality advantages over rivals in existing markets. In the 1990s, it will come from building and dominating fundamentally new markets. Core competencies are one prerequisite for creating new markets. Corporate imagination and expeditionary marketing are the keys that unlock them. McKinsey Award winners Gary Hamel and C.K. Prahalad argue that corporate imagination quickens when companies escape the tyranny of their served markets. (Motorola, for example, sees itself as a leader in wireless communications, not just as a maker of beepers and mobile phones). Think about needs and functionalities instead of marketing's more conventional customer-product grid. Overturn traditional price/performance assumptions. (Fidelity Investments unlocked a vast new market by packaging sophisticated investment vehicles for middle-income investors.) And lead customers rather than simply follow them. Creating new markets is a risky business, however--a lot like shooting arrows into the mist. Imaginative companies minimize the risk not by being fast followers but through the process the authors call expeditionary marketing: low-cost, fast-paced market incursions designed to bring the target quickly into view. Toshiba introduced laptop computers to the market at such a blistering pace that it could explore every conceivable niche--and afford an occasional failure without compromising its credibility with customers. To stimulate corporate imagination, top management needs to redefine failure and develop new time- and risk-adjusted yardsticks for managerial performance. Managers must be encouraged to stretch their company's opportunity horizon well beyond the boundaries of its current businesses.

Commerce↗
PubMedDate not supplied

Strategy as stretch and leverage.

Global competition is not just product versus product or company versus company. It is mind-set versus mind-set. Driven to understand the dynamics of competition, we have learned a lot about what makes one company more successful than another. But to find the root of competitiveness--to understand why some companies create new forms of competitive advantage while others watch and follow--we must look at strategic mind-sets. For many managers, "being strategic" means pursuing opportunities that fit the company's resources. This approach is not wrong, Gary Hamel and C.K. Prahalad contend, but it obscures an approach in which "stretch" supplements fit and being strategic means creating a chasm between ambition and resources. Toyota, CNN, British Airways, Sony, and others all displaced competitors with stronger reputations and deeper pockets. Their secret? In each case, the winner had greater ambition than its well-endowed rivals. Winners also find less resource-intensive ways of achieving their ambitious goals. This is where leverage complements the strategic allocation of resources. Managers at competitive companies can get a bigger bang for their buck in five basic ways: by concentrating resources around strategic goals; by accumulating resources more efficiently; by complementing one kind of resource with another; by conserving resources whenever they can; and by recovering resources from the market-place as quickly as possible. As recent competitive battles have demonstrated, abundant resources can't guarantee continued industry leadership.(ABSTRACT TRUNCATED AT 250 WORDS)

Economic Competition↗
PubMedDate not supplied

Strategy as revolution.

How often does the strategic-planning process start with senior executives asking what the rest of the organization can teach them about the future? Not often enough, argues Gary Hamel. In many companies, strategy making is an elitist procedure and ¿strategy¿ consists of nothing more than following the industry's rules. But more and more companies, intent on overturning the industrial order, are rewriting those rules. What can industry incumbents do? Either surrender the future to revolutionary challengers or revolutionize the way their companies create strategy. What is needed is not a tweak to the traditional strategic-planning process, Hamel says, but a new philosophical foundation: strategy is revolution. Hamel offers ten principles to help a company think about the challenge of creating truly revolutionary strategies. Perhaps the most fundamental principle is that so-called strategic planning doesn't produce true strategic innovation. The traditional planning process is little more than a rote procedure in which deeply held assumptions and industry conventions are reinforced rather than challenged. Such a process harnesses only a tiny proportion of an organization's creative potential. If there is to be any hope of industry revolution, senior managers must give up their monopoly on the creation of strategy. They must embrace a truly democratic process that can give voice to the revolutionaries that exist in every company. If senior managers are unwilling to do this, employees must become strategy activists. The opportunities for industry revolution are mostly unexplored. One thing is certain: if you don't let the revolutionaries challenge you from within, they will eventually challenge you from without--in the marketplace.

Commerce↗
PubMedDate not supplied

Bringing Silicon Valley inside.

In 1998, Silicon Valley companies produced 41 IPOs, which by January 1999 had a combined market capitalization of $27 billion--that works out to $54,000 in new wealth creation per worker in a single year. Multiply the number of employees in your company by $54,000. Did your business create that much new wealth last year? Half that amount? It's not a group of geniuses generating such riches. It's a business model. In Silicon Valley, ideas, capital, and talent circulate freely, gathering into whatever combinations are most likely to generate innovation and wealth. Unlike most traditional companies, which spend their energy in resource allocation--a system designed to avoid failure--the Valley operates through resource attraction--a system that nurtures innovation. In a traditional company, people with innovative ideas must go hat in hand to the guardians of the old ideas for funding and for staff. But in Silicon Valley, a slew of venture capitalists vie to attract the best new ideas, infusing relatively small amounts of capital into a portfolio of ventures. And talent is free to go to the companies offering the most exhilarating work and the greatest potential rewards. It should actually be easier for large, traditional companies to set up similar markets for capital, ideas, and talent internally. After all, big companies often already have extensive capital, marketing, and distribution resources, and a first crack at the talent in their own ranks. And some of them are doing it. The choice is yours--you can do your best to make sure you never put a dollar of capital at risk, or you can tap into the kind of wealth that's being created every day in Silicon Valley.

California↗
PubMedDate not supplied

Efficiency of high permeable membranes in hemodiafiltration in children: an optimal method of purification.

Hemodiafiltration (HDF) combines hemodialysis (HD) and hemofiltration (HF) and so allows an optimal purification by combining diffusive process (low molecular weight compounds) with convective mass transport (middle molecular weight compounds). A high permeable membrane is analysed (clearance, extraction coefficient, sieving coefficient) at 30 min and 150 min session time in HD, HF and HDF conditions. There is not a better elimination of urea in HDF versus HD while HDF allows an optimal elimination of uremic toxins in the range of low and middle molecular weight compounds. A high (optimal?) filtrate flow, with a minimal risk, is given by the formula: QUF = 1/3 QB. Sieving coefficient in HF condition of the other membranes generally employed in pediatric HDF demonstrated a great variability for the cut off.

Blood Flow Velocity↗