乔 died Wednesday.
I was never as upbeat as 乔 on his journey of cancer and asked how I could help. He quickly replied and asked that I call him each week and talk 供应链. He said, “Please don’不要把我当作一个病夫，为我感到难过。帮我振作精神。” So, for two years, I called 乔 each week to talk 供应链. I will miss our time together.
I remember one call vividly. 乔 and I had an intense discussion on big data 分析 and what he was learning by tracking his illness with his oncology team. We applied his insights to 供应链管理.
乔 was always a numbers guy. His oncology team, composed of three physicians, was diverse. The older physician was a stabilizing force, while the younger doctor on the team was always sparking new ideas for treatment. His primary care doctor provided continuity.
The team worked in three different cities and healthcare providers but used digital imaging and testing to coordinate the treatment plan. 乔 facilitated many of the discussions and attributed his treatment plan’在多样化思维，协作技术和大数据发现方面的成功。我们抽象了这对他的业务意味着什么：
来自图像的见解。 乔’s key insight from the treatment was the advancement of medicine through the digital interpretation of images. 乔, a leader in the agricultural industry, spoke of images to solve 供应链 problems. We brainstormed on using images for port unloading lead times, crop yield projections, manufacturing quality, and corporate sustainability issues. He lamented that the large technology providers were not doing enough to use digital images as an input into 供应链 decision making.
明确的结果。公司介绍 ’ toughest problem is not using big data 分析, but getting clear on the questions to ask. 乔 would comment that it is easier to guide patient care because of clearer definitions of success than to lead a 供应链 team when the definitions of 供应链 excellence are muddy.
Rest in peace 乔. I smiled when your wife told me that she had decided to do an autopsy because your sudden death surprised your oncology team. She told me that a data guy would want the team to know the definitive outcome. I agreed. I will miss you so.