They said it’s saving doctors time and ensuring that patients get top-quality care.
But they said it is improving rapidly, noting that by year’s end, the system will offer guidance about treatment for 12 cancers that account for 80 percent of the world’s cases. IBM executives acknowledged Watson for Oncology, which has been in development for nearly six years, is in its infancy. Instead, they are based exclusively on training by human overseers, who laboriously feed Watson information about how patients with specific characteristics should be treated. But its treatment recommendations are not based on its own insights from these data. Watch: A new advertising tack for hospitals: IBM’s Watson supercomputer is in the houseĪt its heart, Watson for Oncology uses the cloud-based supercomputer to digest massive amounts of data - from doctor’s notes to medical studies to clinical guidelines. Taewoo Kang, a South Korean cancer specialist who has used the product. “Watson for Oncology is in their toddler stage, and we have to wait and actively engage, hopefully to help them grow healthy,” said Dr. As a result, its flaws are getting exposed on the front lines of care by doctors and researchers who say that the system, while promising in some respects, remains undeveloped. While it has emphatically marketed Watson for cancer care, IBM hasn’t published any scientific papers demonstrating how the technology affects physicians and patients. The interviews suggest that IBM, in its rush to bolster flagging revenue, unleashed a product without fully assessing the challenges of deploying it in hospitals globally. Reporters interviewed dozens of doctors, IBM executives, artificial intelligence experts, and others familiar with the system’s underlying technology and rollout. STAT examined Watson for Oncology’s use, marketing, and performance in hospitals across the world, from South Korea to Slovakia to South Florida. That's in line with IBM's focus on other big data projects, such as analyzing traffic patterns citywide to predict and stave off traffic jams.Exclusive analysis of biotech, pharma, and the life sciences Learn More While IBM's Watson attracted buzz by beating two human "Jeopardy!" champions, the company wants to put it to real-world use as a medical diagnostic tool that can understand plain language and analyze mountains of information. It still comes up with flashy feats of computing prowess, most recently when its Watson computer system handily defeated the world's best "Jeopardy!" players.Īnd, just as in 1911, it's still in the business of finding data solutions. The company still spends heavily on research, about $6 billion a year.
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Hewlett-Packard Co.'s new CEO, Leo Apotheker, says one of his primary goals is to strengthen the company's software and services businesses to compete better with IBM. Though transformed, IBM remains a pioneer, the envy of the technology industry. Its market capitalization of around $200 billion beats Google and allowed IBM last month to briefly surpass its old nemesis, Microsoft. It's three times the size of Google and almost twice as big as Apple. With around $100 billion in annual revenue today, IBM is ranked 18th in the Fortune 500.
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The change in strategy was risky for a company that helped create the PC industry, yet IBM rose to become the world's biggest technology services provider. Even barely profitable pieces of hardware were used to open the door to more profitable deals. Services could be sold as an add-on to companies that had already bought IBM computers. Gerstner resisted pressure to break up the company and instead focused on services, such as data storage and technical support. IBM, which had peaked at 406,000 employees in 1985, shed more than 150,000 in the 1990s as the company lost nearly $16 billion over five years. In his first meeting with top IBM executives, he was the only one in the room with a blue shirt.īut he broke up old fiefdoms, slashed prices and eliminated jobs.
Louis Gerstner, a former executive with American Express and RJR Nabisco, had little knowledge of technology or IBM culture. Viewed as too bureaucratic to compete in fast-changing times, IBM tapped an outsider as CEO in 1993 to help with a turnaround.
One of its major achievements turned out to be re-engineering itself during the upheavals of the 1990s. With its legacy and very survival at stake, the company was forced to embark on a wrenching restructuring.
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