New Ovid/LWW CEO Brings a Fresh Look
By Paula Hane
In early April, Wolters Kluwer Health announced that Gary Foster had joined
the company as president and CEO of its global Medical Research division. This
business unit includes Ovid, a provider of aggregated online medical and academic
content for researchers, students, and practitioners, and Lippincott Williams & Wilkins
(LWW), publisher of more than 200 print and online medical journals. Foster
has more than 20 years of experience in the healthcare and IT sectors (with
a focus on software and services), but no publishing experience. He talked
with me at the end of May about the company's initiatives and some industry
Q: The press release from Wolters Kluwer Health announcing your appointment
stated that you bring "healthcare and IT experience to drive strategic direction." Talk
first about your relevant experience and then about what you perceive that
strategic direction to be.
A: I spent 8 1/2 years at GE Medical Systems in the diagnostic and imaging
business. I started a number of new businesses for them, combined existing
businesses, turned some around, drove tiered offerings in the marketplace,
etc.a lot of relevant experiences. During those Jack Welch years if you
will, I participated with other senior executives in moving that culture into
a world-class, process-oriented, customer-focused organization. Those were
I got back into healthcare during the "bubble." I was president and CEO of
PatientKeeper, Inc. It provided the server infrastructure to healthcare institutions
to provide wireless hand-held devices to their clinicians for access to clinical
and administrative information.
Q: Did it include access to reference content, such as medical texts or drug
A: Not at the stage that I was involved with it, but that's where it was
going. We were pioneers. We were on the inpatient side. Most other wireless
device initiatives were on the outpatient side. (Many of those companies are
no longer around.) The technology and business models are different. We had
to solve a number of problems while working within very heterogeneous IT infrastructures,
like patient identification, platform integration, etc. We learned through
experience to work effectively in that environment.
Translating my experiences to Ovid, there are some common themes. The online
part of this business is a platform company. It is about how to leverage technology
to create competitive advantage in the marketplace. It's about efficiently
and effectively marketing offerings we create around the content that we provide.
It's about bringing a new sense of urgency about efficiency in the business
operations that I am used to. So you start to see how the profile fits.
Q: I suspect that what you've just articulated is the overall strategic direction
that you are working toward.
A: Yes, it is. And I think that the officers in Ovid's parent organization
felt that a fresh look would be a positive thing. I think that's why they were
attracted to someone from outside the publishing industry.
What attracted you to this job?
A: I think there's a great foundation here as a business. There's a large
medical component, a platform technology, world-class services, and sophisticated
offerings for segments of the market. I saw in this company a very strong fit
for leveraging all the things I've learned in my previous service, software,
and technology companies. My conclusion was that I could add a lot of value
here, and that's what gets me going in the morning.
Q: Speaking of platforms, Ovid offers both Ovid Online and SilverPlatter
Online. I saw that a notice on the site states that "future product innovations
will focus on the Ovid platform," with a pledge to continue to support SilverPlatter
A: The company has actually had quite a few platforms and quietly, behind
the scenes, we've been consolidating them into our primary Ovid platform. We've
been working on the architecture and made a lot of progress. This means greater
efficiency, speed, and flexibility for future development effortsnew
features, new products, etc.
It's also important to distinguish between our server platforms and the user
interfaces. We have been working more on the former latelyit's not as
visible. But work on the underlying architecture makes interface changes easier
to do. We'll be rolling out user interface improvements soon, based on efficiencies
that have been ongoing in the last several years. You will see a convergence
around those two user platforms. SilverPlatter users won't experience any big
Q: What enhancements are customers requesting, and what would you like to
A: Customers want very easy access to content from full-text journals, books,
and bibliographic databases. They want it all linked. They want precise search
capabilities in a system that's sensitive to their work flow, whether they
are researchers or clinicians. We're getting a lot of good input from our customers.
We just returned from the MLA (Medical Library Association) meeting and spent
time with our advisory board. Customers are asking us for COUNTER-compliant
statistics that work well in a consortial environment. We're currently finalizing
our enhancements to our statistics package.
Q: What is your company's value proposition, and what are your advantages
over competitors' products?
A: We think we have uniqueness in how we bring together information in the
three categories I mentioned as well as our precise search capabilities. We
have good brand recognition in the marketplace. We have invested heavily in
creating good proprietary content and continue to be active as an aggregator
to license complementary content that meets the needs of all of our market
segments. Our proprietary content includes LWW books and journals and our society
journals as well. We also feel our linking technology is a core competency.
Q: What about problems with loss of content, such as the CSA databases and
publishers pulling content to offer it directly on their sites?
A: Market pressures are creating new challenges for aggregators and content
owners alike. So we're seeing a lot of activity at both ends of the spectrum
to meet these changing customer demands. We have to anticipate that there will
continue to be a lot of flux. We have to set our business plan to target the
right new content, to continually refresh what we have, and be responsive to
Q: I think "flux" is a good way to characterize what's happening. This is
tough from the users' perspective: "Where can I find my content?"
A: Yes, it's tough for libraries. With multiple vendors and flat or declining
budgets, they have a constant rebalancing act to optimize their purchasing
decisions. End users want to get to the full text as quickly as possible, so
one of the unique features in our Ovid databases will be to limit to all available
full textthe text they have rights to, including not just their Ovid
subscriptions but on other platforms that are URL-addressable. And one thing
that information professionals will be able to do is to track statistics on
full-text links that go outside Ovid to external sources.
Q: There are some new players that are providing access to scholarly content:
Yahoo! with its Content Acquisition Program, Google, Microsoft, and others.
Are these threats or new opportunities for traditional aggregators? What about
a day when Google and Yahoo! find everything: stuff that's free and the stuff
you need to pay for?
A: We have a partnership with Microsoft for linking to Ovid from within Office
applications. Another point to be made is there are different types of researchers
with different types of needs. For medical research, for example, it is critical
to have the right results rather than just a large number of results (as you
might get with a Google search), so our precise search capabilities and content
repositories are very valuable. Ovid's powerful search tools that allow the
user to limit search results to all available full text subscribed to by the
institution, combined with a limit to evidence-based medicine reviews, will
get a clinician right to the most respected full-text research on a topic.
Right now, we're one of the few health resources available through the Microsoft
Q: Can you comment on the pressures on journal publishing in general and
the open-access movement?
A: Admittedly, I'm still sorting it out. One thing I know is there's no free
lunch. It costs money to publish and someone has to pay. I think [open access]
is a fledgling model that is getting a lot of press right now. It remains to
be seen whether there are legs under it. There are lots of issues, some of
which I don't even understand yet, but I'd be happy to talk about it when I
get further into this business. Ovid does support linking to other sources
and lets customers define those links. We've also loaded the links in our MEDLINE
to the free publications available on the Web. Customers have told us they
want that, so we provide it.
Q: What are your goals for the company this year?
A: This year, we are getting back to investing in our core areas. One is
finishing the architectural work on the platform that will allow us to be efficient
and fast in the marketplace. We are investing in processes around all three
of the companies to improve quality and make us more efficient. We are continuing
to focus on the academic market and making sure our customers have the right
content mixes. We are looking at our offerings in perhaps a little more sophisticated
way than we have in the past and matching our customers' needs to the right
In looking at the strategic directions of our companies, we're seeing many
growth opportunities just in the 2 months that I've been here that I think
need attention and resources. I'm excited about what I'm seeing. If we have
a follow-up conversation later in the fall, I can talk more about this.
Q: What about international markets? I think it was mentioned in the company's
2003 Annual Report as an area for growth?
A: Yes, it certainly is. There's still a lot of untapped potential there.
It's also a unique growth area for our society partners, who are seeking growth
from international membership opportunities as the domestic market is relatively
As you may know, through our SilverPlatter acquisition, we gained significant
international presence with our bibliographic offerings, so there's large growth
opportunities for journals and books.
Q: What do you see as the primary business challenge for Wolters Kluwer Health
and others vying for the same space?
A: I think it gets back to understanding customers' needs in an environment
where there continues to be a lot of change. It's matching our technology and
content to those needseven while they change. I think that's the challenge
for the whole industry.
Q: What about plans to leverage technology or content from across the Wolters
Kluwer businesses? Are there any synergies that can be tapped, such as with
A: You're right on. Through our Portal Advantage Service, we support our
society partners by hosting their Web sites and providing an array of services.
Among the things we can provide are leveraging other Wolters Kluwer assets,
such as e-learning platforms, continuing education for members, etc. I look
at the rest of Wolters Kluwer and see a whole candy store of opportunity in
terms of potential value-added services we can offer to our markets and partnerships.
Paula J. Hane is Information Today, Inc.'s news bureau chief
and editor of NewsBreaks. Her e-mail address is email@example.com.