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2 S P E C I A L E D I T I O N 2 0 1 5 • O P T O M E T R I C M A N A G E M E N T . C O M OPTOME TRIC MANAGEMENT VIE WPOINT M Y WISH LIST OF INNOVATIONS includes a smartphone app that activates whenever users look at their phones while walking. It would warn users of the people, cars, animals, water fountains and other objects in their paths, so they no longer pose a danger to themselves or us while they walk and text, email or Google. If an app could warn me of any texting pedestrians coming my way, I would gladly pay the 99 cents. INNOVATION THAT TRANSFORMS We ofen think of innovation, the theme of this special issue of Optometric Management, in terms of these end products alone. Yet, as Cristina Schnider, O.D., explains in her article, "Innovation Changes Everything . . ." (p. 5), transforma- tional innovations, such as the iPod, also change entire systems and infrastructures. Consider how drastically the supply chain for music, movies and information has transformed to a simple click of the download button. Of course, not all innovations are right for all practices. Evaluating each ad- vancement requires sound judgment from the practice's leadership. With the right innovations, Dr. Schnider notes, optometrists are able "to concentrate more on our professional services and making a real connection with our patients." CHALLENGES TO AN INNOVATIVE PRACTICE When exploring the opportunities ofered by innovative products and services, one question ofen surfaces: Is it better to become an early adopter or wait and see? Gary Gerber, O.D., reveals why the wait-and-see approach might not be best in his "Business Strategies" column, p. 47. Te gains of incremental changes "are minimal," he says, "compared with the potential to grow your practice and help your patients — and be an innovator." With any innovation, there are obstacles to overcome. For example, when incor- porating innovative contact lenses into the practice, the eye care professional faces challenges such as training, resistance to change and cost. Fortunately, these don't have to derail the path toward innovation, says Dr. Jason Miller. He describes how to overcome each of the three obstacles in his "Contact Lenses" column, p. 41. When an innovative product or service is adopted, the practice then must decide how to educate patients and merchandise the innovation. Gina Wesley, O.D., pro- vides recommendations in her "Merchandising" column (p. 49). She notes that an enthusiastic, proactive practice that is eager to work with innovative products can be the diference between success and a product that winds up "collecting dust." It's a pleasure to acknowledge Johnson & Johnson Vision Care, Inc., as the spon- sor of this special issue of OM. Let me also thank each of the contributors, who share how the many innovations in optometry can translate into success in both patient care and practice management. OM INNOVATION AND OPTOMETRY WITH THE BEST INNOVATIONS, O.D. s MAKE A "REAL CONNECTION" WITH ANY INNOVATION, THERE ARE OBSTACLES TO OVERCOME. FORTUNATELY, THESE DON'T HAVE TO DERAIL THE PATH TOWARD INNOVATION. JIM THOMAS Editorial Director OPTOMETRIC MANAGEMENT (ISSN 0030-4085) is published monthly with a special edition in October by PentaVision, LLC, 321 Norristown Road, Suite 150, Ambler, PA 19002. Periodical postage paid at Ambler, Pa., and additional mailing offces. POSTMASTER: Send address changes to Optometric Management, P.O. Box 3076 Northbrook, IL 60065. Copyright 2015, PentaVision, LLC. All rights reserved. For subscription information/ address changes, please call 1-800-306-6332, or FAX 1-847-564-9453. Missed issues must be claimed within 45 days of publication date, 90 days for those abroad. Subscriptions: U.S. $42/one year; $75/two years. Canada: $51/one year; $91/two years. Foreign: $90. Back issues: PentaVision, LLC, 321 Norristown Road, Suite 150, Am- bler, Pa. 19002. 215-492-5200. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement #IPM0601527