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• Considering all patients, no significant difference in morphology between groups. • Lower incidence of medium and large regular saccular aneurysms in the ADPKD group. • Higher incidence of medium and large fusiform aneurysms in the ADPKD group. • Further study of this population of patients is warranted. Approximately 8% of patients with autosomal dominant polycystic kidney disease (ADPKD) develop intracranial aneurysms. The reason for development of intracranial aneurysms in ADPKD patients might be related to interactions between the presence of hypertension and the basic mechanism underlying the disease, which leads to weakness of the connective tissue. In this study, we aimed to identify differences in aneurysm morphology between ADPKD patients and a location-matched set of controls. A total of 42 ADPKD patients and 49 control patients with 122 aneurysms were included. Aneurysm size, location, and morphology were evaluated by two neuroradiologists. Aneurysm morphology was classified into one of three groups: regular saccular, irregular saccular, and fusiform. Continuous variables were compared with chi-squared tests and categorical variables were compared with student's t -test. When considering all patients, there was no significant difference in aneurysm morphology or size (4.5 ± 2.6 mm vs 5.4 ± 2.9 mm; p = 0.09) between the ADPKD and control group. In a subgroup analysis of medium and large aneurysms (n = 61), there was a significantly lower incidence of regular saccular aneurysms (28% vs. 56%; p = 0.03) and higher incidence of fusiform aneurysms (12% vs 0%; p = 0.03) in the ADPKD group compared to a control group. When excluding categorically "small" aneurysms, there is a reduced incidence of regular saccular aneurysms and increased incidence of fusiform aneurysms in ADPKD patients compared to a control group. Further study of this population of patients is warranted to better understand their risks of aneurysm rupture and indications for treatment. [ABSTRACT FROM AUTHOR]

By leveraging its experience and expertise as a consultative clinical partner, the Mayo Clinic developed an innovative, scalable care model to accomplish several strategic goals: (1) create and sustain high-value relationships that benefit patients and providers, (2) foster relationships with like-minded partners to act as a strategy against the development of narrow health care networks, and (3) increase national and international brand awareness of Mayo Clinic. The result was the Mayo Clinic Care Network. [ABSTRACT FROM AUTHOR]

Hippocrates' admonition and the medical community's aversion to risk have caused many physicians and institutions to resist participation in modern social media sites such as Facebook (Facebook, Inc, Menlo Park, California, USA), Twitter (Twitter Inc, San Francisco, California, USA), and YouTube (San Mateo, California, USA). However, because Mayo Clinic's founders were champions of analog social networking, it was among the earliest hospitals worldwide to create official accounts on these digital platforms. A proper understanding of the traditional mechanisms of knowledge diffusion in medicine and of the nature of social media sites should help professionals see and embrace the opportunities for positive engagement in social media. [ABSTRACT FROM AUTHOR]

Although health care lags behind many other industries in adopting social media as part of a business strategy, the Mayo Clinic recognized the importance of these applications more than a decade ago. In addition to typical media relations and marketing tactics, the Mayo Clinic has successfully used social media as part of an overall program to support the strategic imperatives of the institution. [ABSTRACT FROM AUTHOR]

By leveraging its experience and expertise as a consultative clinical partner, the Mayo Clinic developed an innovative, scalable care model to accomplish several strategic goals: (1) create and sustain high-value relationships that benefit patients and providers, (2) foster relationships with like-minded partners to act as a strategy against the development of narrow health care networks, and (3) increase national and international brand awareness of Mayo Clinic. The result was the Mayo Clinic Care Network. [ABSTRACT FROM AUTHOR]