BUILDING AN ORGANIZATION FOR INNOVATION

September 25th, 2014

Jon Campbell

Principal, Strategy Practice and Lead, Innovation Capability

Continuum

THREE COMMON CHALLENGES FOR COMPANIES

     1.How to build our internal innovation capability?

     2. How to get these ideas to market effectively? 

     3, How to create an environment to generate innovative thought?

RISKS ASSOCIATED WITH BUILDING A SPECIFIC CENTER FOR INNOVATION

-“The cool kids club makes “buy in” difficult across the rest of the organization due to resentment from the rest of the organization

-Innovation is often at odds with short term goals (providing a disconnect within the organization)

-When these issues are in place it’s hard to get meaningful results and management loses confidence in the Innovation dept.

SOLUTIONS

-Start with the implementation

-Must build the path to feed the innovations to the organization first

-Build a “lock” within the organization where new ideas can live and be developed and put through the “build, test, learn” cycle.

-This “lock” or “implementation center” must be comprised of the “right people” from different parts of the organization so that everyone is bringing in different views and considerations and also so that there is “buy in” within key areas of the organization. (this for us is possibly Patient Experience, VP’s etc)

-After a few rounds of prototyping, create a high fidelity front end that feels real for presentation to key stake holders. The back end though should be “duct tape and bailing wire” (super simple, not too robust)

-Measure for desirability AND viability

-Socialize concepts and ideas in a big way and also in an intimate way (plants the seeds for later buy in)

BUILDING SOLUTIONS FOR CHRONIC CARE PATIENTS

Matthew Jordan

Director, Design Research and Strategy

Artefact

August 14, 2014

• Patients becoming more empowered

• Where care occurs is becoming decentralized due to telehealth and other technologies

• We hear about, learn about, and use products in new ways (Ex. Medical devices are being marketed directly to patients rather than hearing about them from MD’s)

• Economics and policy are creating shifts in the market (Ex. Govt regulations are shifting)

• Incremental change has been the norm in healthcare

• It’s not solely about one stage of a condition, but rather the impact that the condition has on a patients life

"BYO APP": BRIDGING THE GAP BETWEEN PATIENTS AND CLINICIANS

David Haddad

Executive Health 

Open mHealth

November 6th, 2014

"How do we use technology and data to improve patient health?"

Challenges

• No easy way to share data
• Impossible to keep up with all the apps
• Making sense of data  (physicians not sure how to use the data from trackers and apps in the clinical setting)
• Tracking is hard
• Very little reward

App and Data Considerations

• Data collection must be purposeful
• Seamless sharing of data into clinical workflows (could physicians order data sets the same way they order labs?)
• Clinical insights must be providing reinforcing feedback so that the data and insights work together

Linq

• Link is their product that they developed to allow physicians and patients to track and see trends within their health.  Ex.  Tracking data on blood pressure levels
• If a level is out of the a set range then the physician is “pinged”

HopeLab – www.hopelab.org

ILN - Virtual Friday
11/13/09
HopeLab – www.hopelab.org

Focuses on tweens and adololescents with chronic illnesses and helping them improve the quality if their lives.

Richard Tate, Dir of Communications and marketing for Hopelab spoke about how and why they got started. Pam Omidyar, wife of eBay founder Pierre Omidyar, has a medical research background and founded Hopelab. She had the idea that a video game might help improve the lives of YA’s with cancer, allowing them to be in the driver’s seat blasting away their cancer and help them cope.

Hopelab’s first project was ReMission, a video game in which a nanobot named Roxxi as travels through the bodies of fictional cancer patients destroying cancer cells, battling bacterial infections, and managing side effects associated with cancer and cancer treatment.

Hopelab’s new project is gDitty, which focuses on childhood obesity. gDitty is an activity meter (think pedometer on steroids) and online rewards system. gDitty is worn by the tween to monitor the amount of activity. The tween can then hook gDitty up to their computer, set up an account, create a customized avatar, and upload all their activity. Each child can earn giftcards, free MP3’s and donations for their school via the gDitty rewards program.
(Supported in part by the Robert Wood Johnson Foundation)

The entire presentation can be viewed or downloaded at:
http://www.innovationlearningnetwork.org/forum/topics/hopelab-1

8/28/08 - ILN call -Transitions in Care - Home as Hub Presentation

Presenter was Scott Heisler, an RN and project manager for KP. Scott opened the meeting by informing us all that this project is in it's infancy -- they only began around 3 months ago. He said there will be more specific answers to the questions the posed during the research and deep dive portions of the project.

Scott then asked everyone what they hoped to gain from the call. I explained that because SHIP currently focuses mainly on the outpatient sector we're interested in hearing the approaches they came up with for transitioning patients from the hospital to outpatient -- and the tools they hope to use.
Scott mentioned that the group heeded the information and advice of Dr. Eric Coleman and The Care Transitions Program. http://www.caretransitions.org

During the research phase the group chose three locations to study: Denver, Honolulu, and West L.A.

They interviewed 25 (approx) people at each facility to gain an understanding of what the patients are looking for, and what they are currently doing to manage their outpatient/ home health care.

The group then invited numerous industry personnel to come in and brainstorm through ideas that would eventually become prototypes that will be field tested. The prototypes are currently being built and will be facilitated by a cross section of groups within the hospital environment (Docs, RN's, Case Managers, etc.)

More info and updates will come in 5 to 6 months.

PDF of the this presentation is on Basecamp.

8/1/08 ILN Virtual Friday call - The Big Idea Group

The Big Idea Group is what they call "an open source innovation company". The company is located in Manchester, NH and has worked with Proctor& Gamble, Unilever, Kraft, Staples, and CMIT (which led to this call). Michael Collins, the company's founder, spoke about their approach.

Essentially, the company utilizes a group of "Problem Solvers" to examine any particular client's queries or issues. These can revolve around production, service, or even a business model.
BIG first does 2 things:
#1 They put together a group of customers or users as a "COMMUNITY" in order to identify any issue more specifically. his group is also referred to as an "Insight Group"
#2 They then bring together a group of their Problem Solvers to address the issue.

The Problem Solvers, based on the Insight Group's feedback, etc. may decide the issue should move to a HUNT. HUNTs usually last about 3 months and may focus on an Idea or Marketing, depending on the client's needs.

An interesting way of approaching ideas. Like finding very large focus groups to give feedback, and then getting a large umber of consultants to address the findings and come up with an eventual solution.

Harvard- Myths about Creativity

Six Myths About Physician Creativity (Richard Reese, MD, http://medinnovationblog.blogspot.com/)
From the March 2008 Harvard Business School Alumni Bulletin- an article, “Innovation, Inc.” that lists six myths about creativity in organizations. These myths apply to physician groups.

• Creativity Comes from Creative Types – Not necessarily. Creativity depends on experience, knowledge, technical skills, talent, and the ability to think in new ways. To encourage creativity in physician groups, appointing a Chief Innovation Officer (a nurse, doctor, practice manager) and holding periodic brain storming sessions may help foster creativity.

• Money is a Creativity Motivator - Money isn’t everything. Most doctors don’t think about money on a day-to-day basis, and it doesn’t drive new ideas.

• Time Pressure Forces Creativity - Actually creativity goes down under pressure. Creativity requires time to think, concentrate on a problem, and let the ideas bubble up.

• Fear Forces Breakthroughs – Not so. Creativity comes when people are excited about their work. Often creativity strikes overnight after an exciting day at the office. One day’s excitement predicts the next day’s creativity.

• Competition Beats Collaboration - Nonsense. The most creative groups are those that share ideas and don’t compete for recognition.

• A Streamlined Organization is a Creative Organization - Not in the opinion of HBS. They say a stable work environment in a group that is doing well fosters a sense of freedom and autonomy and lets ideas flourish.