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”