Innovation
How do we address the biggest challenges to innovation in healthcare?
There is a certain pace inside hospitals. It is a rhythm that is established from centuries of practice. It is a set of predetermined processes of operations with intended controls of communications and interactions between different departments to ensure proper workflow. The patient, the central stakeholder in the hospital, has a pace as well. The body has a wonderful capacity to heal and the hospital system and workflow (its med staff, equipment, perhaps surgeons and the pharmacology), promote the healing stages. The specifics of disease may effect each patient-to-patient with differences like its timing of these stages and depth of illness, as an example. Overall, the tempo of the system, (body, patient and organization), needs to be well understood and included in the innovation.
Health systems have entered into the business of innovation. They have dedicated departments, programs and institutes that promote entrepreneurship, research and inspired innovative thinking to address healthcare's need to improve. For years, we heard, "we are unable to get pass the IT department to show we can help, or fix, or augment..." Now, the much larger hospital institutions (many privately owned) that have investment funding are in the innovation business. Each hosts a different agenda to its innovation business but of these concepts and developments, health IT, life sciences, process design, workflow, care delivery, clinical trials, and clinical decision support are some of the ideas that are incubating to drive a paradigm shift in health.
The catch-all, soft landing innovation center still exists but most innovation programs funded by hospital enterprises comprise of projects to deliver health tech, data science, life science, social determinants' crisis-solutions or the all-in-one innovation center. The collaboration is fascinating in some areas of work. The healthcare system in the United States is very different than most countries as it is not a shared resource. It is not free. It comes with a maze of obligations like costs, regulations, standards, compliances, and other scenarios like politics and structures. Innovations taking on any new methods, ideas or products like a new organizational model, method of service delivery, ways of relating to customers, and new approaches to marketing may create a higher functioning organization but may not fit well within these non-variable constraints. Introducing innovation into a traditionally hierarchal management structure, pyramid-shaped organizational chart with top down controls is only as effective as the leadership persuading its position.
Health systems have entered into the business of innovation. They have dedicated departments, programs and institutes that promote entrepreneurship, research and inspired innovative thinking to address healthcare's need to improve. For years, we heard, "we are unable to get pass the IT department to show we can help, or fix, or augment..." Now, the much larger hospital institutions (many privately owned) that have investment funding are in the innovation business. Each hosts a different agenda to its innovation business but of these concepts and developments, health IT, life sciences, process design, workflow, care delivery, clinical trials, and clinical decision support are some of the ideas that are incubating to drive a paradigm shift in health.
The catch-all, soft landing innovation center still exists but most innovation programs funded by hospital enterprises comprise of projects to deliver health tech, data science, life science, social determinants' crisis-solutions or the all-in-one innovation center. The collaboration is fascinating in some areas of work. The healthcare system in the United States is very different than most countries as it is not a shared resource. It is not free. It comes with a maze of obligations like costs, regulations, standards, compliances, and other scenarios like politics and structures. Innovations taking on any new methods, ideas or products like a new organizational model, method of service delivery, ways of relating to customers, and new approaches to marketing may create a higher functioning organization but may not fit well within these non-variable constraints. Introducing innovation into a traditionally hierarchal management structure, pyramid-shaped organizational chart with top down controls is only as effective as the leadership persuading its position.
Clarity surrounding a common purpose can transcend title, roles, and even priority motivating people to work on something important together. Collaborative teams who are employed under the same banner or work together in cohorts create the eco-system. It starts with people and their curiosity to uncover an understanding of the issue and discover the possibilities. The inspiration for innovation may come from multiple sources and maybe some which aren’t so obvious.
Innovation Centers open up to the discussion of matrix or flat organizations where the front line thinking has out weighted, the often-times, hidden controls. As the electronic health record system was introduced into hospitals, for which we were at the front line of its disruptive innovation, the opportunity for new ideas, tech and innovation, became more real than ever before inside these risk-adverse hallways. Innovations have a place at the table now. However, the question arises with 'how welcomed are they?' |
We have developed very effective methods that support these innovation centers and its innovations. To learn more, contact us at [email protected].
a few of our
Solutions for Innovations and its Environment
Counseling nascent entrepreneurs yielded 1,600 new companies. skills development training executed for over 10,000 entrepreneurs.
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StrategyTo address the challenges of building businesses and the notorious failure rate, supporting entrepreneurship with upskilling. Plus, to unravel logistics, funding, and other revenue driving issues for nascent entrepreneurs, managed and guided businesses at various stages (nascent, launch growth, maturity, and reinvigoration).
Tactics: Worked side-by-side with entrepreneurs from tech start-ups to Main Street. Directed and developed proposals to solicit traditional and private equity investment for entrepreneurial, innovative companies, Mom-Pop and scalable tech. To support or rebuild proper business management through development and execution of training programs in strategic entrepreneurial studies including positive cash flow management. Outcomes: Assisted 1,600 new businesses to launch over 4-years, resulting in $24 million in equity financing, loans/grants. Trained 10,000 entrepreneurs in 4 years. The program is now accredited as the Entrepreneurial Certificate Program held throughout Colleges and Universities in U.S.A. |
New venues and segmentation attracted attendees (over 10,000), exhibitors, (over 1,000) and accredited conference speakers.
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StrategyTo breath new life into long running global pharmaceutical events, directed the marketing and built out new venues and segmentation, attracting attendees (over 10,000), exhibitors, (over 1,000) and accredited conference speakers.
Tactics: Worked closely with professional bodies, trade associations and government departments to ensure that events were relevant to industry needs. Established new relationships and strengthen existing ones with global pharma companies and trade partners, grew brands, and created extraordinary networks globally for clients in the pharma, life sciences and biotech businesses. Outcome: Expanded venues into Philadelphia and San Diego, identified new business segmentation focused on Pharma R&D. Drove increased revenue engaging new exhibitors and attendees while supporting the launch of new trade publication from Reed Publishers named: "Pharma R&D" for Biotech and Lifesciences. |
For NYC ventures program, coordinating Digital, Tech, BioScience, BioTech, LifeScience start-ups.
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StrategyFor NYC ventures program, supported start-ups at incremental stages for vested interests.
Tactics: Identified prospects for engagement through NYC-based pedigree University Technical Transfer departments. Supported business acumen and training, pitch prep for Pfizer, Roche, etc. for products in Digital, Tech, BioSciences, BioTech, and LifeSciences. Advising these scientists and engineers, physicians and post-doc students with the 'how to's' to navigate the world of the life science and health tech business start up. Addressing the business skill needs and essential posturing for a selected venture capitalists community, commercialization opportunities through big pharma, or other innovation institutions, supported hundreds of entrepreneurs in the NYC eLab programs, from the programs inception through present day. It was affiliated with NYC EDA. Outcomes: Over 7 years, program supported 135 ventures commenced with 231 participants. |
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