2012 Innovation Workshop - Seeing What is Next in Healthcare
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The document outlines various components essential for innovation in healthcare, emphasizing the importance of leadership, culture, and organizational structure. It discusses the ten types of innovators and their roles, including the anthropologist, experimenter, and storyteller, highlighting their unique approaches to fostering creativity. Additionally, the document addresses innovation processes, tools, and the significance of setting measurable goals to drive effective change within organizations.
2012 Innovation Workshop - Seeing What is Next in Healthcare
- 1. Innovation Workshop 2012 Healthcare Unbound San Francisco How Innovation Leads to Seeing 'What is Next' in Healthcare
- 4. Virginia Gurley, MD, MPH Physician Innovator AuraViva
- 5. Dexter Shurney, MD, MBA, MPH Physician Innovator LifeStyle Competencies
- 7. LeAnna J. Carey, MBA Innovation Excellence Workshop Facilitator Welcome!
- 9. BluePrint 4 independent and mutually reinforcing components that need to come together Leadership and Organization People and Skills Processes and Tools Culture and Values Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (p. 230). Perseus Books Group. Kindle Edition
- 10. Agenda OverView
- 11. What Type Of Innovator Are You?
- 12. The 10 Faces of Innovation IDEO’s Strategies for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization By Jonathan Littman & Thomas Kelley Source: Littman, Jonathan; Kelley, Thomas (2006-02-14). The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization (p. 17). Random House, Inc.
- 13. The Anthropologist - in folder! Practice the Zen principle of “beginners mind” Willing to set aside what they know Observe with an open mind Embrace human behavior with an open mind They don’t judge, they observe Draw inferences by listening to their intuition See what has always been there but gone unnoticed Keep “bug lists” or “idea wallets” Look for insights where least expected
- 14. The Experimenter Passionate for hard work, curious mind Have an openness to serendipity, different ideas, approaches Strive for inspiration but never from perspiration Make sure everything’s faster, less expensive, more fun Embrace little failures at early stages to avoid big mistakes Work with teams of all shapes and sizes that might have insights to make prototype better Push ideas quickly concept ->words->sketch->model->new offering Recognize the value of introducing multiple prototypes Challenges key assumptions
- 15. Cross Pollinator Create something new and better through the unexpected juxtaposition of seemingly unrelated ideas or concepts. Discover a clever solution in one context or industry, then translating it successfully to another Translates arcane technical jargon from the research lab into vivid insights everyone can understand Ranges far and wide for business and pleasure; shares beyond what has been seen –> what has been learned Voracious reader devouring books, magazines, and online sources Sport multiple interests that lend experience necessary to take an idea from one business challenge and apply it in a fresh context Restless curiosity and unusual backgrounds that expand ability to tackle challenges
- 16. The Hurdler Get a charge out of trying to do something never been done before Tireless problem-solver who overcomes obstacles naturally, savvy risk- takers Breaking rules comes naturally, know how to work outside the system Maintain a quiet, positive determination—especially in adversity Hurdler’s drive plays a major part in significant new innovations Turn an organization’s greatest challenge into its greatest success Sees beyond initial failures and turns lemons into lemonade Hurdlers hardly let obstacles slow them down, much less stop them Extraordinary resilience, doesn’t take no for an answer Essence is perseverance and can be stubborn Listens to experts but doesn’t let them have the final word
- 17. The Collaborator Stirs up the pot and performs subtle form of corporate jujitsu Bring people together to get things done Proactive cross-trainers, willing and able to leap organizational boundaries to coax out of silos to multidisciplinary efforts Lead from the middle, using diplomatic skills to hold the group together when it threatens to splinter or disband Spirit of cooperation company before implementation even begins Willing to set own work aside temporarily to make tight deadlines Jumps in when and where they are needed Best defense against internal skeptics Turns the strength of any initial opposition into a positive force Excel in the handoffs between departments and team members
- 18. The Director Maps out production, crafts the scenes Builds the chemistry, getting it done Gives center stage to others Loves finding new projects and mbrace the unexpected Steps up and lead when the need arises View team chemistry as an intrinsic part of project success Rise to tough challenges and shoots for the moon Work to make their dreams a reality Wield a large toolbox and solves problems in real time Improvise with whatever techniques, strategies, and resources are at their disposal
- 19. The Experiment Architect Stage for positive encounters with your organization through products, services, digital interactions, spaces, or events Design not only for customers but also for employees Experiences stand out from the crowd Engage your senses and fend off the ordinary Use patience to see what others have overlooked Use initiative and drive to come up with new experiences Aware that the task of designing experiences is constantly evolving, influenced not only by the spread of new technology also by shifting human needs
- 20. The Set Designer The “X factor” in a company, the intangible element that helps turn around an organization Makes a difference in the workplace They create collaborative spaces for “neighborhood” teams Gauge how space behaves and make subtle adjustments to keep it responsive to shifting needs Balance private and collaborative space, giving people room to collaborate but also providing the sanctuary of privacy for intensely individual work Create project spaces, making room for projects to live and breathe for weeks or months They can help people move and migrate, forming new groups and potent combinations
- 21. The Storyteller Add enduring value and a part of the fabric of humanity Capture imagination with compelling narratives of initiative, hard work innovation Celebrate success and honor stirring recoveries Brings a team together Becomes part of the lore of the organization over many years Weaves myths, distilling events to heighten reality and draw out lessons Works in whatever medium best fits their skills and their message: video, narrative, animation, even comic strips Inspires others to spread the word Make heroes out of real people
- 22. The Caregiver Foundation of human-powered innovation, empathetic Exude competence and presence is very reassuring Well-reasoned answers to questions and help smooth away some of your worries Work to extend relationships; show rather than teach, guide choices Take extra pains to understand each individual customer Know that many services can be made simpler and a lot more human understand that service innovations come in all shapes and sizes Know how to curate - prune offerings to offer best
- 24. Always The First Question WHY
- 25. Global Innovation Index Global Innovation Index by The Boston Consulting Group is a global index measuring
- 26. What is Innovation… The introduction of something new; a new idea, method, or device (Merriam-Webster, 2009). Anything that creates new resources, processes, or values or improves a company’s existing resources, processes, or values (Christensen, Anthony, & Ross, 2004). The power to define the industry; the effort to create purposeful focused change in an enterprise’s economic or social potential (Drucker, 1985).
- 27. What is Innovation… Purposeful Discipline “Innovation is the specific instrument of entrepreneurship.” Drucker, Peter F. (2009-03-17). Innovation and Entrepreneurship (Kindle Location 529). Harper Collins, Inc.. Kindle Edition.
- 28. Disruptive & Incremental Products based on disruptive technologies are typically cheaper, simpler, smaller, and, frequently, more convenient to use Coined by Clayton Christensen, describes a process by which a product or service takes root initially in simple applications at the bottom of a market and then relentlessly moves ‘up market’, eventually displacing established competitors Source: Christensen, Clayton M. (1997-04-30). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail . Perseus Books Group. Kindle Edition.
- 29. Disruptive & Incremental A series of small improvements to an existing product or product line that usually helps maintain or improve its competitive position over time. Incremental innovation is regularly used within the high technology business by companies that need to continue to improve their products to include new features increasingly desired by consumers. Source: The Business Dictionary
- 30. …Don’t forget the Market Source: Hutch Carpenter I'm Not Actually a Geek Observations on technology and business from someone who should know better
- 31. Types of Innovation – in folder! Technology Product Service Operational Cost Experience Management Experience Business Model Industry innovations Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (p. 98). Perseus Books Group. Kindle Edition.
- 32. Not A Leadership Trait…
- 33. Leadership & Infrastructure Nothing says leader like…
- 34. Both Leadership & Infrastructure
- 35. Leadership… What makes these guys different? Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (p. 45). Perseus Books Group. Kindle Edition.
- 37. What Steve Jobs Knew
- 38. Leadership… “Innovators possess leadership qualities. They go against the traditional. They think beyond the immediate needs of the organization. They have an end target in view but take the detours when necessary. They exploit the available resources.” Gerard H. Gaynor. Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge (p. 65). Kindle Edition.
- 39. Infrastructure Have an explicit, measurable innovation goal as part of their annual performance. Hold managers accountable for helping employees find time during their normal work hours for innovation. Create an organizational infrastructure that spreads innovation responsibility through every level and every department. Make innovation training a priority. Create the programs to teach everyone the skills and tools of innovation Recruit the veterans from these programs as teachers and mentors for new innovators. Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (pp. 43-44). Perseus Books Group. Kindle Edition
- 40. Real Stuff: Healthcare Leader Aetna CEO reinventing core business Bertolini has stated that increasingly “Aetna views itself as a healthIT company with an insurance component. Not exactly what you expect to hear from one of the largest health insurance corporations”
- 41. Culture & Values “Life’s like a movie, write your own ending…Keep believing, keep pretending; we’ve done just what we’ve set out to do, thanks to the lovers, the dreamers, and you!” Source: Muppets
- 42. Real Stuff: Culture & Values Clients first Input, not consensus Adoptive and adaptive Pushback is essential
- 43. Alan No bullshit – no politics – Nuf said. Beg for forgiveness, don’t beg for permission Convention is great to a point Keep it simple Integrity, honesty, accountability and candor always
- 44. Leadership & Infrastructure ? Does your leadership team have a commitment to and investment in innovation? How is it expressed? Is there a vision or a roadmap? Where are the greatest opportunities for growth or biggest pain points that innovation could address? What kind or organizational infrastructure supports your innovation agenda? (For example, leadership and team goals, software systems, financial targets, pipelines, performance management etc.)
- 45. Culture & Value ? Why does your company exist? Does your company have an articulated set of core values? Are those values rigid or do they shift over time? Is your culture reflective of, and true to, the values? Does your company’s values match your individual values? Do you (or anyone) have the ability to impact your company’s culture? What do your company’s articulated values say about creativity, learning, experimentation and growth? How does your company’s culture embrace creativity, learning, experimentation and growth? How do you personally set the tone and expectations for acting in alignment with your company’s values? How do you deal with challenge to the values or culture in your company? – is it something welcomed or something feared?
- 46. Part Deux Process & Tools People & Skills Group Breakout BluePrint!
- 47. Innovation Target What could we create that is truly new? What could we look at in a new way? What could we connect in a new way? What could we change? What could we move into a new context? The Six Essential Innovation Questions Source: Bill O’Connor, Autodesk
- 48. Process & Tools Recognition of the opportunity Idea formulation Problem solving Prototype solution Commercial development Technology utilization and/or diffusion Gerard H. Gaynor. Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge (p. 76). Kindle Edition.
- 49. Tools for Thinking and Working The Innovation Pipeline Frameworks Collaboration, Crowdsourcing, Co-Creation Visualization Games and Immersions Prototypes for Learning Tribes
- 50. Real Stuff: Symplur How To Use The Hashtag Project Thomas M. Lee @tmlfox Audun Utengen @audvin
- 51. Words of Advice from Rowan Focus on “aiming points” such as a portfolio of specific growth platforms (innovation themes, important challenges) or customer problems. Build an innovation architecture to help all employees understand “what we want to become.” Use this architecture as a guide for choosing innovation opportunities that will bring you closer to this view of your future. Use the architecture as the foundation for ideation—to generate additional opportunities and to set boundaries for your ideation process. Don’t adopt an innovation architecture that is so vague that everything can be included in it. Make sure it provides clear guidance on what you won’t do. Challenge and refresh your architecture periodically. Make sure it reflects any fundamental marketplace shifts that you hadn’t anticipated when the architecture was developed. The power of the architecture is in the deep tacit understanding of it by those who created it. Don’t assume that competitors can act on your architecture if they see it. Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (p. 157). Perseus Books Group. Kindle Edition.
- 52. Key Skill Sets Watching people in different circumstances who are trying to do a job and gaining insight about what job they really want to get done. Observing people, processes, companies, or technologies and seeing a solution that can be applied (perhaps with some modification) in a different context. Christensen, Clayton M.; Jeff Dyer; Hal Gregersen (2011-07-12). The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators (p. 97). Perseus Books Group. Kindle Edition.
- 53. People & Skills Who Asks the Most Provocative Questions? Source: Why Ask Why? February 3 2012 by Hal Gregersen, Jeff Dyer and Clayton Christensen
- 54. What’s Your Number?Source: Developing Your Innovator's DNA Three steps to optimizing your skills at innovation by Hal Gregersen, Jeff Dyer Dec 30, 2011 1. Frequently, my ideas or perspectives diverge radically from others’ perspectives. 2. I regularly ask questions that challenge the status quo. 3. New ideas often come to me when I am directly observing how people interact with products and services. 4. I often find solutions to problems by drawing on solutions or ideas developed in other industries, fields, or disciplines. 5. I frequently experiment to create new ways of doing things. 6. I regularly talk with a diverse set of people (e.g., from different business functions, organizations, industries, geographies, etc.) to find and refine new ideas. 7. I attend conferences (on my areas of expertise as well as unrelated areas) to meet new people and understand what issues are facing them. 8. I actively seek to identify emerging trends by reading books, articles, magazines, blogs, and so on. 9. I frequently ask “what if” questions that provoke exploration of new possibilities and frontiers. 10. I regularly observe the activities of customers, suppliers, or other organizations to get new ideas.
- 55. Total your numbers from these ten Total your numbers from these ten items to assess your discovery skills: ___45 or above: Very high ___40 – 44: High ___35 – 39: Moderate ___29 – 34: Moderate to low ___28 or below: Low
Editor's Notes
- #50: Want to share best practicing