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D O B L I N I N N O VAT I O N S Y S T E M
Session #1
INNOVATION IN HEALTH CARE
Health Innovation Council of Canada
Innovation hubs
Innovation strategy
Technology/infrastructure innovation
Leadership from individual Patient/client/population oriented
Provider providers and coalitions,
cross-sectoral shift
innovation
Non-academic centres of excellence
in innovation
Todays Agenda
Introduction to Innovation
Aligning on a common definition and reviewing a set of useful frameworks
SESSION #1
Problem Framing
Getting clear about the issues we are trying to address
Orthodoxies
Identifying the commonly held beliefs in healthcare that we may disrupt
Pain Points
SESSION #2
Identifying a list of key pain points for patients through an end user-focused lens
Ten Types of Innovation
Exploring the use of the Ten Types as a way to generate new innovations
Wrap-Up
Summarizing the key points from todays discussions
1. 2. 3. 4.
Be explicit about Dont be fooled Drive innovation Look beyond
innovation by the mythical from deep and program
ambition, then importance of unconventional innovation to
organize and creativity; focus insights about transform other
execute on discipline users throughout elements of your
accordingly. instead. the value chain. business system.
TRANSFORMATIONAL INNOVATION
Sophisticated innovations that transform how
government operates, address new emergent
TRANSFORMATIONAL needs, and radically evolve public perceptions
EXAMPLE: leveraging technology and data
analytics to predict and tailoring health and
wellness offerings according to client needs
ADJACENT INNOVATION
WHAT
NEEDS WE
ADJACENT Tailoring or extending existing programs and
assets to serve users growing and/or evolving
SERVE needs
EXAMPLE: an integrated mobile offering that
offers personalized and on-demand access to
health information and risk scoring
CORE INNOVATION
CORE Making incremental changes to the features or
functionality of a program in order to reduce
costs and/or improve user experience
EXAMPLE: offering an online scheduling and
appointment booking features to
coordinate care
WHAT WE DO
ORGANIZATION
Organizational units to house the
competencyteams, divisions,
leadershipand interfaces that
connect it to the broader
enterprise and the world
RESOURCES & COMPETENCIES
The individuals who perform the work of
innovation, the skills, tools, and training
they need to do it capably, as well as the
funding and time to fuel it
APPROACH
Clear definitions and
approaches for the work
Opportunity Concept Prototype Demonstration Launch
to be done in generating
Site
innovationsphases,
activities, deliverables,
and decision rights
METRICS & INCENTIVES
Stu Helena
Example patient #1 Example patient #2
Stus story
Goals
Stu recognizes the need to modify his behaviours but finds it difficult to change his diet
and increase physical activity. He wants to continue to live as normal a life as possible.
Challenge #1
How might we help citizens like Stu to easily select and access the care that is best
for them?
Helenas story
Goals
Helena is increasingly limited in the activities she can perform independently and has
recognized that her condition is getting worse. Helena is eager to get more active, reconnect
with her friends, and resume some of her favorite activities in the neighbourhood.
Challenge #2
How might we provide alternative services for citizens like Helena to address their
concerns and reduce their need to visit hospitals emergency rooms?
Whats Desirable?
Client needs
Whats Whats Ascending trends
Viable? Desirable? in healthcare
Leading insights from other
Whats
jurisdictions
Whats Viable?
Economic impact Next?
Business
model implications
Strategic fit
Whats Feasible?
Whats Existing initiatives
Feasible? Critical capabilities
and assets
Partnerships
Relevant emerging
technologies
Framing Mad-lib
ORGANIZATION FRAMING:
How might we [organizational goal]?
USER FRAMING:
How might we help [user] to [user need]?
User framing clarifies who our target users are, and which of their
needs we hope to address
Framing Challenge #1
ORGANIZATION FRAMING:
How might we reduce healthcare costs and
improve patient satisfaction by offering
greater flexibility and choice?
USER FRAMING:
How might we help citizens like Stu to
easily select and access the care that is
best for them?
Framing Challenge #2
ORGANIZATION FRAMING:
How might we reduce demand for hospitals
emergency rooms while maintaining the
same level of care for citizens?
USER FRAMING:
How might we provide alternative services
for citizens like Helena to address their
concerns and reduce their need to visit
hospitals emergency rooms?
NHLC | JUNE 2015 20
GROUP EXERCISE
Exercise Time!
ORGANIZATION FRAMING:
How might we [organizational goal]?
USER FRAMING:
How might we help [user] to [user need]?
Challenge #1:
How might we help citizens like Stu to
easily select and access the care that is
best for them?
Challenge #2:
How might we provide alternative services for
citizens like Helena to address their concerns
and reduce their need to visit hospitals
emergency
N H L C | J U N E 2 0 1 5 rooms? 21
Stakeholder Orthodoxies
ORTHODOXIES
Flipping Orthodoxies
"Essentially this has been a business that's been around for over a hundred
years and it really hasn't changed much so any time someone's doing
something differently, its probably going to create some friction.
Orthodoxies shape our views of strategy and create blind spots that can
make it impossible to see innovation possibilities; challenging them
allows us to imagine how the system can be configured differently
An orthodoxy is
The rules, beliefs, and behaviours we accept or agree to
Ingrained ways of thinking and acting from habit or from previous
successes
Commonly held across organizations and industries
An orthodoxy is not
Incontestable facts or laws of nature
What we all agree is wrong with the organization
Narrowly shared opinions or feelings
Exercise Time!
Introduction to Innovation
Aligning on a common definition and reviewing a set of useful frameworks
SESSION #1
Problem Framing
Getting clear about the issues we are trying to address
Orthodoxies
Identifying the commonly held beliefs in healthcare which we may disrupt
Pain Points
SESSION #2
Identifying a list of key pain points for patients through an end user-focused lens
Ten Types of Innovation
Exploring the use of the Ten Types as a way to generate new innovations
Wrap-Up
Summarizing the key points from todays discussions
Introduction to Innovation
Aligning on a common definition and reviewing a set of useful frameworks
SESSION #1
Problem Framing
Getting clear about the issues we are trying to address
Orthodoxies
Identifying the commonly held beliefs in healthcare which we may disrupt
Pain Points
SESSION #2
Identifying a list of key pain points for patients through an end user-focused lens
Ten Types of Innovation
Exploring the use of the Ten Types as a way to generate new innovations
Wrap-Up
Summarizing the key points from todays discussions
Framing Challenge #1
ORGANIZATION FRAMING:
How might we reduce healthcare costs and
improve patient satisfaction by offering
greater flexibility and choice?
USER FRAMING:
How might we help citizens like Stu to
easily select and access the care that is
best for them?
Framing Challenge #2
ORGANIZATION FRAMING:
How might we reduce demand for hospitals
emergency rooms while maintaining the
same level of care for citizens?
USER FRAMING:
How might we provide alternative services
for citizens like Helena to address their
concerns and reduce their need to visit
hospitals emergency rooms?
NHLC | JUNE 2015 31
Stakeholder Pain Points
USER-CENTRIC PROCESS
ANALYZE CREATE
Bring together and Generate concepts,
examine insights define concept
and generate their Explore elements, and
related implications Concepts articulate customer
Identify and consumer value
Insights propositions
START HERE
Make Plans
Framing
Design research methods can help us uncover latent needs and fresh
insights about users
Tired of the constant need to monitor and manage aspects of every day life
(i.e., diet)
Tired of reporting to his physicians his health statusisnt there and easier way
to report blood sugar and BP trends
Frustrated for not making progress against the health goals set by doctor
I eat and I exercise, but I cant seem to lose the 15 kg my doctor says to and
my BP and BS are still out of control
Frustrated by multiple sources of (conflicting) information and wishes there were fewer individuals involved or
at least a few key that knew the important information
Frustrated with his inability to receive timely and relevant help when he needs it and wishes the assistance
was available earlier without the need for doctor visits
Remembering to order medications and diabetic supplies before they run out
Tired of repeatedly sharing his story with multiple services providers who try to help him with his various
health issues
Fearful that if something happens and she cannot contact help she will be
trapped in her home alone and hurt
Wishes she could understand what causes her exacerbations so she that
could prevent them
Caught in a vicious circle difficulty walking and getting around, but needs to be more active
Frustrated with the lack of access to respiratory rehabilitation expertise to better manage and maintain
her health
Confused about how best to manage her condition and multiple medications
She is tired of the frequent trips, long waits and lack of privacy in visiting her local Emergency Department
and having to repeat her medical history to a new physician/provider each time
Exercise Time!
Distinguishing elements of
your core program
As you increase your level of ambition, you need to layer in more and
more types of innovation
5 types:
Exercise Time!
Considerations
1. 2. 3. 4.
Be explicit about Dont be fooled Drive innovation Look beyond
innovation by the mythical from deep and program
ambition, then importance of unconventional innovation to
organize and creativity; focus insights about transform other
execute on discipline users throughout elements of your
accordingly. instead. the value chain. business system.
Blaine Woodcock
bwoodcock@deloitte.ca
416.662.1781