developing an internal innovation competency and culture · 2019-02-12 · 1 developing an internal...

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Developing an Internal Innovation Competency and Culture

Session 282, February 14, 2019

Michael Schmidt, Managing Director, Strategic Innovations, Orlando Health

Callie Patel, Director, Innovation Consulting, Healthbox

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Michael Schmidt Managing Director, Strategic Innovations, Orlando

Health and Callie Patel, Director, Innovation Consulting, Healthbox

have no real or apparent conflicts of interest to report.

Conflict of Interest

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• Background

• Innovation Archetypes, a Framework

• Key Factors in Developing an Innovation Competency & Culture

• Questions

Agenda

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• Discover the central questions to establish your organization's Innovation Intent

• Identify key elements of an impactful innovation program

• Describe how to harness a culture of entrepreneurship to drive strategic imperatives

Learning Objectives

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Healthcare Innovation Market Trends

JUMP IN DIGITAL HEALTH

FUNDING FROM 2017 TO 2018

$2.4B

HEALTH-ORIENTED APPLICATIONS

AVAILABLE TO CONSUMERS

325K+HEALTH SYSTEMS WITH

INNOVATION PROGRAMS

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https://rockhealth.com/reports/2018-year-end-funding-report-is-digital-health-in-a-bubble/

https://www.beckershospitalreview.com/lists/66-hospitals-and-health-systems-with-innovation-programs-2018.html

https://research2guidance.com/product/mhealth-economics-2017-current-status-and-future-trends-in-mobile-health/

https://rockhealth.com/reports/2018-year-end-funding-report-is-digital-health-in-a-bubble/

https://www.beckershospitalreview.com/lists/66-hospitals-and-health-systems-with-innovation-programs-2018.html

https://research2guidance.com/product/mhealth-economics-2017-current-status-and-future-trends-in-mobile-health/

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Innovation, Defined.

A new method, idea, product, etc.

The application of better solutions that meet new

requirements, unarticulated needs, or existing market

needs.

Something new or a change made to an existing

product, idea, or field.

The process of translating an idea or invention into a

good or service that creates value or for which

customers will pay.

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How Does Healthbox Define Innovation?

Invention Adopted.

(our favorite definition)

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Internal Innovat ion

Exte

rnal In

no

vati

on

Innovat ion Consumer

Innovat ionProducer

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Producers vs. Consumers of Innovation

Innovation Producers

Develop internal

programs to address

pain points

Employees as an innovation asset,

skilled at:

• Diagnosing organizational

problems

• Understanding nuance around

implementation/change

management

Income ROI or Human Capital ROI

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Producers vs. Consumers of Innovation

Strategically solving internal

organizational problems, externally,

by:

• Searching for solutions on the

market

• Narrowing the scope and

identifying best organizational fitsInnovation Consumers

Embrace the power of

disruptive thinking from

the outside

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Exte

rnal In

no

vati

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Innovat ion Consumer Producer/ ConsumerHybrid

ConsensusAdopter

Innovat ionProducer

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Developing an Innovation Competency…

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Key Factors in Developing an Innovation Competency & Culture

Clearly Define an Innovation Intent

Establish and Track Metrics

Cast a Wide Net to Educate and Inspire

Balance the Strategy

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Establishing Innovation Intent





Develop Tactics

Tie it Back to Broader Strategy

Uncover Problem Areas

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Develop Tactics



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Pain Points Surfaced at OH





Talent Leaving the Organization

Intellectual Property Not Captured by the

Organization – “wild, wild west”

Patient Experience Not at the Level Desired

Competitors Introducing Innovation Initiatives

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Orlando Health Innovation Intent

Primary Priority: Improve the Culture and Commitments to Stakeholders

Secondary Priority: Realize Economic Value





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Develop Tactics



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OH Strategic Imperatives

ENHANCEEASE OF USE

EARN PHYSICIANLOYALTY

BECOME A BEST PLACE TO WORK

EMBRACE QUALITY & SAFETY

DRIVE GROWTH& INNOVATION

STRENGTHENECONOMICS

The Orlando Health Innovation Strategy is designed to

facilitate innovation across all Strategic Imperatives





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Develop Tactics



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Considerations Often Overlooked

• What are the goals of the program? How will those goals be communicated?

• How will incentives be aligned to achieve those goals?

• What employee policies exist and what changes need to be made to account

for Intellectual Property ownership?

• Who from the organization will be involved?

• Will you involve partners in the community and/or industry?

• How will you source those relationships?

Resourcing & Operations

Communicating & Defining

Determining Involvement





• How will the program(s) be resourced? Will it be the same for program

operations, idea evaluation, portfolio management, etc.?

• Where will innovation sit within the broader organization? Strategy? IT?

Performance Excellence?

• How will projects be financed? developed? deployed?

• How will intrapreneurs allocate time between innovation and their “day jobs”?

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Tactics to Ensure Innovation Flourishes across Orlando Health





Investing in new growth initiatives in the

market.2 Ventures

Championing internal innovation and

commercialization for ideas developed by

Orlando Health innovators.1 Foundry

Expanding partnership & affiliations that

maximize scope, skills and investments.3 Partnerships

Ensuring that medical education emphasizes

leading-edge science, novel treatments and

appropriate use of technology.4 Grants

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Orlando Health Approach

ApplicationPortal

Idea Sourcing

Foundry Program

Internal Refinement, Scale &

Commercialization

Suggestions for

Other Resources /

Path Forward

Research, BD, Quality &

Safety, Continuous

Improvement, Grants

Program

External Strategy

Ventures: Seek

investment/purchase

opportunity to meet need

Partnerships: Seek partner

to co-develop the right

solution

OH Fit + Commercial Potential

Problem only

Problem &

Solution

Identified

Other Ideas





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Foundry Program Goals

Team members and physicians with

a “place to go” with their ideas

PROVIDE

Team members and physicians with

dedicated resources and support

SUPPLY

And advance innovations with

highest commercial potential

REFINE

An entrepreneurial culture across

Orlando Health

NURTURE





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4-Phase, Annual Program

Align

Organize

Uncover Inspire Assess Accelerate

Build

Test

Scale

SYSTEM WIDE MARKETING

CAMPAIGN & INNOVATION

WORKSHOPS

IDEA

COLLECTION &

EVALUATION

FOUNDRY

PROGRAM

PORTFOLIO

MANAGEMENT





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Input / Output Metrics





Innovation Program Metrics

INPUT METRICS OUTPUT METRICS

• # of ideas shared/evaluated

• # of employees engaged

• Diversity of employees

engaged

• # of pilots

• # of implementations

• # of filed patents

• Time from problem identification to

development

• Time from development to go live

• % of leadership dedicated to

innovation mentorship

• % of employees trained to be

“innovators"

ORGANIZATIONAL YIELD

• Cost reduction/avoidance (i.e., reduced

readmissions, LOS, safety incidents)

• Improved patient satisfaction and retention

• Increased market share of relevant patients

• Improved employee engagement and retention

• % of potential users enrolled on or using solution

COMMERCIAL YIELD

• # of companies formed, # of companies sold

• # of customers / partnerships

• Revenue from new products or services

• Royalty or licensing revenue from intellectual

property

Metrics should be tracked at the idea-, portfolio-,

and the program-level

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Workshops by the Numbers

• >200 participants across 12 workshops

• Over 65 ideas shared

• Sample attendees: Physicians, RNs, NPs, RTs, Pharmacists,

Nutrition, PI, Quality, Guest Services, Finance, Data

Management, IT, Branding, etc.

• Net promoter score:

• 84 (2017)

• 93 (2018)





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Idea Evaluation Philosophy

Strategic

Alignment

Innovative Idea Team ExperienceMarket Size &

Competition

Business &

Revenue Model

ENHANCE EASE OF USE

EM BRACE QUALITY AND SAFETY

DRIVE GROW TH AND

INNOVATION

EARN PHYSICIAN LOYALTY

BECO M E THE BEST PLACE TO W ORK

STRENGTHEN ECO NOM ICS

Internal Impact

1st

2nd

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Applications by the Numbers





63Submitted

22Advanced

4Selected

2018 2019

34Submitted

17Advanced

4Selected

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Applications by Category & Stage

Become theBest Place to

Work

Drive Growthand Innovation

Earn PhysicianLoyalty

Embrace Qualityand Safety

Enhance Easeof Use

StrengthenEconomics

Advanced

NotAdvanced





A prototype of thesolution is beingused at Orlando

Health

I have developeda prototype on my

own

I have doneresearch on the

idea

Idea only

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Participant Feedback

NPS - “How likely are you to recommend the

Foundry to a colleague?”

92.4

12.4

Average Std Dev

Scale of

1 to 100

“I was honored to participate as

a collaborator. It was an

amazing process and incredibly

insightful. I learned a lot and

would recommend it to any OH

team member who has an idea

that has the potential to impact

care delivery!”

N = 72 (22 paper, 50 digital)





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Participant Feedback

“The Foundry Innovation Showcase provided

me with a deeper understanding of the

innovation taking place at Orlando Health.”

4.66

0.66

Average Std Dev

Scale of

1 to 5

• “Overall I think this program was

well thought out and I look

forward to seeing it grow and

stoke the spark of innovation at

Orlando Health. Thank you all for

bringing this idea to fruition!”

• “I think it's outstanding and

forward thinking of Orlando

Health to be supporting and

nurturing these business ideas.

The potential is tremendous with

the Foundry and I'm glad to see it

being implemented in our

organization.”

N = 72 (22 paper, 50 digital)





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Educate and Inspire

EFFECTIVE COMMUNICATION OF PROGRAM INTENT AND VALUE





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The Foundry Experience as Told by Innovators…

https://youtu.be/rO8GVbSSPLs





https://youtu.be/rO8GVbSSPLs

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Lessons Learned

Opportunities

• Clearly communicate the process and the journey of a Foundry Innovator

• Set expectations for legal and intellectual property policies early and often

• Identify ways to better close feedback loop for all applicants and expand innovation culture

Strengths

• Senior leadership buy-in

• Team members and physicians have been receptive, are sharing ideas and excited

Potential Challenges to Keep Top of Mind

• Future ideas will require IT resources, who have limited bandwidth due to upcoming EHR

implementation; secure buy-in for external support when needed

• Ideas and inspiration may fizzle without dedicated project management support, which will

become increasingly challenging as the portfolio grows





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Exte

rnal In

no

vati

on

Innovat ion Consumer Producer/ ConsumerHybrid

ConsensusAdopter

Innovat ionProducer

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Four Take-Aways to Develop an Innovation Competency & Culture





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Thank You! Please be sure to complete the online session

evaluation.

Questions

MICHAEL [email protected]

CALLIE [email protected]

developing an internal innovation competency and culture · 2019-02-12 · 1 developing an internal...

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