{"id":2491,"date":"2017-05-18T08:55:59","date_gmt":"2017-05-18T15:55:59","guid":{"rendered":"https:\/\/www.microsoft.com\/industry\/blog\/uncategorized\/time-healthcare-innovate-innovates\/"},"modified":"2023-05-31T16:39:37","modified_gmt":"2023-05-31T23:39:37","slug":"time-healthcare-innovate-innovates","status":"publish","type":"post","link":"https:\/\/www.microsoft.com\/en-us\/industry\/blog\/healthcare\/2017\/05\/18\/time-healthcare-innovate-innovates\/","title":{"rendered":"It’s time for healthcare to innovate how it innovates"},"content":{"rendered":"
The conventional wisdom approach<\/a> The more I meet and interact with health systems and insurers across the US, the more I’m seeing the emergence of two approaches to innovation. One is conventional wisdom, the other is, well, much more innovative<\/em>. The conventional wisdom, knee-jerk strategy taken by most boards happens something like this. The board tells the executive team \u201cWe need to be more innovative. Let\u2019s fund the creation of a new innovation department staffed by innovation experts and pour large sums of money\u2013even 100s of millions\u2013into startup accelerators and incubators. Everyone else is doing it and, if we don\u2019t do it too, the market is going to view us as an old school dinosaur.\u201d<\/p>\n The upside to this approach is that it will make your company stand out. Even more important, your company will look cooler to your customers and employees. It may even attract millennials and top talent away from chic startups. And it\u2019ll give your employees bragging rights because your company is positioning itself, at least from a PR perspective, as a company that\u2019s ready to reinvent and digitally transform itself. Your company is telling the market that it\u2019s determined to adapt to any change the market is willing to throw your way.<\/p>\n But there\u2019s an important downside to this approach. Compared to the innovative approach, this one\u2019s low leverage, high cost, and slow. To me, that word combination spells \u201cu.n.s.u.s.t.a.i.n.a.b.l.e.\u201d. Ironically, creating an innovation department and funding accelerators is the most un-innovative approach to innovation.<\/p>\n To be clear, these two models aren\u2019t mutually exclusive. They can and, in some cases, should co-exist.<\/p>\n Don\u2019t misunderstand me here \u2014 innovation departments play an important role in cultivating start-ups and creating safe and risk-tolerant design and test spaces\u2013away from the pressured, protocol-driven care settings.<\/p>\n But innovation departments and incubators are also expensive, low in leverage, and the time to value and diffusion tends to be long. Unfortunately, most of the organizations I meet with that have invested 10s of millions in innovation departments and incubators have snubbed the innovative approach. By now you\u2019re probably saying to yourself, \u201cWho\u2019s taking this innovative approach to innovation that\u2019s high leverage, low cost, and fast?\u201d<\/p>\n An outlier like Orlando-based Adventist Health System. Instead of investing 100s of millions in accelerators and setting up internal innovation consultancies, they\u2019ve crowdsourced innovation to every one of their 60,000 employees across the 45 hospital campuses over 10 states. They\u2019ve crowdsourced innovation by equipping their frontline teams with the process redesign tools of Office 365 and challenged them to digitally transform their clinical and non-clinical processes in a way that saves time, reduces waste, inefficiencies, and errors, and maximizes team performance.<\/p>\n Leading health system innovators like Adventist share three things in common that give them an advantage over their competitors by expanding their capacity to innovate fast and frugally across the organization. First, they equip both clinical and non-clinical teams with the process redesign tools in Office 365<\/a>\u2013like Skype for Business, OneDrive, OneNote, SharePoint, Power BI, and Yammer\u2013to innovate. Second, they challenge them to use those process redesign tools to reinvent both clinical and non-clinical processes. And third, these health systems look beyond their core systems and EHRs to digitally transform their processes both within and beyond their four walls. And because they\u2019ve deputized their frontline teams to innovate, these teams can prove the impact and almost instantly implement those innovations within their live work environments, bypassing the lab where most innovations languish and eventually die.<\/p>\n
\nThe innovative, radical and sustainable approach to innovation<\/a>
\nLearn how Adventist Health System democratized innovation <\/a><\/p>\n
\n<\/a><\/p>\nThe conventional wisdom approach<\/h2>\n
\n<\/a><\/p>\nThe innovative, radical and sustainable approach to innovation<\/h2>\n