CLIMATE CHANGE IN HELTHCARE : Driving Innovation through the www.linkedin.com/pulse/climate-change-healthcare-lucien- hacking engelen GIB DE MEDEIROS, PH.D. Digital Hospital Transformation Forum at HIC 2017 Brisbane, Australia HACKING HEALTH – LEAD BRASIL process August 7, 2017 TECHTOOLS - CEO INSPER – PROFESSOR TECHNOLOGICAL INNOVATION Imaage credit: Philips
Three Models for Innovation Corporate Simi-Open Open Innovation Innovation Innovation • Designed for disruptive • • Balance between external and New products are mostly HackLand innovation internal resources incremental innovation of current • Maximum leverage of external • Cooperation and coopetition products resources to generate innovation • Capacity to leverage resources of • Semi-independence of corporate • multiple origins Collaboration and cooperation in structures and culture • Corporate resources collaborate network structures • Capacity to tackle projects of with external network • Interdisciplinary and multiple significance (time- and financial • Use of partnerships to bring competences from non-obvious wise) products to market sources • • Abundance of Human Resources Capacity to reinvent corporation • Extensive use of partnerships to and potential leadership and test new business models bring products to market
Types of Innovation The Innovator’s Value Delivery Platform dilemma (Clayton Christensen) : how successful, Reinforced Eliminated of Altered outstanding companies can do Kept Incremental Innovation Architectural everything “right” (‘faster , better, cheaper ’’) Innovation and yet still lose Product / Solution their market leadership – or even Functionalities fail – as new, Modified Modular Innovation Radical or Disruptive unexpected (same activities using a different Innovation (‘everything is competitors rise and delivery medium, different tools, take over the market new … surprise me effect’’) different UI, etc.) (ex. Encyclopedia Britannica vs. Encarta vs Wikipedia) Corollary : ‘’best way for upstarts to attack established competitions is to disrupt them’’. HackLand
Disruptive Innovation iPod – An example of disruptive innovation • The iPod entered the market for the first time in 2001. At • Typical trajectory of disruptive innovations that time, the iPod had a performance that was inferior to requirements of the market where it competed High • It was when the iTunes store was introduced that the Range of incremental iPod kick-start its success career, as it got repositioned to Performance performance improvement compete in a different market ( music , instead of the expected by consumers computing gadget), with a different business model altogether Expected trajectory • Its size, charm and elegance made sales sky rocket. Other Current level of factors that influenced its success were an excelled innovation portability and the landmark easy-to-use interface of Low Now Apple computing devices. Put altogether, where attributes Time transformed the the iPod in the king of a category it created for itself: the personal jukebox.
The Innovators Dilemma in Healthcare Extreme conservatism protects old ‘ ’players ’’ and Auto-cannibalization as part of the survival established procedures in today’s healthcare strategy Tsunami effect : ‘’when Dr. McCoy's Tricorder becomes The greatest challenge for most established businesses is reality, it will be too late to keep on practicing medicine to understand that conscious ‘’auto cannibalization’’ of the traditional way…’’. its ‘’ cash cow ’’ products and services by new disruptive ones, at lower contribution margins in the short term, is indispensable if the organization wishes to prevail or say the least even survive in today’s competitive landscape
Examples of Innovation Models Corporate Open Simi-Open Innovation Innovation Innovation
Corporate Ventures Corporate Innovation = implementation of creative ideas that generate value mostly via reduction of costs, increase of sales, or both
Corporate Ventures in Healthcare
Corporate Ventures in Healthcare
Most Influential Corporate Ventures
GE Ventures ( GE’s CVC)
GE Ventures ( GE’s CVC)
GE Ventures ( GE’s CVC)
GE Ventures ( GE’s CVC)
Developing and Managing Corporate Ventures • Four business opportunity formats and • Resource transfer process and the role of the most effective way to organize each the ‘’ Champion ’’ of them New High 4. Proceed with 1. Establish a Independent operational affinity a small new ‘’venture’’ or exploratory independent spin-off Resources from project ‘’venture’’ with the firm Mother Degree of company : 3. Abandon 2. Spin off into - Financial a new - Physical independent - Intellectual company Low - Human Low High Strategic importance to the firm
Developing and Managing Corporate Ventures Guaranteeing the success for ‘’Corporate Ventures’’ Increase origination sources of innovation : new ideas are born and develop from “conversations’’. The more people discuss, the better the ideas get Develop a process for collection and evaluation of ideas: filter mechanism must be established in order to guarantee only the most promising ideas will be funded Prevent traditional executives from controlling budget: risk averse executive will first • Incentives for Corporate entrepreneurs protect their “departments” before risking into uncertain new projects • • IDEO e o ‘’ Design Thinking ’’ (http://designthinking.ideo.com/) EXAGO e o ‘ ’Idea Market ’’ ( www.exago.com)
Examples of Innovation Models Corporate Simi-Open Open Ventures Innovation Innovation
HACKING HEALTH IS A GLOBAL NON PROFIT ORGANIZATION
HACKING HEALTH’S MISSION
WHERE ARE WE?
HOW WE GOT WHERE WE ARE
WE CATALYZE COLLABORATION
WHY WHAT WE DO INTERESTS THE INDUSTRY CAFÉS CONNECT CREATE CONSULTING CLINICS BUILD Ex: Sanofi ACELERADOR FUND https://www.youtube.com/watch?v=jId3nd1fudg&list=PLZRuEBHA4q7j74V7DjYzZFnHvy172W0AK
Examples of Innovation Models Corporate Simi-Open Open Ventures Innovation Innovation
Corporate Venture Buil ilding: Ext xtracting Valu lue via ia Coll llateral In Innovation Process Demand for Innovation to Improve Competitiveness in the Market Startup Ecosystem New IP > Increased Competitiveness Potential IP > New companies Waste & products The largest global TechTools Innovation Corporation do not Model Corporation ’s know how to exploit IPs in the rough Corporate venture all the potential IPable builder content it develops
In Incremental x x Dis isru ruptive (R (Radical) Entrepreneurship Open and semi-open innovation: P&L in search of “out of the box” value creation Disruptive sales innovation $ Margin Incremental innovation cost Large corporate time structures focus on cost control
Coll llaborative Valu lue Creation: Corp rporate Venture + Start-up Community Value Proposition and Barriers to New Entries Built Together by both Ecosystems working together (Corporate + Start-Up) Proprietary mining method “IP in the rough” Own intellectual Next property based generation on patents & incubator & proprietary IP accelerator Value proposition ROI Incremental innovation Access to Social Impact Corporate government innovation Disruptive innovation subsidy Business Value funds strategy Corporate venture management Corporate venture building Investing our own capital and capital from partners Building barriers to new entries Structured organization with strong team
Recommend
More recommend
