Innovation Excellence | Collaborative Innovation Process at Mayo Clinic #yam

4 1 1Point: Collaboration between doctors, patients, designers and lab technicians brings healthcare delivery breakthroughs. Story: The inspiring origins of the Mayo Clinic illustrate the timelessness of collaborative innovation. Back in the 1880s…

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Collaborative Innovation Process at Mayo ClinicPoint: Collaboration between doctors, patients, designers and lab technicians brings healthcare delivery breakthroughs.

Story: The inspiring origins of the Mayo Clinic illustrate the timelessness of collaborative innovation. Back in the 1880s, two brothers, Will and Charles Mayo, founded the clinic with their father, Dr. William Worrall Mayo, and introduced the concept of a group practice. The Mayos sought medical breakthroughs by bringing together doctors, laboratory experts, and business people. As the younger Will Mayo said, ???In order that the sick may have the benefit of advancing knowledge, a union of forces is necessary.???

Today, we have the fruits of many medical breakthroughs but need better ways to deliver the breakthroughs in efficient and effective ways. Many chronic diseases, like diabetes, can be treated but depend on more than just a one-shot procedure in a doctor???s office or hospital. For these conditions, healthcare delivery requires education and engagement between doctors and patients. The quest for new breakthroughs in healthcare delivery calls for a new round of collaborative innovation, embodied by the Mayo Clinic???s SPARC unit.

The Mayo Clinic uses SPARC to develop new services for patients. SPARC stands for See, Plan, Act, Refine, Communicate. Mayo believes in a fast prototyping approach: a crossfunctional team of doctors, industrial designers, patient education experts, facilities people and financial analysts work together to create new ideas and test them in the ???Hub.??? The collaboration includes some of the usual healthcare and research leaders, like Blue Cross Blue Shield of Minnesota, University of Minnesota, MIT, Yale, and GE Healthcare. But it also attracts collaborators from industry, such as IDEO, Best Buy, Steelcase, Microsoft, and Cisco.

The Hub creates reconfigurable prototypes of patient check-in counters and examination rooms. The team that develops a new service can observe the prototypes in action through glass and via video. ???We take research out of the laboratory and translate it in a very quick and meaningful way right to the patient???s bedside,??? said Dr. Glen Forbes, CEO of Mayo???s Rochester, MN campus. ???That takes a lot of collaboration, because you???re crossing cultures and you???re often times crossing a lot of internal organization structures and silos.???

Most crucially, the Mayo Clinic engages patients to accelerate innovation. ???Our patients have a long history of participating in our research and education endeavors,??? says Barbara Spurrier, Administrative Director, Mayo Clinic Center for Innovation. The Mayo uses ethnographic techniques to analyze the quality of doctor-patient interactions, survey patients for their impressions, and talk to patient???s families. Human-centered design thinking ensures that the innovations aren???t just technically correct, they deliver higher quality of life for patients.

Action:

  • Find a gap between technology and society, such as the gap between the capabilities of a technology (e.g., a medical treatment) and the delivery of that technology (e.g., a patient???s compliance)
  • Recruit collaborators from both the technology side and the people side to bridge the gap
  • Create tangible and testable examples of innovations through visualization, modeling and rapid prototyping
  • Use both hard science and soft science methods to gain both objective and subjective feedback for further innovations
  • For more information:

  • Mayo Clinic Center for Innovation Partnerships
  • Leonard Berry and Kent Seltman, Management Lessons from Mayo Clinic: Inside One of the World???s Most Admired Service Organizations, 2008
  • Evan Rosen, The Culture of Collaboration: Maximizing the Time, Talent and Tools to Create Value in the Global Economy, 2009
  • Glenn S. Forbes, M.D.
  • Mayo Clinic and University of Minnesota partnership
  • Clearworks - Customers, Connections, Clarity

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    Andrea Meyer

    Author of more than 450 company case studies and contributor to 28 books, Andrea Meyer writes & ghostwrites about innovation, IT and strategy for clients like MIT, Harvard Business School, McKinsey & Co., and Forrester Research. Follow her at www.workingknowledge.com/blog and twitter.com/AndreaMeyer.

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    Excellent piece on innovation in Medical clinic.

    Twitter / @gtdguy: When you know how, any tim …

    When you know how, any time, to get to the place where it’s all sort of funny, you’ve mastered GTD.??? David Allen (@gtdguy) December9, 2011 via twitter.com Show me that place, show me that place, show me that place 😉

    Show me that place, show me that place, show me that place 😉

    Kwart ziekenhuissites langer dan uur per maand uit de lucht #yam

    Kwart ziekenhuissites langer dan uur per maand uit de lucht

    6 december 2011

    Een kwart van de ziekenhuissites is meer dan een uur per maand uit de lucht. Dat blijkt uit onderzoek van Uptrends dat deze week in ICTzorg magazine verschijnt.

    Het onderzoek laat zien dat 22 van de 99 onderzochte ziekenhuiswebsites slechter scoort dan een uptime van 99,9 procent. Orbisch Medisch Zorgcentrum heeft de slechtst scorende website en was in de maand dat de site gemonitord werd bijna 67 uur, ofwel 2,8 dagen, niet bereikbaar. Meander Medisch Centrum was bijna 36 uur niet bereikbaar.

    100 procent

    Van de 99 onderzochte ziekenhuizen scoren 20 instellingen 99,9 procent, wat goed te noemen is. Van de 99 onderzochte ziekenhuizen scoren 57 instellingen zelfs een uptime van 100 procent.

    Irritaties

    Ziekenhuizen genereren in de regel geen omzet via hun site, hoewel dit met de invoering van e-Health wel gaat toenemen. Als een site van een ziekenhuis offline is, leidt dit voornamelijk tot irritaties bij bezoekers omdat informatie niet beschikbaar is. (Zorgvisie/ict)

    Lees ook:

    Trage websites kosten geld
    Ziekenhuiswebsites bieden geen ruimte voor interactie
    Keurmerk voor websites met medische informatie

    Reacties (1)

    dinsdag 06 december 2011 13:13
    Franke

    Je kunt het ook positief benaderen: driekwart van alle ziekenhuissites is maandelijks minder dan een uur uit de lucht oftewel een uptime van 99,86 procent of meer.

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