Take ‘scary’ out of health IT innovation
August 20, 2013 in Medical Technology
Naomi Fried, chief innovation officer at Boston Children’s Hospital, is a frequent guest speaker at national healthcare IT, mHealth and telehealth events. She was featured at the IHT2 Health IT Summit in Boston earlier this year, where she talked about ways to incorporate innovation in day-to-day work and about specific initiatives at Boston Children’s. A transcript of the IHT2 interview follows:
Q: Boston’s Children’s Hospital is currently building the Innovation Acceleration Program; what are the primary goals and intended benefits of this initiative?
A: The goal of our program is to enhance the culture of innovation and to accelerate the pace of clinical innovation at Boston Children’s. We do this by identifying unmet innovation needs and catalyzing work in those areas, facilitating grassroots innovation by helping innovators test and develop new ideas, and supporting strategic institutional innovation initiatives. Telehealth is one our current institutional priorities and my team is leading the strategy in that area.
[Read more about Naomi Fried and robots at Boston Children’s: Health IT promises new paradigm of patient care.]
Q: What are the key strategies that providers should use to analyze the efficacy of a mobile initiative?
A: When we select a mobile initiative to work on or invest in, we are looking for solutions that will help us achieve more efficient and effective care delivery. We are focused on solutions that help the clinicians do their jobs more easily and save them time. We are also interested in mobile solutions that enhance patients’ experience when receiving care.
Q: Is there a specific methodology that is used to measure the value of innovation programs at Boston Children’s Hospital?
A: We take a process approach to evaluating our innovation program, using the innovation lifecycle as a framework. We look at how many projects have been started and moved through ideation. We track the number and success of pilot projects we launch. And finally, we examine how many projects have successfully crossed the “operationalization gap” or “o-gap.” We also look at the value individual projects bring to the organization in terms of their direct impact on the quality of care, the cost of care, and the patient and provider experience.
[See also: mHealth, meet Boston’s innovators.]
Q: Innovation can be perceived as a scary and expensive concept for many organizations. Are there steps that providers can take to foster a culture of innovation?