Courtesy of Joint Commission International's David Qu, below is a transcript of his speaking session on 'Develop and Promote a Culture of Innovation' to Build a Thriving Enterprise that took place at BTOES Healthcare Live - A Virtual Conference.
Develop and Promote a Culture of Innovation
In today’s overly complex and ever-changing healthcare and business landscape, leaders face unprecedented challenges: pressure of reimbursement, new care delivery models, cost cutting, horizontal and vertical integration leading to vehement M/A, technology disruptions, regulatory compliance are just a few to name.
All these challenges illustrate non-disputable fact: Strategy as usual is not going to survive our business, let alone growing our business to be the market leader. Leaders must innovate and disrupt. Developing and promoting a culture of innovation is going to be crucial.
With 20 years of experience that has brought disruptive innovation to the healthcare, David will share concepts and insights about developing culture of innovation and driving sustainable changes.
Weaker coming from Chicago, Illinois today. We have David Q with us. David is the global vice-president of Joint Commission Resources and the affiliate of the Joint Commission. David, please do turn on your camera and join me.
He has over 25 years of experience leading innovation in healthcare, from electronic, prescription through electronic health records, to patient safety and quality. Joint Commission Resources, is a global leader in patient safety and quality improvement with customers in 75 countries. David, it's a real honor to have you with us. Very much looking forward to this building, a culture of innovation in healthcare with you today. Thanks for taking the time to share your expertise with our global audience.
Thank you so much, Chair. Good morning.
Great, Good morning, Glad to be here, And, uh, take some time to share my experience in health care, developing, promoting, a culture of innovation. And I assume most of our audience today are from healthcare industry like myself.
I've been in healthcare for about 25 years and I assume now that health care in the United States as industry, had a lot of challenges even before pandemic.
You talk about the reimbursement, pressures, cost cutting. I've seen a lot of merger acquisition from an hospital side in the past few years.
The nursing shortage the no physician and no provider over work and a lot of pressure to be compliant with the Joint Commission and CMS just a lot of changes.
And now pandemic right?
Everything has changed our life, both professional life and personal life.
We know kind of adapt to new reality.
So I believe at this time, it is particularly important for business leaders as all of us around the call today, to think about how do we adapt ourself? How do we change the business model? How do we engage our customers and our employees in this post pandemic error?
So, I'm glad to have this opportunity to just share a couple of saw process, and, again, this is now me presenting, but it's this, uh, a truly mutual learning opportunity.
A little bit about myself, So I, as I started making health care for about 25 years and started with Joint Commission resources for the last nine years.
And we are affiliated with the Joint Commission, and also, we have this International Arm, Joint Commission International.
So we're doing accreditation, publication, education, and consulting in 75 countries.
And my prior life, I've been in innovation in health care for most of my careers.
And developing electronic prescription was Allscripts electronic health worker and also did a couple venture with healthcare organization. They are venture capital funding. I was CEO of two company myself, and I'm also, I'm on the board of a number of organization.
I'm still on the board of an investment firm Purple Arch Ventures.
So I talk a lot with our healthcare innovators and entrepreneurs trying to make a difference you know, really change our industry.
So I'm really glad to to be with them and bring some experience over.
So you look at the pandemic and as we speak and as you know, in the United States, we have over 30 million people got affected with the criminal virus and 500,000 people have died because of this.
So, according to CDC, this is the third leading desk contributor in the year, 20 20, so, which is very unfortunate. So a lot of business are changing the way we do education. We do virtually e-learning. We do survey. We have to move to virtual surveys telehealth, right?
Telehealth has no expended about 3000%, less sun, know, half percent of our total claim to about more than 5% of total medical claim.
I come from the Telehealth. So I was reading an article from McKinsey and talking about the future impact of this pandemic. I think as your gray, the future impact this is fundamental.
And they are predicting 25% of all workers in the United States will likely to work remotely three plus days a week.
There's seeing this tremendous acceleration of digital e-commerce engagement in our society, across all industries, and we're seeing continuous telehealth engagement from our consumers balmer tires, willing to pay for a lot of virtual visits.
So they're also seeing 15% of reduction of workforce in customer service, in, in support and retail.
They're seeing a tremendous workforce shift to technology, to health care, as a result of this I'm President pandemic change. So, some of the learning objective today. So I'd like to, again, take a few minutes to talk about innovation.
That, in my view, this is not a special product you do, or strategic things you do every year. This is really part of our culture.
Now, as organization, how do you developing a product? How do you go to market, how do you make decisions, how to take risks?
Those are really embed it into your culture.
So, I will give some examples, and also, I will make this kind of argument is that innovation really has to deliver values.
It's not about just developing something cool, something new, it's really about Delivering value to customers customers, but in a different way.
So, in a cost effective way, in a faster way.
And also, innovation is not about just having a brilliant idea is really about making ideas happen, right? As leaders. How do we drive changes?
How did we fund the development? How do we bring value to the customer in a faster? Faster pace is really about execution.
An organization need to acquire new skill set, change the culture, change the mindset.
So, I would give you some examples of all those cultural shift.
So, we talk a lot about this, word, culture, you know, you're working different organization, you can see how people relate to each other, how they work together.
And I've been to some large organization, multi billion dollar, public treated organization to some startup company. And also, today, to commission, is a nice sized company, are now a multi-billion dollar company went out, startup either, right or a fairly sizable organization with 2000 employees.
So, I'm also on the board of other organization, so when I see them approaching this innovation, they always talk about strategic planning, they always talk about creating an innovation team, right, sometime. I just always advise them that innovation come from your daily life.
So it's not just spout.
Once a year, you're going to a budgeting season to say, Well, I'm actually I'm going to do something different.
I need a million dollars funding, right? Or creating a silo of innovation team, to say, you guys are working on this innovation project, because this is something that's new than everybody else. Have nothing to do with this innovation. So I always coach the leaders to think by innovation, this is how we drive our work on a day to day basis. The impacts every department, every team, every employee.
So, when I look at how organizations work, and I look at some of the internal processes, I asked myself, not this coming from 1 1 of the coaching session I had with the CEO, like I said, you know, Jim. So look at your internal organization.
Do you really have this inspirational, both hairy, courageous vision that get people excited every morning?
And how do you approach that decision?
Do you need a large committee of 25 people to really driving this? Consensus is that how you make decisions? Do you tolerate risks? Do tolerate? No. Rapid failures, right? Is a failure. Even the fast fail, fast mistake is that something you can tolerate, right? And also, as you go into this direction, ones who drive the changes, do delegate.
Do you empower your managers, the frontline staff, to make decisions right out? You really control everything from the top, from, from C suite, and external light.
The processes of how close you are to your customers. How do we engage them?
Engage your customers, Know today's customer? Well, maybe future customer? To make decisions together, to drive changes together. How often?
That's the leadership team?
Do you analyze the competitive forces? Do how close you are to your competitors, knowing what they do, how they pivot, right, then, how do you generate a competitive advantage, right? Then then look at your speed to market your product life cycle.
Does that take three months for you to bring some ideas to the market? What does it take a year or two years for you to finish something, right? These are some of the things I watch.
Choose two to gage how this organization run their business.
And this is, Tell me, what does this organization has? Any innovation, culture or not?
So, I see some of the barriers, as I said earlier, you know, I used to work for one organization that, 10 years ago, the first months when I joined the organization, I was on a telephone call or conference call.
I know there were, like, 15 people on the call from sales, marketing, finance, legal, services, technology, party lines, yeah.
Then, all these different functions. Right? So no one can say yes.
No. No, but everybody can say no. So, when somebody say, now, I don't feel comfortable about this. I need more information. What happen? The whole process slow down, right? So this is a very siloed approach.
In terms of committee based consensus, driving, take a long time.
Wilder competitors are moving faster, right ahead of you and going to market to tasks to learn, trying to bring new value to the market. You are still debating within your for whatever organization you want to dry. Perfect decision. You make everybody happy, that culture isn't just going to work in terms today to speak to market.
And worst-case instances, some cases, no con ability, it's like who is accountable for this new portal On who's accountable? Going to nice new market? Who's accountable, to bring this product to life, that creates certain impact. Right. So there's no accountability.
You can imagine the result of that, of that culture as well. So, over time, I tried to do in, in, in my organization, I have three different department publication indications and also a Cloud technology business.
I asked myself that I want to create this culture where our people, our leadership team are very curious about new things, how do we really change, how do we deliver something better that go to class.
They go to webinar's goto training training, camp, though, really curious, spot.
A better way of doing what do we do and we never satisfied with the status quo. Every year, I do an employee assessment, I do leadership assessment. I raised the bar about there.
The expectation last year, you learn something new, and they say, you know what, you're going to learn, right? How do you solve the problem in a different way?
And we do allow mistakes, in the sense that we have this ... developed approach, and the first iteration, maybe it's not good enough.
You go to the customer's customer, said, Well, this workflow is a little cumbersome. You know, I'm thinking about something different.
We come back, we revise. And we change, right.
So, these are not different, you know, thinking some behaviors that create this culture.
And this is just some of the things I use within our organization, and I'm always eager to learn from you guys, from our audience, in terms of what do you do that recognize that innovation, back negative behavior, and encouraged people two, to think definitely, and to do different things?
So, of course, this, needless to say, that, hiring the right people, right, people are smart, intelligent, hungry for learning hungry to make a difference That also, a big part of your your culture as well.
So, well, you mentioned earlier, that innovation is about creating value for your customers, right? It's not just about having this brilliant idea. So you look at these firms, right? Well use them, you fly southwest's.
You go to no.
know, Starbucks wishes, my if I replace and you look at all these organization right over, time, that will deliver at different values. And you can see the value whether you're A B2B market or B to C market. You can see the differentiation in the value and you appreciate the value. And you go to Starbucks. And, you know, you pay actually pay extra, right? But I enjoyed the culture. I enjoyed our coffee. I enjoy having the opportunity to sit down with my friend and we can discuss new things. So so I'm willing to pay for that extra value.
So when we have, the portal allows for meetings within our organization that there's always lots of different ideas, For example, the machine learning, right, buzzword, the big data analytics, different dashboard, looks really, really fancy, right? Different chart, different data, different insight.
I always bring this question to our team, say, So what?
Who cares, know? Who are you creating value to, right? So there's always got people to start to think about, Where is the problem? How big is this problem?
Who cares about the problem, right? Who suffers? Who benefits, right. Sometimes you realize in healthcare that people who suffered a problem, and not people will pay for that.
So how do you really make sure that the way you approach the problem solving?
It's really bring the value to both the C suite, who writes the check to you, also to the users, to frontline clinicians, right?
They They have to see that this workflow automation, we do a mobile application with tracers, they have to see the value that help them to deliver better patient care or collect data faster or make it or no workflow simpler. Right. So always ask that question, so who cares and so a lot.
So the value proposition, I'm sure that, you know, when you drive this innovation project, you have to make a case to your CEO, to your CFO. Because you need extra funding. This is something either budgeted and budgeted. How do you make that value proposition, right? There's different ways to think about the pillars.
Cost savings, efficiency gain, You can, if increase the efficiency of your customers or your internal staff, Internal process, I'm going to increased revenue for myself or organization or increase value for our customers.
Better employee satisfaction, and better patient experience.
Quality outcome and patient safety.
More market share, or even just mitigate risks. Whatever the things you do, right? You're serving internal stakeholders in your serving external customers, right? When you ask this question, So what and who cares? How do you make sure you deliver a clear value proposition?
Sometimes, we know, we have different hypothesis on our, on our mind. This is God's self student problem, right?
This is good in terms of X, Y, Z I encourage our audience to go back to, maybe start a focus group, know with your customers, and maybe do, do market research.
Do survey to make sure you truly understand the underlying problems, right. That whatever the changes you're delivering, whatever innovation and drive to market, do have a strong value proposition.
You can see that easily, you can articulate the value proposition customer can understand and willing to pay for that.
So innovation is about execution, it's really, Bring the atheist to the market.
That's what really matters, because, again, I'm not talking about having a laboratory, right, just doing a lot of research where, about a business that, then, half canal, right? You have the customers, right?
What matters is to bring that idea to market.
And this is where, lot of time that I see in some of my former organization in, some, the company that I'm coaching or I'm gonna pour this.
Execution is where the things get no breakdown, and either it takes too long or never never happens. So, I see that organization do lot of strategic planning in, once a year, every three years, Imagine the next five years and they do a lot of SWOT analysis.
No strengths, weaknesses, opportunities, threats, sometime they do.
Too many of the SWOT analysis they do, environment, scan, environmental analysis, and they do a lot of internal blue ocean in envisioning sessions and listened to all stakeholders.
Now, I'm all support of this activity, I'm not arguing or even against any of those things, but I tend to see an organization Just go too far, in terms of analysis tried, you know, analysis over analysis, and they are not looking to getting themselves closer to, to the clients, to the customers to get that critical learning.
So, I'd like to take this opportunity to introduce a new concept.
And, some of you may heard about it or, some you can, can approach this. This is kind of neat, new idea that I use that allowed in our organization. So, Eric Ries wrote this book about The Lean Startup.
And the car service, not just for, you know, Technology innovation is truly for any type of innovation, new, product, new services, anything you bring to the cut to the customer, anything new.
So, traditionally, we always believe that, that we do sit in Portland Development, you know, prototype, experiment.
Everything goes to, like the graph on the left, upper corner.
Time goes on. You know, your product become mature and scalable, But that's not the case in most of the innovation. You look at the bottom, most of the times, that your ideas, your concept, the business model, goes the exact in kind of, in the bottom approach.
What does that telling us, is that, as the leaders who drive innovation, we really want to know what can go wrong? We really want to learn instead, as quickly as possible.
So this is where, in the startup company, we talked about the, this concept called a minimum viable product, MVP.
Sometime you heard that abbreviation MVP minimum viable product.
So, in that concept, it is basically that you take look at your whole product line, right?
What is the best way to take a small set of feature, that are useful?
provide some value to your organization, to the customers?
But that doesn't get you two years of, you know, investment Or two years or so.
Product development, right, maybe you're building a bike first before you're building that motorcycle being a full car, right?
How do you take the minimum bar by deep and really accelerate the product life cycle instead of six months to take something from market? Maybe it's six weeks.
Maybe it's every two months. Every quarter, right. How do you accelerate that?
Product development, right?
Really align yourself to the future market, maybe even engage your customer to be part of that innovation team.
So that's something that I highly encourage our audience, too, to read this book if you haven't, because this is too late, a different way of thinking about bringing innovation and executing your product development. And this applies to service, You want to bring a new service to the market. How do you make sure that you deliver value that, that our customers really appreciate?
So, another book, I like to share it with our audience as well.
This is something I actually I just pick up re re reading this book in a recent minus during the pandemic because I have this big presentation I make to my board.
And I remind our board to take look at his book as well.
Is this a Professor farm, Harvard, Harvard Business School?
Clay Crispness, and he wrote his book, actually, you know, 15 years ago.
But, amazingly, the research to Yeah, that discovery, 15 years to go, still matters to our.
Our innovation today is the book's got innovator's dilemma, so in this book.
so he, he studied he he and his group studied allow companies those are not the companies that are baddeley one that that people just make terrible mistakes.
Those are really great companies that are really Manage the while they they, they paying attention to the customers.
They they develop new technology On The existing product line, which is kind of the blue line, right? You always, I mean feature functions to improve performance, whatever you do today, Product or services. And they are asking good questions about return on investment.
If I spend a million dollar to develop something else, would I get return on investment, right. There are very physical responses. Responsive wishes good They do allow just so good management, practice, right?
Ask the right questions, and doing the right due diligence, and, but, unfortunately, according to study over a period of time.
Then, when the new technology that this dropped to Bismarck Disruptive Technology, which is represented by the right curve, there are always a period of time.
It could be two years to five years, where the blue line, you can see, is on top to the right line, right?
So, if you invest them in and dollar, to develop your current services to improve your services, improve your products, you might generate better return on investment.
Then, the new technology because a new technology, disruptively snout picking up Steam is nasty, no scalable yet, right?
However, doing many research that the research show that wants to disrupt technology, start to pick up the pace, right?
Most organizations can now catch up, They can now capture that they can leverage that the new disruptions and many companies, we're just go out of business, as a result of that. Right. So, the question is always sent as leaders, right?
While we're serving our current customers, my web, a business to run, when I'm marching to make, and we have strategic goal, we need to hit how do we pay attention to the undercurrent, the new business model? New technology, the new forces are kind of brewing behind the scene, right?
How do we make sure we don't left behind, then, when the new technology catch up, that we can just can no longer capture that? This is something that is actually the history piece. Many, many times. I always urge our board to say, You can't just look at our current market, you just can now listen to our only the current customers, right. You really have to look at what the industry is going forward in the future.
So sometimes within a large organization, just because of internal culture, internal barrier, internal resistance, they cannot organically execute a major transformation.
That's why you see these kind of instrument merge accusations, spinoff JVS, or Strategic Alliance, and I propose these are tiers two to some of our Board members.
And we have been doing a joint venture with a major healthcare organization in China, And we have been doing partnership with certain countries in the EU.
And I was so certain alliance with a company in Brazil, because we really understanding that we can now drive all the changes organically, the speed to market, the part of life cycle, the local knowledge, the resource requirements.
So, sometimes, we are acting boat, because this is where we feel that organic growth isn't going to get us to where we need to be.
So, last, is, talk about the leadership role model.
Now, I put this as the last topic, not because it's the least important in a country. That's the most important thing.
I believe, as leaders, we need to think about ourself.
What role do we play?
Because leaders, especially the C Suite CEOs, the Vice President, the senior vice President, the chief marketing officer, the chief medical officer, to chief technology officer, Or, whatever your title is, that, how do we lead within our organization? Because our team look upon us, The way we act, the way we think drives the entire culture of the organization.
So, I try to remind ourself that innovation has to be supporting from the top. Sometime, I kick it up, or right?
Trying to recruit, for a member, to, to onboard, so that they can really drive our change and the process, and challenge the leadership team, to drive forward. And, internally, we have structural issues, I talk by sometime in certain area. There's lack of accountability. Sometime, there's the silos sometime, this internal computation, right between different affiliate within the whole enterprise. So as leaders, Halloween minimize that silo, minimize that internal distraction.
Because when you have that kind of thing going on, no, it's demoralizing for people to bring ideas forward, right?
And sometimes ask, you know, so what? because what we're fighting against each other, so how do you remove those distractions?
And how do you make sure you support your team, get the right investment?
So, in one of our department, I've seen, in the past couple of years, we tend to always under funding our initiative, Our leadership come to me and say, hey, we need happening in dollars, too, to create a new process to create a new market, will give them, you know, half of what they need, or one start with a need. That's not gonna work, right?
So, make sure we fully support our team, giving them enough resources, human capital, monitor capture to do what they need to do, and nurture, nurture the team, Solving big problems, sometimes make difficult decisions. one of the things I always say is that innovation is not always about what do you want to do, but also decide whether you now to do.
So, this week, I made announcement to our organization that we are, no, DC supporting are terminating, one of the product on the market is one of our certification part.
I, the reason I do that is because trying to frees up resources for other more critical innovations, and also trying to keep our business simple, because every time I see this organization says, keep adding more and more and more, there's always something more, never, taking anything out of your plate, right? Then our team, your focus, your workload, you're distraction, it's just, that's not gonna work. That's not gonna make anything successful.
You want to do fewer things, right, but then make those fewer things much more successful.
So, makes it difficult decision.
Tell your organization what it decide not to do.
Last but not least is, recognition and celebrate because innovation requires a lot of work.
No, I do work over time.
Sometimes RCR team work over time to get something out into the door and ..., timeline and goals.
They travel over the weekend to goto international place to market research to do a product experiment.
It's not easy.
So people need encouragement, So we have a lot of celebration Celebrate, small successes, or even small mistakes.
And we have recognition award for people to go extra miles.
And I sometimes do simple things, right? They don't know to the team, hey, great job in taking this idea forward, Hey, great job to sending this contract. a great job doing this experiment, right.
I learned something from you guys as well.
Those kind of leadership nurturing vaccination and celebration.
It's critical to support that culture of innovation going forward.
So, really, that's kind of a summary, you know, putting us to four pieces together as an organization. Right?
I always feel that innovation is not just doing one project, or maybe one strategic planning, right? It's not, it's not one shot, it's about every day.
As leaders, How do you approach your business decision? This process?
How fast you, you make decisions, you do want to listen to your shareholders, stakeholders. And I'm not saying you should not listen, it should, but you need to make the call.
on timely basis. You need the site where you go as organization, you can now reaching that perfect decision, trying to reach entire consensus.
So, value is important for innovation, because if there's no value, then you can ask the stand that effort, right?
Because deana that we're all here for customers, internal customers, or external customers, right. Ultimately, like that.
Value creation is, what drives your success, Last but not least, is the two things, innovation spot execution.
No, without the results, then nothing matters.
Then next year, people were to say, You know what? We had this discussion.
We had this plumbing, but I didn't see anything happen.
Then you lose that credibility as leaders to drive innovation.
Then, of course, leaders, you need a lot of nurturing lala for support, solving problem for your team, and recognizing heroic behaviors and celebrate every little success. I relate the mistakes, too.
Because that kind of culture encouraged people two goal forward. Right. Overcome challenges.
So those are the four things said I I'd like to share with you today in terms of how I pay attention to my organization to develop the culture of innovation.
I'm sure there are many other experience, the tests, astrology, the tactics that you guys use to drive innovation within your organization.
And I wish to, to have the opportunity to learn from you guys, and to create that a community like today's forum, to have that voice, too, shared to learning, and so that we can grow together and create some innovative technology to the market to really improve health care.
So, thank you so much for today. And my pleasure to be here.
I'd love to take a few questions, if there are.
Thank you, David. That's a great, that's a great coverage of building a culture of innovation in healthcare. So, I'm going to ask you please to stop showing your screen at this point, and I'm going to come back with my camera.
And, for the audience, I already have several of your questions lined up here. And I will keep looking for, for more.
And the, um, David, go ahead and hit the button that says, stop showing the screen. You may have hit the one that says Pause.
There was one next to it that says stop, perfect, perfect, that's the right one. Thank you. A number of great questions that have come up here, David. one has to do with governance, with innovation, and it sounds like, oh, governance, so that sounds like you're gonna stifle the whole thing by having governance.
But I think the people who understand innovation, well, understand that, for it to really grow and scale, innovation for recreation. There's gotta be some level of governance for innovation in the organization, cares about what you have seen in the marketplace, or in your own experiences that, that has worked well in terms of roles and responsibilities for, that doesn't have to be big, but maybe a small structure and, or governance for identifying, and prioritizing and executing on the right innovations.
Yeah, That's a great question. So this is really important to have that appropriate governance to steer the direction of the organization. So in the past two career moves. So what I've seen within my organization and the others is that we have a small team of five people.
We serve as the, this would cut them the officer team desperately including the FIFO Bus, the Senior VP's of our organization so we do from this very small committee and to to make sure we're holding ourselves accountable to look at the business priority.
Sometime there's a conflict conflict of interest conflict for a directional, competing party computing resources. So once we make that decision and what goes on a quarterly basis to evaluate opportunity and then we downgrade or Delegate that decision.
That execution decision to the the Department head whoever has the P&L because we want to make sure that that who have the P&L.
You drive most of the decisions they make.
And we don't want to be the barrier for them as well.
So we try to keep a governing body simple and we realize that having a large team too, to govern the, all the different parody create a lot of inefficiency. So we'd like to keep the governance on a pretty simple now.
Of course, I understand within a large organization, with share services, co-operate and then business unit, and then the multiple different affiliate tend to be this thinking about having the whole big corporate infrastructure coming together, too, to decide and debate. And a lot of time, I don't see that working really well.
Very well. Another question that, or theme I should say, that came across multiple questions, is, with the definition of innovation itself, there has been a tendency because of exponential technology acceleration that people started equating innovation with technology. Can you talk a little bit about that? Is that true? And and they said, That's not true. So what is really innovation? That's a good question. I actually very funny, I just made a presentation, a moonshot presentation talk or just about two weeks ago, I talked about the innovation in a sense of, in a strategic context. Is that I want to bring value to our customer in a in a different way than our competitors.
The end of the day. the reason why intestines now for-profit, for-profit, well dealer Valley talk to our customers, right? No matter what market second year in, driving, you know, healthcare delivery organization, healthcare service, organization, technology, whatever. You have computation.
So, innovation really has to do with creating different value than your competitors and how you deliver value faster to Europe, to your, to your, to your customers, and that's really drive innovation.
So, I will say innovation: a spout.
Um, the business strategy, and improving your business process and value delivery. Now, I will say technology is an enabler in some cases technology game changer because you have this new drug formulary.
You have this new data analytics platform. I definitely see technologies if it's in April or an accelerator. And sometimes it's really a key piece. But it's not just always about technology.
And so, when you look at the innovation across organizations, as you alluded to, it's about value creation, And then can, and then, you know, you can have, like disruptive innovation, that's very business model, different paradigms, your business model altogether, You can have, you know, then, your core and your Adjacent Innovations, which are more like, you know, the day-to-day, and the extensions of that core. Curious about, when you see organizations that do well, what kind of mix they have, between core innovation, adjacent innovation, and disruptive innovations that you see on their portfolio. That's great. So, I wish I know who asked the question, because we can share some learning together, and maybe I can post some, some study that I am one article I wrote about this core versus the Growing Beyond the Core. So, one of the flame where I use this county and knocks framework that, I'm not sure you've heard this term, but basically, it's a 2 by 2 matrix, and I'm just briefly talk about that. So, that you have your current suite of services and product, and you have a car market. Then, you have your current services to new market, news service to car market, new service to new market, right?
So, you look at how you extend your service line, how you extend your market, how you extend your brand, eventually create a new brand, right, so we went through that exercise ourself that I have different analogy from different illustrate, talk about perfect illustration.
So, I would encourage, we think about, today, there's a core, whatever we do, their current market, right? Sometime, you want to do market segmentation, to deliver different loudly, to a sub sub sub market, to current market segmentation.
But then sometime you go to different market segment, international, domestic, or post acute, no home care versus the long term care.
Sometime you look at a car market and bring a new innovation that to my current market to, to expand my current portfolio. So there's a 2 by 2 matrix that, that actually you can go there.
... framework, That's one framework, can look at, how do we grow beyond our current core.
Very good. Very good. Thank you for the another question that has emerged has to do. With maybe the uniqueness of health care. When you are building a culture of innovation, the healthcare industry are, are these principles universal. Or that would apply, you use these principles in any industry Or there are maybe 1 or 2 principles, there are very unique and very important for the health care industry itself when it comes to building a culture of innovation. Yeah, this is great question. I, you know, I spent all my life in healthcare, and I definitely know, LA, but also health care, in terms of financial industry.
Consume in Australia, and also, we are the consumers of innovation, like movers and online payment, every other things, right?
So the key here is, I realize that it's difficult, it's been challenging to bring innovation to healthcare, usually had to do with our, the physician, a clinician workflow.
So I started my myself, in the past 15 years, working with physicians, right, all my career, bring values, whether it is EMR, or electronic prescription, or patient engagement, or a patient referral, whatever the things that we do.
I always find that it is not easy to deliver that value to clinicians so that they can appreciate the value we add to that workflow.
So, one thing I always do is to make sure that it's not just always about innovation, it's not always about technology I just mentioned earlier, it's about how do I bring the value creation that fit into the clinical workflow of my customers. So that's, that is something that is hard to do.
And, and also engage inclination in, in making the process change in making it the technology change will pay a lot of attention in making sure we can engage our clinicians, that's always been difficult in healthcare.
Well said. Was that with? with implementing innovation? And trying to start the journey of building a culture of innovation?
The health care organization do you, I mean, you mentioned examples where, you know, we have the board of directors involved who had senior leadership teams involved. And there is no doubt that if you have the top-down support, everything that you tried to do in an organization flows more easily. Here is S two.
Well, if my leadership team is not really open for the discussion right now, do do bottom-up approaches to innovation work at any level or they're just a complete waste of time?
I think the bottom-up approach works to a certain degree. For example, you can bring process improvement and innovation happen at all levels. So, I'm trying to make the point is that anybody, any team, any staff, has a role to play in innovation, right? Your server, your customer, in this way, but he can save that customer wait time by half.
Well, by applying a new technology new to new process change, I think that's to me, this innovation tube because you save your customers time by half.
So, I think that I encourage all my staff to, to think about different way of serving our customers. So I do feel, there's tremendous value from the bottom to top approach. Because, at the end of the day, is our staff who are actually taking care of our customers, right.
Not not, not the C suite, but to make transformation happen, a different market, different, this model, right?
That requires strong vision, farmer board from your investors, from your C suite, so, that's something that is that is critical to have.
So, I will say that, that, yes, the bottom to top approach works, to some extent, but transformation changes need to be driven by both, top to bottom and bottom up, And last coming hour half, is that if you leadership team are not sometime not willing to listen to that, eight years, one thing you can walk around, which I did myself in the past, is to engage your customers.
When the customers speak up, right?
When they have urgency to change, then that brings the credibility, they bring the weight.
Sometime, I see new doors open their eyes, because a key client is saying, hey, you gotta move this direction, right? So, I will engage our customers.
That's excellent, David. Thank you for that. And the last question we have time for here is, one, related to building skills and capabilities. If you look at individual and professional skills and organizational capabilities.
What are type of skills and capabilities that people and organizations should be looking to build, to become more innovative, to, become, to do innovation for value creation? As you said, there's some skill building that needs to take place there with the workforce, and with the leadership, of course, and the kind of organization foundational, organizational capabilities that need to be built.
That's a fantastic question. So, I'm looking at ourselves, the past 6, 7 years journey, at the Joint Commission, we have done a lot of changes. Again, you know, you're, we're a bit by bit brought in different skill set, and sometimes through internal acquisition, training development, sometimes through new hires. So a couple of areas that I felt myself. I see a drastic change. I see the impact, and I learned myself on my peers, my colleagues as well. one has to do with the product management skill set.
So think about how do you run strategy, product management, and bring the value creation to your, to your customers, and also knowing the competitive landscape. I really felt that each different portal on we brought in some strong leaders to, to steer around that parallel lines. I think that's, that's a skill set that's really critical part of marketing, digital marketing. When I joined the Joint Commission resources, we're doing catalog, we're doing paper based marketing in order to past seven years. Things have changed so much in terms of content based digital marketing to, to, to see the social media, to have Marketo Mark marketing automation, to get the sentiment right, understand the customer sentiment, and what customers are telling us.
And also use the Net Promoter Score NPS to gage the customer loyalty, to our brand, and really understand our veranda value.
So, I, one of my, my co-workers, and he brought in tremendous innovation in digital marketing.
I thought that's just just kinda imperative two to executing our innovation.
So, last, but not least, it's also the, our customer engagement team, in terms of driving change, because of time we create a service, we create a new technology, create a new product, right. It needs to process change, to be adopted riders.
Now, anything, once it's one size fits all, So, we have a great change management team that included cultural changes to the changes within our customer organization. I saw that, that's the, excuse, that is so critical as well. So, those are three examples, product marketing, product management, and also change management.
David, Good. Thank you so much for sharing your insights today on behalf of our Global Excellence and Innovation leadership team. You know, that's participating in this, in this sessions. We have learned so much from you and your experiences and your insights, and we very much appreciate that.
Thank you so much, my pleasure as well.
Thank you. Thank you.
Ladies and gentlemen, that was David ..., he is the global vice-president for the Joint Commission Center for Transforming Healthcare. Great insight, Great experience. Great Leadership of, on building a culture of innovation in healthcare. So, fantastic. We, we, we finish today's session on a high note, I encourage you to engage with our speakers on the links that we have provided to you throughout the sessions via the chat. You can look up, my name shows up here is on LinkedIn, and you see the links and the communications happening there. Related to the conference, I'll also post a short summary of the presenters today, and the way that you can connect with them directly by looking at, checking out that post tomorrow. Let's take a quick look at what's coming on.
Day two, we're gonna kick off tomorrow morning, well, whatever you are in the world, Different time zones. We're going to kick off with a session on the Mayo Clinic and specifically, with a Research Manager System, an architect for the programs and the Mayo Clinic. And he's gonna talk about healthcare information and creating patient controlled standardized, secure, and open data structures then, more of a technical procession on what the Mayo Clinic is doing, of course, related to its technologies, to technology and the strategy. We're going to follow that up with empowering excellence in R&D. And that, that's going to come from the operational excellence leader and R&D leader in North America from Sanofi. So, ..., Yvonne is going to be with us, and she's going to guide us through that, The Empowerment of Excellence, and the Research and Development.
And the follow that up with Stop The Innovation Kelly. How to become the Innovation Champion Your Organization needs. Fantastic session with the ... Dual Ended zylstra.
And, uh, doctor Karen until Stra are going to discuss about how healthcare is accelerating innovation through through this approach is integrated approaches and creating environments for a great people and great ideas can connect.
So, always a great session with doctor Karen ... and its illustrious. And tomorrow, we wrap up with Donald. Donald Cook is the president and CEO of his own company, and he is a world class, speaker, a healthcare, in technology, in the improvement and innovation. And he's going to wrap up tomorrow, talking about a focus on transformation, in healthcare, through intelligent automation, and you, Donald just has too much in his resume for me to cover here.
You do not want to miss a session on with someone who has more than 3, 4, decades on, on the transforming health care organizations. and, and, and cross industry organizations outside of healthcare as well. So, thank you again for being with us today. We look forward to seeing you again tomorrow. And, again, connect on LinkedIn and the follow the journey over there, wherever you are in the world. Have a great rest of your day, and we'll see you back tomorrow.
Global Vice President of Publications, Education and Electronic Products,
Joint Commission International.
David Qu is an accomplished business leader with 25 years of experience in healthcare management, strategy, technology and innovation. He currently serves as the Global Vice President of Publications, Education and Electronic Products at Joint Commission Resources (JCR) and Joint Commission International (JCI). JCR/JCI is the global leader in improving healthcare quality and patient safety.
At JCR and JCI, David is responsible for our overall strategy, digital publication, online education and cloud-based software and mobile solutions to transform healthcare accreditation, certification, quality improvement and patient safety. In previous 15 years, David held Vice President and General Manager role at Allscripts Healthcare Solutions, a leading Electronic Health Record company, and Chief Executive Officer role at CellTrak Technology, a VC funded technology pioneer in workflow automation and GPS tracking for home care industry. David has substantial international business experience.
David is a Fellow of American College of Healthcare Executive (ACHE) and a Certified Professional of Healthcare Quality (CPHQ). He earned recognition of Executive Scholar of Professional Achievement from Kellogg Business School of Northwestern University and certification of Innovation and Entrepreneurship from Stanford School of Business. He has held Board of Director and business advisory roles for numerous healthcare and technology organizations.
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