10/27/2012

Transforming Health through

Creativity, Innovation and
Entrepreneurship
“The problems we face today cannot be
solved at the same level of thinking we
were at when we created them”

Albert Einstein
Dr Rubin Pillay PhD MD
Executive Director, Center for Health
Systems Innovation
Oklahoma State University

Main Message !!!!!!! Presentation Outline

Transforming Health through Creativity, • Definitions
Innovation and Entrepreneurship……………. • The potential performance gap in healthcare
• Creativity innovation entrepreneurship
IS A DECISION • Creativity in Health – what, why , how ?
• Innovation in Health – what, why , how ?
• Entrepreneurship in Health – what, why ,how?
• Concluding remarks

“The reasonable man (woman) adapts himself (herself)

to the world. The unreasonable one persists in trying
• http://www.youtube.com/watch?v=KSwMauC to adapt the world to himself (herself). Therefore, all
no6o progress depends on unreasonable men (and
women).”

-George Bernard Shaw

Imagine > Believe > Create

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Some definitions……. The potential performance Gap

Health
 ‘ a state of complete physical, mental and social well-being
and not merely absence of disease…” WHO
Healthcare
 processes and modalities to achieve optimal
health…preventive, diagnostic, therapeutic..”
Health Systems
 ‘…the institutional arrangements by which society provides
for health..”
 “ the (seemingly fragmented) organization of people,
institutions, and resources to deliver health care services to
meet the needs of target populations in a geographic area”

PERFORMANCE POTENTIAL GAP (PPG)

VALUE

REDUCING PPG VALUE CREATION

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Innovation (I) So then….where is the value

Entrepreneurship
Creativity (C)
(E)

Creativity Innovation
Entrepreneurship
MIND MATTER Health Outcomes

Value
MARKET

CIE PPG

CREATIVITY A Quick Exercise!

So what is creativity …………….?

In art ..expression of highly original or novel

ideas
In health…..original/novel + appropriate,
actionable +useful

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“Too much plane for one man…”

Creativity is …….a process

Creativity is…… Expertise

• Knowledge
Creative • Technical, procedural, intellectual
thinking skills • Tacit or explicit
• Acquired formally or informally
• “intellectual space used to explore and solve
Expertise Motivation problems”
• The larger the space…the better!!!

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Motivation Creative Thinking Skills

• Extrinsic vs. intrinsic
• “The creativity maze”
• Intrinsic (internal desire) Creativity
• Engage for challenge and enjoyment "labor of
love”
• Work itself is motivating
• Impelled by curiosity

So then….what can you do?

7 ways to improve your creativity

1. Know how to see The Drop Block Problem

• Restructure problems in many different ways
Global, separating parts from whole
• See problem from different perspectives
• Abandon approach that stems from past
experience
• Novel solutions + new discoveries
What will happen to the block of
wood when the person lets go of it?

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Make thoughts visible 3. Think Fluently

• Display information in different ways • Immense productivity
• Drawings, graphs, diagrams • “idea quotas”
• Greatest produce more bad works than good
ones!!!
• Natural selection decides which survives

3. Make Novel Combinations Connect the unconnected

• Combine and recombine ideas ,images and • Force relationships
thoughts
• “combinatory play”
•
• +
• + =

The Lights Example 4. Look at the other side

•Switches A, B & C on
the outside of the
room turns on the
lights x, y & z in the
room. 1 switch, 1 • Hold opposite views on the same issue
light
•From outside, you
cannot see into the
• Reverse assumptions
room
•The wiring is hidden • Work backwards – DNA!
x y z from view
C •You are not allowed
B to damage any of the
A property
•Is there a way of
knowing for sure
which switch turns
which lights on?
•Once you enter the
room, you cannot
leave again to
rearrange the
switches

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5. Look in other worlds 6.Find what you are not looking for
• Perceive resemblances between two separate • Creative accidents
areas of existence

7. Collaborate So then….what can you do?

6 managerial interventions to improve creativity

1. Challenge 2. Freedom
• matching people with jobs • Autonomy concerning “means”…not
• Operate at top of competency level necessarily ends “How”
• the right amount of “stretch” • Clear strategic goals are important “what”
• Stable goals!

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3. Resources 4. Work Group Exercises

• Time – realistic and achievable. Creativity
takes time
• Funding – “threshold of sufficiency”
• Mutually supportive teams
• Diverse perspectives and backgrounds
• Shared excitement over goals
• Willingness to help/support teammates
• Must recognize and appreciate unique
knowledge and perspectives of teammates

• Physical space

5. Supervisory Encouragement 6. Organizational Support

• Acknowledge and praise creative effort
• Strongly associated with intrinsic motivation
• Respond timeously
• Explore new ideas
• Create culture of “failure value”
• Lead by example
• Appropriate systems and procedures that
emphasize, foster and value creativity
Mandate information sharing and
collaboration
Reward creativity –non monetary!
Avert ‘politicking”

INNOVATION Definitions
Invention: a unique or novel device, method,
composition, process or discovery originating
after study and experimentation.

Innovation: conversion of ideas or inventions

into viable new products, services and processes

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Leveraging cross disciplinary exponential

technologies
• The internet
• Wi-fi
• Computational power
• Sensor technology
• Genomics
• Nanotechnology
• Robotics
• Artificial intelligence
• 3 D manufacturing

Exponentially ……
Faster
Smaller
Cheaper
Better

Tribogenics

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…coming soon Smart Bra

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Assisted Living Lens

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Health Care Entrepreneurship
“the process of improving health and healthcare by
using novel resource combinations to exploit
opportunities” ………… Pillay 2012
10/27/2012
ENTREPRENEURSHIP
“……. process of creating value through a unique
combination of resources with the aim of
exploiting an opportunity”
Breaking it down
• Process: a manageable set of steps or stages that can be
applied in any context”
• Value creation: a need is addressed, a user is served, a
benefit is delivered”
• Unique combinations: new products, services, processes &
methods, business models, organizational forms, and
ventures”
• Exploiting opportunities to enhance outcomes:
Implementation leads to enhanced quality, affordability &
access at individual, organizational, sub-system and system
levels”
The process nature of entrepreneurship
Identify an opportunity
Develop an innovative concept
Assess the needed resources
Acquire the necessary resources
Implement and manage
Harvest
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Entrepreneurial orientation (EO) Where does EO apply?

Individuals: an entrepreneurial doctor, nurse, hospital
innovativeness administrator, patient, regulator

Organizations: entrepreneurial clinics, hospitals,

pharmacies, insurance companies
EO risk-taking
System components: an entrepreneurial drug
development system, insurance coverage system, hospice
care system
proactiveness Overall system: health care system in STATE or INDIA

Why does entrepreneurship

The Future
matter?
 Higher levels of EO are associated with organizational • P4 Medicine
performance, managerial performance, and system
performance Predictive
Personal
 This relationship is especially strong under conditions of Preventive
environmental turbulence
Participatory
THE KEY IS BUSINESS MODEL DEVELOPMENT TO IMPROVE • Decentralized
ACCESS AND EQUITY AND REDUCE COSTS
• Disruptive

Business Models 101 Business Models 101

Customization
 1 piece – unique
 intuitive
 High flexibility
Customization Standardization  Non routine technology
 Long lead time
 Expensive
 Organic structure
Standardization
 Mass production
 Precise
 No flexibility
 Routine technology
 Short lead time
 Cheap
 Mechanistic structure

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Type of Medical Care - Continuum Example: Retail Clinics

Adapted from Figure 2.4 Current Map of Common Conditions • May be located at a mall, a drug store or retail
store and are generally staffed by nurse
practitioners. Take patients as walk-ins and offer
to treat a specific list of common ailments.
• ‘Disrupt’ one aspect of primary care physician
practice: straightforward diagnosis and treatment
of disorders
• Near precision medicine end of spectrum
• Value-added process model using rules-based
diagnosis and treatment
Adapted from Christensen et al (2009) p. 63

Social Structures
Support Structures

Leadership and Governance

& Systems

Information Systems
Entrepreneurial Behavior

Be the change you wish to see in the world”

Environmental Trends

Administrative Systems (HRM, Finance, Legal)

Infrastructure & Operational Processes

-M. Gandhi
Modality

Preventative Diagnostic Therapeutic

Industries:
Pharmaceuticals, Medical Devices, biotechnology,
Enablers

information technology

Workforce

Research and Education

Financing and Payment Mechanisms

An Ecological Model for Health Entrepreneurship, Pillay

2012

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