Outlining the critical need to apply innovation to reduce costs and improve efficiency in the healthcare industry, Unlocking Sustained Innovation Success in Healthcare explains why innovation management is a must for all healthcare organizations. It describes how innovation, when implemented as a strategy, can yield sustainable success.
This book is the first in a series that examines how ENOVALE™ innovation process management operates for a specific market group. The ENOVALE process integrates practical innovation management techniques and scholarly research.
Supplying insights garnered through research conducted at the Project Impact Institute, the authors present their own innovation process management technology that enables innovation to flow upward from individuals within your organization. They also detail a strategy for ensuring effective innovation process management and project success.
The book demonstrates how the ENOVALE process is used and how it can provide for innovation success in the healthcare sector. Numerous examples of various healthcare businesses and practices illustrate the key principles and practices of the ENOVALE process.
The book includes a chapter on leadership in the healthcare sector that demonstrates how to apply the methodologies discussed to achieve sustained success. It also includes a chapter on innovation and the individual that explains how companies, organizations, and non-profits can benefit from the ENOVALE approach.
Describing how high-performing organizations can create a strategy and build a culture of innovation and learning, the book includes extensive citations of authors in the field who add value and justification for the practices covered in the text. After reading the book, you will gain an understanding of how to foster and apply the power of innovation to reduce costs, while increasing the quality of care provided in your healthcare organization.
Table of Contents
Quality Assurance and Quality Improvement
Evidence-Based Medicine Adoption
Comparative Effectiveness Research
FMEA and Root Cause Analysis
The Evolution to Innovation
Professional Societies and Associations
The Need for Innovation
Organization of the Remaining Chapters
How Innovation Is Different
How Is Innovation Different?
Healthcare Professionals Survey Results
Methodology and Demographic Analysis
Perceptions of Innovation
Other Factors Affecting Innovation
Values Assessment of Innovation
Critical Reasons for Innovation
Personal Abilities Needed for Innovation Success
Organizational Activities Needed to Realize One’s Innovation Potential
Organizational Factors Most Emphasized
Understanding Sustained Innovation: The Concept of Originality
Originality as a Key Differentiator
Can Originality Benefit the Healthcare Organization and Professional Outside of R&D?
ENOVALE: A Key Strategy for Project Success
Step 1: Evolve the Concept
Step 2: Negotiate the Concept
Step 3: Originality
Step 4: Verify
Step 5: Align and Adapt
Step 6: Link to Performance
Step 7: Execute
Improvement Can Be Innovative!
Innovation as Improvement
An Example: Tangible Items
An Example: Intangible Measures
Performance and Innovation
Overperformance and Innovation
Step 3: Identify Opportunities
Step 4: Validate
Step 5: Adaptation
Underperformance and Innovation
Step 3: Operational Profile
Step 4: Validate
Step 5: Analyze and Align
Step 6: Link to Performance/Improvement
Step 7: Execute Controls
Innovation from Proactive Change
Can Change Be Innovative?
Decision Making and Change
ENOVALE Change Strategies
Step 1: Evaluate the Change
Step 2: Negotiate the Alternatives
Step 3: Overview the Activities
Step 4: Validate
Step 5: Align for Best Fit
Step 6: Lead the Effort
Step 7: Embrace the Change
Defining and Measuring Success
Cost and Benefits
Critical Healthcare Measures
Value (Patient Satisfaction)
Future of Innovation in Healthcare
To Know the Future, Assess the Present and Learn from the Past
Understanding the Present Situation
Future of Healthcare Innovation
Implications for Future Innovation
Changes to Delivery
Electronic Medical Records
Personnel Changes and Expanded Roles
Eliminate Waste and Improve Processes
Leadership in Innovation
Innovation and Leadership
Evaluating the Organization
Assessing the Readiness
Developing a Strategy for a Healthcare Organization
Implementing the Strategy
Corporate (Administrative) versus Functional (Departmental) Strategies
Leadership and ENOVALE
Innovation and the Individual
The Individual as Judge and Jury
Unsatisfied Needs: Individual Perspective
Knowledge and Innovation
Purchase Behaviors (Value)
Healthcare and the Individual
A Collective Perspective
Power to the Individual
Dr. Greg McLaughlin possesses a unique talent for taking strategic visions and ideas, and turning them into operational realities. He creates value in organizations through his ability to solve complex problems, recognize hidden or unexplained data patterns, and by creating practical, ready-to-implement solutions. Over the past 30 years, he has developed a passion for innovation excellence resulting in the creation of the ENOVALE™ process. His colleagues refer to him as a "Renaissance Man," given his diverse sets of life and work experiences that include innovator, hurricane forecaster, author, Six Sigma/Lean "guru," published songwriter, and Deacon.
Greg’s diverse background includes extensive time working with management/project methodologies for innovation success. He created the first set of comprehensive Black Belt materials for the Six Sigma Academy, where he was credited with over $300 million of cost savings over a five-year period. In addition to his Senior Master Black Belt status, he honed his skills as a quality management consultant working directly for Dr. W. Edwards Deming.
Greg has held two executive positions in the manufacturing, medical products, security, and process industries. He was the CEO of Inthesis, Inc., a successful business intelligence company.
He is currently senior vice president for research and development at Global Targeting, Inc., an international strategy and advising firm dedicated to sustained innovation success.
Publication credits include numerous academic and practitioner journal articles, author of Total Quality in Research & Development (1995), and the primary author of Chance or Choice: Unlocking Innovation Success (2013), ENOVALE: How to Unlock Sustained Innovation Project Success (2013), Leading Latino Talent to Champion Innovation (2013), and Unlocking Sustained Innovation Success in Healthcare (2014).
His educational achievements include a doctorate in business administration from Nova Southeastern University, and a master of science degree in statistics, and an undergraduate degree in meteorology from the Florida State University. Greg was the director of doctoral research at Nova Southeastern University and presently holds a core faculty position at Capella University.
Dr. Suzanne Richins is known as an early adopter of technology and innovation. As a senior leader in healthcare, she was one of the first to look at using analytics to structure staffing schedules based on patient arrival acuity to the Emergency Department for her master’s thesis. The methodology was adopted throughout Intermountain Healthcare and various other well-known healthcare systems. While serving on the American Hospital Association Board and The Joint Commission Advisory Committee, she conducted her dissertation on patient satisfaction prior to the adoption of these standards by both of these respected organizations. Her latest work is in using analytics to predict patient outcomes and improve quality. She also teaches doctor of business administration (DBA), doctorate in healthcare administration (DHA), and doctorate in nursing practice (DNP) students for various universities.
Suzanne earned her nursing degree from Weber State University, her professional arts degree from St. Joseph’s College, her MBA from Utah State University, and her doctorate in healthcare administration at the Medical University of South Carolina. She earned her degrees while advancing from staff nurse to manager of the operating rooms, director of emergency and urgent care clinics, director of medical/surgical services, administrator of freestanding surgical centers, and chief operating officer.
Due to her varied education and experience, Suzanne currently provides consultation and advising to clients about software for electronic medical records, revenue cycle management, and predictive and retrospective analytics. She is the senior vice-president for healthcare at Global Targeting, Inc.