1st Edition

Unlocking Sustained Innovation Success in Healthcare

ISBN 9781482239805
Published October 9, 2014 by Productivity Press
247 Pages 46 B/W Illustrations

USD $69.95

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Book Description

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
Toyota Principles
Six Sigma
Lean Techniques
Comparative Effectiveness Research
FMEA and Root Cause Analysis
The Evolution to Innovation
Government-Sponsored Innovation
Professional Societies and Associations
The Need for Innovation
Organization of the Remaining Chapters

How Innovation Is Different
Improvement Techniques
Processing Conditions
How Is Innovation Different?
Strategic Implications
     Tier 1
     Tier 2

Healthcare Professionals Survey Results
Methodology and Demographic Analysis
     Demographic Analysis
Perceptions of Innovation
Other Factors Affecting Innovation
Work Environment
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
Recognizing Innovation
An Example: Tangible Items
An Example: Intangible Measures
Performance and Innovation
ENOVALE Strategies
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
Defining Success
Creating Measurements
Project 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
     Payment Reform
     Population Health
     Electronic Medical Records
     Personnel Changes and Expanded Roles
     Eliminate Waste and Improve Processes
     Increasing Safety
     Patient Experience
     Changing Roles

Leadership in Innovation
Leadership Characteristics
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 Culture
Going Forward

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



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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.