Unlocking Sustained Innovation Success in Healthcare

Introduction
Background
Quality Assurance and Quality Improvement
Evidence-Based Medicine Adoption
Checklists
Toyota Principles
Six Sigma
Lean Techniques
Comparative Effectiveness Research
FMEA and Root Cause Analysis
Pay-for-Performance
The Evolution to Innovation
Government-Sponsored Innovation
Professional Societies and Associations
The Need for Innovation
Organization of the Remaining Chapters
Summary

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

Healthcare Professionals Survey Results
Introduction
Methodology and Demographic Analysis
     Methodology
     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
Summary

Understanding Sustained Innovation: The Concept of Originality
Introduction
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
Summary

Improvement Can Be Innovative!
Introduction
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
Summary

Innovation from Proactive Change
Introduction
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
Risk
     Step 5: Align for Best Fit
     Step 6: Lead the Effort
     Step 7: Embrace the Change
Summary

Defining and Measuring Success
Introduction
Defining Success
Creating Measurements
Project Success
     Cost and Benefits
Critical Healthcare Measures
     Effectiveness
     Value (Patient Satisfaction)
Reputation
Summary

Future of Innovation in Healthcare
Introduction
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
     Analytics
     Personnel Changes and Expanded Roles
     Eliminate Waste and Improve Processes
     Suppliers
     Increasing Safety
     Patient Experience
     Changing Roles
Predictions
Summary

Leadership in Innovation
Introduction
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
Summary

Innovation and the Individual
Introduction
The Individual as Judge and Jury
     Unsatisfied Needs: Individual Perspective
     Knowledge and Innovation
     Experience
     Performance
     Culture
Purchase Behaviors (Value)
Healthcare and the Individual
A Collective Perspective
Power to the Individual
Summary

References

Index

Biography

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