Avoid the pitfalls of solution-bias in health innovation
1 Comment June 08, 2018
Health innovators need to choose the right units of analysis to guide the innovation task. Thinking about solutions or committing to one too soon, before gathering full evidence of health system priorities, unmet multi-stakeholder needs and unrealised outcomes introduces unnecessary risk, iteration, delay and cost. Worst of all, it can lead to failure.
Why does health technology innovation go wrong?
1 Comment May 25, 2018
In healthcare technology innovation, there is a tendency towards a solution-ﬁrst mindset and approach. A better approach is to ﬁrst identify, understand, measure, prioritise, segment and synthesise the unmet needs of multiple healthcare ecosystem actors. Yet doing so hinges on resolving the problems of ﬂawed deﬁnitions and wrong inputs at the front-end of the healthcare technology innovation process. With the right units of analysis, the correct inputs deﬁned and the proper innovation sequence followed, previously hidden opportunities for healthcare technology innovation can be revealed, market-based strategies devised and new product (and service) concepts generated to address important areas of unmet need. In this article, Chris Lawer, Umio CEO, describes how to reduce innovation costs whilst improving the efficacy and success rates of novel healthcare and clinical technologies, products and services.
The flow and foundations of discovering and designing value-based interventions in health ecosystems
1 Comment April 28, 2017
Today, organisations require advanced capabilities for understanding complex systems problems, finding improvement or transformational opportunities, developing ecosystem strategy, designing compelling value propositions, and executing valued interventions. In this post, we summarise some key principles and provide a design process model.
Design thinking fails to address complex system problems: What can it do better?
1 Comment February 24, 2017
Design thinkers face particular challenges when seeking to intervene to improve value and outcomes in complex adaptive ecosystems such as cities, health and social care, education, energy, food production and distribution, the built and natural environment and development. In such systems, the root causes of problems and the origins of poor outcomes are often hard to identify and difficult to address due to their nested, interconnected and dynamic nature, as well as the fact that they consist of a diversity of humans, technologies and resources whose actions and effects are not wholly predictable.
Why is it becoming harder to address complex health problems?
1 Comment October 19, 2016
Complex health problems persist because we are using problem-solving approaches that are increasingly ineffective to address them. The logic, assumptions and innovation practices in popular use today are incapable of making a significant difference.
From Chief Executive to Chief Ecosystem Officer: The new leaders of innovation
1 Comment September 04, 2016
An ecosystem perspective means that organisations that conceive, design, deliver and intervene with novel health technologies and services must consider themselves to be organisms too. And their leaders must become a new kind of CEO - the Chief Ecosystem Officer. They must adapt and shape their innovation and strategy capabilities and processes as well as organisational structure to align with an ecosystem view of their purpose, function and value; they must open out and engage with other ecosystem actors particularly patients; they must adopt more collaborative and advanced problem-learning capabilities with them and they must assess and plan for the wider effects of their value-propositions beyond immediate users or customers. Their organisations must be more adaptive and designed for ongoing evolution.
Making design thinking work in complex health ecosystems
1 Comment June 23, 2016
Whilst the practice of “build-test-fail-learn-iterate” can lead to elegant innovation and superior user experiences in relatively simple, linear 1:1 company-customer markets such as consumer goods or tech, in markets characterised by many stakeholders with often competing interests, design thinking is less effective.