Kris Wilson, Hilo Medical Center Apple and Android: The case for a little bit of both With the closed devices, security threats are far more manageable." "Where possible, being open is much more cost-effective. “Innovation is a core pillar of our employee promise, and the brilliance of our workforce is a constant source of transformative ideas for our innovation pipeline.”īut to think that Northwell Health could innovate in seclusion, that it could lock itself in a room and still solve the complex and nuanced challenges of delivering care to the country’s largest metropolitan area, would be a hubris the health system could not afford, she added. “This is not to say that Northwell Health doesn’t also have a strong commitment to developing its own custom applications, algorithms and processes,” Trenchard said. The wealth of that collective knowledge is what Northwell seeks to harness – bringing together ideas to germinate in what Northwell Chief Technology Officer Purna Prasad, MD, calls the health system’s “digital dirt.”īut there is a qualification to this open methodology. “The possibilities of the digital age are being explored and developed in so many sectors, by more brilliant minds than any single company could ever hire alone.” “Our strategy is definitely one of open collaboration – much the way advancements in the medical sciences have been made for centuries,” said Emily Kagan Trenchard, vice president of digital and innovation strategy at Northwell Health. Like the Hospital for Special Surgery, Great Neck, New York-based health system Northwell Health maintains an Android-like open approach to innovation. “While commercialization and shared economics are key drivers for our innovation strategy, we do not lose focus of our primary driving force for innovating, which is to get what HSS has to offer today on the upper east side of Manhattan to the rest of the world at scale without having to be at an arms distance to our patients or consumers,” he said. The hospital’s maturity in the field of musculoskeletal health as one of the leading experts in the field gives the hospital the confidence and “brand permission” to not worry about others executing ideas without the hospital, he added. ![]() ![]() Our longstanding appetite for experimentation and iterative learning in the clinical realm has transferred into our business development, commercialization and innovation practices.” “We would not be able to accomplish this if we had a closed model. “These ‘outsiders’ then infuse HSS knowledge into their own ideas to create new products, companies and services that differentiate us and our offerings to the world,” Achan explained. This means that its strategy includes not only “inside-out” innovations traditionally seen in academic medical centers – technology transfer – but also inviting the entrepreneurial community in to solve problems with the hospital that span across a consumer’s musculoskeletal lifecycle. Webinar: What innovation means to healthcare and why it matters todayĪs a “knowledge factory,” the Hospital for Special Surgery is leveraging all of its intellectual property, know-how and clinical expertise as part of its evolution to caring for consumers, not just patients, before they even know they need the hospital. “HSS is transitioning our business model and moving from a focus factory, as a single-service provider, a specialty hospital, to a knowledge factory.” “As a mission-driven organization dedicated to advancing musculoskeletal health globally, we operate without the concern of competition often seen within more closed innovation models,” said Leonard Achan, RN, chief innovation officer at the Hospital for Special Surgery. ![]() New York’s Hospital for Special Surgery, for example, takes the Android path – wide open. ![]() While different healthcare organizations have different approaches to innovation, open appears to be a popular route. Let’s take a look at the pros and cons of each approach. One question becomes: Does a healthcare organization keep its innovation methods close to the vest and closed like Apple or wide open to outside influences like Android? And healthcare provider organizations on top of their game have innovation strategies in place to foster progress. Health systems, hospitals and group practices must innovate to keep up with the fast-changing worlds of both healthcare and IT. Conversely, Android is open to one and all and encourages outsiders to innovate with its open operating system. Apple has tall castle walls and a moat surrounding its products and innovation strategy – no one can get through. Apple and Android are famously known for two very different approaches to computing and innovation.
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