Make innovation an integral part of healthcare leadership

Sri Bharadwaj, Vice President of Digital Innovation and Applications at Franciscan Health, is part of a new wave of healthcare executives focused on developing a culture of virtual (and value-based) care.

As healthcare becomes the mainstay of the healthcare industry, more healthcare systems are incorporating innovation into their leadership structures. New strategies aimed at managing new tools and technologies, as well as improving clinical care and fine-tuning the workload of clinicians, are often Chief Technology Officers, Chief Innovation Officers, or Vice Presidents of Digital Innovation. It is entrusted to.

Sri Bharadwaj is responsible for Franciscan Health, a medical system with 12 hospitals and 400 sites based in Indiana. As Vice President of Digital Innovation and Applications since February 2020, he describes the journey to value-based care, guiding the healthcare system during times of drastic change caused by pandemics.

At the heart of this is change management, he says. It is an important factor in how we operate and how we will become a virtual hospital in the future.

There is a change in the practical language out there, which is an important element of the role that Bharadwaj and others like him play in transitioning healthcare to value-based care. He states that one of the biggest challenges for the healthcare system to embrace change is the barriers to relationships or the hesitation of adopting new strategies within an organization.

He says the status quo needs to be revisited. COVID-19 created the urgency of change and took a closer look at what we must do to succeed. And we all need to play a role.

It’s not an easy role. Just a few years ago, a Health Affairs study focused on the relatively new phenomenon of chief innovation officers and concluded that they often faced backlash from senior management in driving innovation.

If the goal of the Chief Innovation Officer role is to drive transformation into a truly new business model, the organization will develop innovation structures, provide access to key stakeholders, and procure appropriate resources. We need to be more enthusiastic.

A 2018 study by Kevin Schulman, a professor of medicine at Stanford University’s Clinical Excellence Research Center, and several colleagues at Harvard Business School found that about one-fifth of the medical systems surveyed were chief innovation officers. Or you don’t have the right people. position. For the rest, the position is considered a strategic role, but often there is a break between appointing and influencing someone in that role.

The literature on innovation is increasingly focusing on the role of organizational structure as an important approach to enabling organizations to consider specifically for business transformation, Schulman and his colleagues write. However, in our survey, only 20% of respondents reported that innovation included a new organizational structure. This result contrasts with the desire for innovative innovation in organizations, such as the shift to a value-based payment model in healthcare. This result may limit the impact of these innovation efforts. If innovators lack business model innovation, expect new technologies to achieve transformative results without having a corresponding disruptive business model and being incorporated into new disruptive value networks and ecosystems. To do. Fundamental changes rarely occur.

Aside from these challenges, the role of chief innovation officer is drawing attention in the healthcare world. The Chief Innovation Officer also has its own group of experts. In 2018, the Healthcare Innovators Professional Society (HIPS) was launched with 36 executives from some of the country’s most advanced healthcare systems.

Toby Hamilton, MD, the group’s founder and executive director, will innovate faster if these executives have access to a network of non-competitive peers who can informally share ideas and ideas and collaborate on solutions. I believed it would be. The director said in an interview with Health Leaders.

Sri Bharadwaj, Vice President of Digital Innovation and Applications at Franciscan Health. Photo courtesy of Franciscan Health.

Bharadwaj states that COVID-19 has emphasized the importance of innovation in telemedicine and digital medicine, and executives like him are beginning to prove its value. Health systems that have innovation officers already in place could easily adapt to virtual care when they might have been between hospitals and complete turmoil or closure, while other health systems are technology-only. The structure behind it was struggling to accept management without.

Beyond the pandemic, healthcare system leaders are focusing on a future that combines virtual and face-to-face care on a hybrid platform with new technologies and strategies focused on remote data capture and care management.

It affected the entire sequence of care, says Bharadwaj. And we need to look around ourselves to see how other industries are doing this. They are all moving to digital models.

He says this digital transformation in healthcare is partly facilitated by the shift to consumer-centric care. Consumers will be offered options such as telemedicine visits and digital access to health records, resources and schedules as they gain more control over health care, such as deciding how and where to access care. Is putting pressure on care providers. From retail clinics to telemedicine vendors, a network of new care providers that cater to consumer demand is growing rapidly if care providers are not willing to make changes.

Innovation leaders in the healthcare system create an atmosphere in which these changes can be made, says Bharadwaj. It begins with collaboration in the form of discussions between managers, clinicians, and others in the healthcare setting to identify care gaps and barriers to effective care delivery. How you can address these challenges is not only a new technology, but also a strategy that considers cost, workflow management, and patient involvement. Innovation will not succeed unless there is evidence that it will improve healthcare.

And that’s where the data comes in.

Data is a noteworthy basis, says Bharadwaj. That’s one of the things we’ve been struggling with in the hospital system. Now you can capture a great deal of data both internally and externally. [hospital]But how do you use it in a meaningful way?

The way healthcare systems collect and use data can be the key to whether innovative new programs such as remote patient monitoring (RPM) will become popular, sustainable and scalable. Bharadwaj can use the data coming into the hospital to get a more complete and accurate picture of the patient, increasing opportunities for improved care management as well as long-term patient involvement and outcomes. It states that it can provide new insights into influential preventative health and wellness. ..

After all, he says he was talking about people, not patients.

Bharadwaj states that future healthcare systems will not be limited to hospitals, clinics, or clinics. He predicts that at least 40% of the hospital business will move home by 2025, according to a recent study by Gartner.

In such situations, the medical system needs to lay the foundation for more RPM programs. In addition, the more ambitious home hospital concept of moving some intensive care services to home requires a strategy for reviewing mHealth apps and other digital devices. Treatments prescribed by doctors, and consumer-preferred wearable and telemedicine services.

He says hospitals in the future will be more sensitive. We need to be prepared for this and make sure the house is ready. By 2025 or 2030, patients will have the technology available at home to accept virtual care and we need to be ready to provide it.

Eric Wicklund is a Technology Editor for Health Leaders.

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