Day 1 – Different ways to move the needle

Day 1 – Different ways to move the needle

Beware the whiplash

Wrapping up the first day of the Healthcare Disruption Tour, and we have seen a lot already.

Today, we really were asking the question about ‘what is it that innovation looks like’. The answer isn’t easy to pin down. How to make big corporations to see it? How not to crush new ideas? And how to make sure that things can actually work (rather than just being perpetually full of promise).

Two big questions emerged. What should the image of the future be? And how do we bring the people to bring this about into the inside?

 

How to get from here to there?

Nokia Health (formerly Withings) is a good example of the former. They have grown from a French gadget company to a pretty impressive platform player – and incrementally introducing new hardware and insights into their offering. Promising increased insight (learning how respiratory rate impacts CHF) and an astute approach to packaging these services (a hearty approach to compatibility with major doorkeepers, like Epic), we were suitably impressed. And their watches look cool – making them a lot stickier than some other players in the wearables space.

 

 

Where do disruptors live?

And to answer the question of finding the right people, the team at Boston Children’s Hospital offered some really interesting ways to this. In their Innovation and Digital Health accelerator, they offer in-house physicians the possibility to become inventors (if not, for contractual reasons, CEO’s) – as well as offering outsiders the chance to directly impact the health of children. As one of the premier hospitals for children in the world, they can leverage specialists in any range of sub-specialities – and also a large number of very sick kids, whom have very particular needs. It’s inspiring the range and reach they have (as well as the number of industry players who support them).

 

 

Bringing it home, though

Finally, the question of how to bring this home. It’s a question we are going to keep running in to, but it’s clear already that we face not necessarily technology questions in the life sciences, but cultural ones. But, to turn a phrase, it is not dogs that make offices innovative – it’s people who think brining their dog to the office isn’t a problem. Making the change from suits to open atmospheres is more important than anything else.

A fascinating first day – I’m certainly looking forward for more ideas to come.

Edward
edward.atkinsonclark@a-cross.com


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