Open Innovation for Healthcare

1. Open Innovation
for Healthcare
2016

2. 2
Agenda
1.Introducing Induct & 1141 Group
2.Open Innovation
3.Client Innovation Achievements
4.The Induct Platform
5.Innovation Networks
6.Demo
7.Next Steps

3. 3
About

4. 4
founded in 2000 as tech arm of inc. 500 company
headquartered in st. louis, missouri
connect people, process, technology
unique entrepreneurial approach to project
delivery
Selected Customers

5. 5
About

6. 6
By providing a methodology and technology for innovation communities we enable
organizations to increase their innovation capability
OSLO (HQ) LONDON BARCELONA SAO PAOLO BANGALORE BEIJING
• Established in 2007
• Leading open innovation platform
• +180 implementations world wide

7. 7
Advisory Board
Dr. Henry Chesbrough
Executive Director of the Program in
Open Innovation at Haas School of
Business at UC Berkley
Dr. Sabine Brunswicker
Prof. for Innovation, Dir. of Open
Digital Innovation Research, Purdue
University, Head of Open Innovation,
Fraunhofer Institute, Germany

8. 8
SELECTED CUSTOMERS & PARTNERS
HEALTH CARE
Nøtterøy kommune
PUBLIC SECTOR PRIVATE SECTOR PARTNERS

9. 9
Clear goals and strategy for innovation
that are aligned with the organization’s strategic goals.
People with assigned responsibilities and dedicated time
for innovation activities and portfolio management.
Defined processes
to capture, select and implement good ideas, and to measure outcomes and
share learnings.
A Culture for innovation
That needs to grow and be maintained for productive innovation.
Methodology
How do the best innovate?

10. 10
Induct Methodology
The nnovation Process Model

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FRONT END
IDEAS
CHALLENGES
KNOWLEDGE
INSIGHTS
EXPERIENCE
Crowd sourcing wisdom
Experience- and knowledge-sharing
Engagement, Collaboration and Diffusion
BACK END
Oversight of multiple development processes and project
portfolios, of accountabilities and activities, and of
related on-demand reporting.
Product Development
Service Design
Process Improvement
LEARNING
Measuring Outcomes
&
Sharing Innovations

12. 12
Connecting
Healthcare
Innovation
Communities
Vision

13. 13
An innovation community that can connect YOUR healthcare organization with...
Innovation
Community
Staff
Partners
Researchers
Patients
Entrepreneurs
Other Stakeholders
Other hospitals, laboratories, clinics,
healthcare insurance, pharmaceutical
and equipment industry, etc.

14. 14
Connecting communities and exchanging knowledge
within and across global innovation ecosystems
Induct platform uniquely enables a knowledge exchange
• The value of such an exchange
increases as others join the
communities, share their high
impact innovations, and build the
stored value in the network.
• Once a critical mass of valuable
information is in an exchange, a
tipping point is reached, and the
adoption process and stored
value will accelerate.Induct platform enables
The Knowledge Exchange

15. “Innovation can no longer be
confined to some specialists
within a firm. It must become a
part of the company culture”
Dr. Henry Chesbrough

16. 16
The following stories portray
healthcare clients’ successes
that are creating value
for their customers,
and that were enabled by Induct.

17. With Induct, each hospital in Norway has an innovation solution readily
available, where they can:
• Create, collect and process ideas/projects for new and improved
processes, services or products, and,
• Share such innovations and improvements across a national network
of hospitals.
Norway's hospitals are now connected nationally in a web-
based innovation ecosystem
The Norwegian Department of Health has selected Induct, after
exhaustive competitive analysis, to be the sole-source provider of this
innovation solution.
The national network connects all 4 healthcare regions, 81 hospitals,
128,000 employees (2.56% of Norway’s population).
NORWEGIAN HEALTHCARE ECOSYSTEM

18. The Swedish Stockholm Region has
selected Induct to be its sole-source
provider of this innovation solution.
With Induct, each hospital in in the Stockholm
Region will have an innovation solution easily
available, where they can:
• Create, collect and process ideas/projects
for new and improved processes, services
or products.
• Share such innovations and improvements
across a regional network of hospitals and
related organisations
Sweden’s Stockholm Region is connecting its 13
hospitals in a web-based innovation ecosystem.
SWEDEN’s STOCKHOLM REGION
HEALTHCARE ECOSYSTEM

19. The Innovation Exchange is new online portal to help healthcare
innovators turn their ideas into real frontline service improvements,
created and managed by NHS England.
It brings together for the first time an unprecedented collection of
networks, ideas and resources on a single web platform
NHS CENTRAL PORTAL
“The Innovation Exchange is a window to
the future of healthcare.”
Miles Ayling,
Director of Innovation, NHS England

20. The KSS Academic Health Science Network (AHSN) Dementia
Call 2014, using Induct, piloted and introduced a dynamic new
way to establish a community of interest, and to work with their
partners across the NHS, social care, third-party organizations,
industry, academia, care-givers, and patients.
National Health Service, England
KSS Academic Health Science Network
Dementia Call 2014

21. KSS AHSN began using Induct in 2014 to facilitate its Navigator program
for healthcare suppliers. As KSS describes the service: “Registering your
idea, innovation, product or service with KSS AHSN brings you closer to
the health and social care market. Our Navigator Advisory Service offers
a fast track to clinical advice and other expertise to help bring products and
services to market faster and more effectively. We can help you make
sense of the market, ensuring your innovation has every chance to
succeed. The information you provide will only be seen by our team (to
ensure our proprietary security).”
National Health Service, England
KSS AHSN – Academic Health Science Network
Navigator
Advisory Service

22. WHCCG, led by GPs and supported by management teams, is responsible for determining healthcare needs,
contracting with public and private service providers, and managing related funding for its area of England.
In 2014 it took the lead among CCGs to use Induct services to invite its 200+ staff to… “help us become great
commissioners of health care. The initial pilot phase (launched September 2014) has four main focus areas…
continuing health care (CHC), personal health budgets (PHB), financial recovery… (and) how we make decisions here at
the CCG… (as well as) to register any other good ideas you might have.”
In the first 6 months 36 ideas were registered, with the vast majority moved forward for development, implementation,
and for sharing.
National Health Service, England
West Hampshire
Clinical Commissioning Group
Ambition Program
“help us become great
commissioners of health care.”

23. COI
This national initiative will identify how to motivate public service
content-providers to share their content in order to improve quality
and cost. It will also identify the needs and usage patterns of the
various user groups in order to increase positive impact of services.
COI will also use Induct to support documentation of such
information so as to encourage and enable adoption and diffusion.
To help ensure that Denmark’s public sector increases its
innovation capability.
CENTER FOR PUBLIC INNOVATION
This initiative…
• Connects 5 regions
• Increases innovation capability
• Accelerates sharing of knowledge within and across regions
• Fosters adoption and diffusion of innovation and improvements
CAPITOL REGION OF
DENMARK
REGION ZEALAND
REGION OF SOUTHERN
DENMARK
MID JYLLAND
NORTH JYLLAND

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Open Innovation Models

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Aalborg University Hospital
COST SAVINGS
The hospital has reported additional operational cost savings
of $7 million over the span of three years through its use of
Induct.
EFFICIENCY and CAPACITY
The Innovation Clinic has been able to process 2.5 times as
many ideas with same number of staff.

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Aalborg University Hospital
INNOVATION CULTURE
“We have seen a dramatic change to a one hundred year
old culture. Typically, only doctors (or researchers) would
submit ideas, but with Induct, we now receive ideas from
every type of employee, and in close proportion to their
actual numbers.”
Nurses
55%
Doctors and
researchers
23%
Technicians
12%
Private
5%
Others
5%

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Commercialization: The Oxygen Soother
The idea for this product was suggested by a nurse from the
anesthesia department of the Aalborg Hospital. Its development was
managed by Aalborg’s Innovation Team using Induct.
Children benefit from the oxygen therapy when sleeping and awake. Children have a
natural suction instinct and therefore they keep the soother in the mouth and the
oxygen will continue to blow into the nostrils.
The technology consists of an adaptor for oxygen tubes mounted on to a soother. It
ensures that the child gets the right amount of oxygen delivered under the recovery
phase. The oxygen is led directly into the nostrils without touching the child.

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Oslo University Hospital
Through this project managed using Induct, waiting times for the
diagnosis of breast cancer decreased by 90 per cent. Patient
participation and design methodology was applied guiding the
new assessment process.
Two important lessons were learned; the patient is an expert and
professional cooperation is a must in order to succeed in
implementing the new solution.
WAITING TIME
BEFORE
IMPROVED
WAITING TIME
12 weeks
1week
Imagine the benefits to worried patients, and
to the success of any required treatment.

29. The Induct Platform

30. KEY QUALITIES OF THE PLATFORM
• Collaboration
- Multiple users can work together in real-time in the same
project space
- Users can be involved in the project no matter where they
are in the world
• Processes
- Tasks, documents and checklists follow the process you
create and need to support
• Portfolio and reporting
- Quick and detailed overview of all ongoing projects
• Organization customization
- One size do not fit all organizations, the platform can be
customized to fit the existing processes within the
organizations

31. COLLABORATION
• One common project space
- No more sending documents on email where
nobody knows who has the latest version
• Overview of what needs to be done
- Assign tasks to the ones who are responsible and
easily follow up making sure the tasks are
completed
• Internal and external users
- The platform can be used at work, at home or
wherever the users do their daily work

32. PROCESSES
• Define yourself the processes which are needed
- Create one or several processes
- Utilize categories to choose different processes
• Create and define templates
- Automatically populate projects with documents and
templates based on which process the are in, and how
far they have come
• Define tasks to be completed during the process
- Make sure nothing is forgotten
- Make sure tasks are conducted in the right order

33. PORTFOLIO AND REPORTING
• Create different types of reports
- Customize your reports creating the overview of
the information you need
- Users can create their own reports based on
individual needs
• Work lists
- The system creates work lists based on how far
the projects have come in the process and based
on who is responsible for further actions

34. ORGANIZATION CUSTOMIZATION
• Customize the platform with the organizations look
and feel
- Familiar settings creating trust for the users
• Create your own processes
- Avoid the burden of using predefined processes
which do not fit how the organization operates
• Create your own templates, tasks and reports
- Reuse what the organizations already have in place
by putting into the system

35. INDUCT COMMUNITY
Responsive front pages
maintained by clients
FRONT PAGES
• Use a look and feel your users
can relate to
• Present the way you work
• Recent activity
• Last uploaded ideas

36. INDUCT COMMUNITY
The place to go for idea
information and
collaboration
IDEA PAGE
• Information tools
• Social tools: comment, like and follow
ideas.
• Work Tools: Team, tasks, documents,
scorecards, team-discussions
• Hashtags makes it easy to find similar
topics
• Security: Access differentiated by
role

37. INDUCT COMMUNITY
Make the right decisions to
drive the innovation efforts
forward
DECISIONS
• Predefined reports
• Use results from scorecards
• Use single questions or question
groups.
• Large set of filtering possibilities
• Easy to share among colleagues.
• Easy to find the best ideas in
decision quadrant.

38. INDUCT COMMUNITY
Giving management a
complete overview of the
Innovation Portfolio
INNOVATION FUNNEL
• Predefined rapports by
management
• Individual reports pr. User
• Drill down:
–focus area
–Processes
–Stages in processes
–Etc.
• Visually presented in a funnel

39. CONFIGURABLE
Templates, tasks and reports are easily saved
and ready to be used again and again
REUSE THE GOODS
Set up processes that are adapted to the
workflow you and your team are used to.
RECOGNIZABLE WORKFLOW
Front pages fit the visual guideline and users
work in a familiar environment
FAMILIAR TO USERS

40. Innovation Networks

41. INNOVATION NETWORKS IN PUBLIC SECTOR
• Professionalize
innovation efforts locally
• Establish web based
arenas for sharing and
collaboration
• Diffuse learning
• Benefits and profits
across regions and
public sector
organizations

42. INNOVATION NETWORKS IN PUBLIC SECTOR
Network
members
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Categories

43. INNOVATION NETWORKS IN PUBLIC SECTOR
Filtering
options
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44. INNOVATION NETWORKS IN PUBLIC SECTOR
Automatic identification of
similar ideas found in the
innovation network

45. Thank you !