Samet Kenneth A, Smith Mark S
Kenneth A. Samet, FACHE, is president and CEO of MedStar Health in Columbia, Maryland. Mark S. Smith, MD, is chief innovation officer and director of the MedStar Institute for Innovation at MedStar Health.
Front Health Serv Manage. 2016 Winter;33(2):3-15.
Convenience, value, access, and choice have become the new expectations of consumers seeking care. Incorporating these imperatives and navigating an expanded competitive landscape are necessary for the success of healthcare organizations-today and in the future-and require thinking differently than in the past.Innovation must be a central strategy for clinical and business operations to be successful. However, the currently popular concept of innovation is at risk of losing its power and meaning unless deliberate and focused action is taken to define it, adopt it, embrace it, and embed it in an organization's culture. This article details MedStar Health's blueprint for establishing the MedStar Institute for Innovation (MI2), which involved recognizing the sharpened need for innovation, creating a single specific entity to catalyze innovation across the healthcare organization and community, discovering the untapped innovation energy already residing in its employee base, and moving nimbly into the white space of possibility.Drawing on MedStar's experience with MI2, we offer suggestions in the following areas for implementing an innovation institute in a large healthcare system:We offer healthcare and business leaders a playbook for identifying and unleashing innovation in their organizations, at a time when innovation is at an increased risk of being misunderstood or misdirected but remains absolutely necessary for healthcare systems and organizations to flourish in the future.
便利性、价值、可及性和选择已成为寻求医疗服务的消费者的新期望。对于当今及未来医疗保健组织的成功而言，将这些要素纳入考量并应对日益激烈的竞争格局是必要的，这需要与过去不同的思维方式。创新必须成为临床和业务运营取得成功的核心战略。然而，当前流行的创新概念有失去其影响力和意义的风险，除非采取深思熟虑且有针对性的行动来定义它、采用它、接受它，并将其融入组织文化之中。本文详细介绍了MedStar Health建立MedStar创新研究所（MI2）的蓝图，这包括认识到对创新的迫切需求、创建一个单一的特定实体以推动整个医疗保健组织和社区的创新、发现员工群体中尚未开发的创新活力，以及灵活地进入可能性的空白领域利用MedStar在MI2方面的经验，我们在以下几个方面为在大型医疗系统中设立创新研究所提供建议：我们为医疗保健和企业领导者提供了一本手册，以便在创新被误解或误导风险增加但对医疗系统和组织未来蓬勃发展仍然绝对必要的时期，识别并释放其组织中的创新能力
