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There Is No Friend As Loyal As A Book
Fulfilling The Promise Of Innovation In Healthcare!
by Edward Marx
What you’ll achieve by this book
Cure Cancer!
All author profits from this book are donated to Mary Crowley Cancer Research, a stage one clinical trials health center whose mission is to bring hope to cancer patients through innovative clinical trials while advancing treatments for patients in the future. When you buy this book, you are funding the latest in cancer research and treatment to eliminate this horrible disease.Innovation Framework
You will learn more about the innovation framework popularized by HIMSS. It is a generally accepted framework used by many leading organizations.Peer Case Studies
Each part of the innovation framework is supplemented with 4-5 case studies written by your peers. These best practices are easily customized to your organizations culture and give you a handbook from which to make innovation a reality.Endorsements.
The Foreword is written by the Cleveland Clinic CEO. The Introduction is written by the Mary Crowley Cancer Research CEO. In total, there are 40+ executive endorsements.
CHAPTERS
Chapters we’ve covered
Chapter 01
One of the first things you need to do to improve the odds of innovation success is ensure support and engagement from key organizational leaders. Innovation is hard to do in a vacuum. Often it takes a team, some of whom are directly involved and others who provide resources and political cover. As you embark on your innovation, take inventory of key decision makers, influencers and culture. Identify both the individuals who will help you and those who might hurt you. The more organizational community and leadership engagement you develop, the higher the likelihood of overcoming the obstacles that will be on your path to innovation.
Blend Cultures
Include the organization’s larger community and ensure that institutional leaders are engaged and supportive of the proposed innovative strategies.One of the first things you need to do to improve the odds of innovation success is ensure support and engagement from key organizational leaders. Innovation is hard to do in a vacuum. Often it takes a team, some of whom are directly involved and others who provide resources and political cover. As you embark on your innovation, take inventory of key decision makers, influencers and culture. Identify both the individuals who will help you and those who might hurt you. The more organizational community and leadership engagement you develop, the higher the likelihood of overcoming the obstacles that will be on your path to innovation.
Chapter 02
Often we rely too heavily on technology as we embark on innovation. Sometimes innovation starts at the other extreme with people but little incorporation of automation or tools. The best innovations tend to be the result of a strong balance at the intersection of people and technology. Always take an inventory of people and technology to ensure balance. It is the ability to take the best of people and technology, then melding them together, that ignites innovation.
Use People with IT
Do not create an over-reliance on people or on technology; use both resources in concert.Often we rely too heavily on technology as we embark on innovation. Sometimes innovation starts at the other extreme with people but little incorporation of automation or tools. The best innovations tend to be the result of a strong balance at the intersection of people and technology. Always take an inventory of people and technology to ensure balance. It is the ability to take the best of people and technology, then melding them together, that ignites innovation.
Chapter 03
There is an unsubstantiated fear that plans and order run counter to the innovation spirit. Effective roadmaps actually serve as beacons or markers that help innovators navigate their way without being distracted and thrown off course. Plans do not stifle innovation but rather provide necessary guardrails to ensure focus and completion. Too many great ideas were Never realized as resources and passion dwindled from an unnecessarily long journey.
Create Roadmaps
Develop a plan for the functions required to innovate and encourage effective communication between functional experts for strategic clarity.There is an unsubstantiated fear that plans and order run counter to the innovation spirit. Effective roadmaps actually serve as beacons or markers that help innovators navigate their way without being distracted and thrown off course. Plans do not stifle innovation but rather provide necessary guardrails to ensure focus and completion. Too many great ideas were Never realized as resources and passion dwindled from an unnecessarily long journey.
Chapter 04
Many innovations started by listening, observing and then communicating ideas and solutions to problems. When you listen, people are more likely to share ideas and provide encouragement. The more you engage others, the more ideas you are likely to catch. Great innovations are typically a result of multiple iterations by numerous individuals invited to participate in ideation and execution. Inviting others to share in your innovation will galvanize support and engagement necessary for success. One is too small a number for innovation. Innovation is largely a result of a team of teams’ approach to solving a problem or exploiting an opportunity. It can be an ego challenge to have a great innovation and allow others to modify and edit your dream. We can take innovation too personally and become captive to the potential and miss out on something greater. Leveraging others actually frees the innovation to grow and expand beyond what you initially envisioned. There is strength in seeking the wisdom of others.
Collaborate and Listen
Listen for ideas that will potentially solve a problem or present an opportunity to collaborate with stakeholders and galvanize your networkMany innovations started by listening, observing and then communicating ideas and solutions to problems. When you listen, people are more likely to share ideas and provide encouragement. The more you engage others, the more ideas you are likely to catch. Great innovations are typically a result of multiple iterations by numerous individuals invited to participate in ideation and execution. Inviting others to share in your innovation will galvanize support and engagement necessary for success. One is too small a number for innovation. Innovation is largely a result of a team of teams’ approach to solving a problem or exploiting an opportunity. It can be an ego challenge to have a great innovation and allow others to modify and edit your dream. We can take innovation too personally and become captive to the potential and miss out on something greater. Leveraging others actually frees the innovation to grow and expand beyond what you initially envisioned. There is strength in seeking the wisdom of others.
Chapter 05
Transparency is key to effective relationships, which are required for innovation to thrive. The depth and width you share will determine the size of your success. Look for every opportunity and platform to share while actively eliminating barriers to communication. Effective communication will make or break innovation. If active or passive resistance rises, so must your communication. While technology provides great tools to reach many, do not neglect the power of in-person eyeball-to-eyeball dialogue.
Collaborate and Listen
Communicate and Eliminate BarriersTransparency is key to effective relationships, which are required for innovation to thrive. The depth and width you share will determine the size of your success. Look for every opportunity and platform to share while actively eliminating barriers to communication. Effective communication will make or break innovation. If active or passive resistance rises, so must your communication. While technology provides great tools to reach many, do not neglect the power of in-person eyeball-to-eyeball dialogue.
Chapter 06
It seems counterintuitive, but the majority of innovations are rather simple. The temptation to take a problem and create a complex solution exists in most of us. We tend to overthink an opportunity and therefore overengineer a fix. Innovation is often as basic as developing an elegant yet simple solution to a complex issue or opportunity, not the opposite way around. If the innovation can’t be easily explained, start again.
Stress Simplicity
Do not overcomplicate a solution to a problem; keep the following principle in mind: “When you have two competing theories that make exactly the same predictions, the simpler one” is better to implement.It seems counterintuitive, but the majority of innovations are rather simple. The temptation to take a problem and create a complex solution exists in most of us. We tend to overthink an opportunity and therefore overengineer a fix. Innovation is often as basic as developing an elegant yet simple solution to a complex issue or opportunity, not the opposite way around. If the innovation can’t be easily explained, start again.
Chapter 07
To maximize innovation potential, we must not forget the power of motivation in human behavior. People will largely do what they are primarily rewarded and recognized for. For innovation to thrive, consider launching multiple reward and recognition programs to reinforce culture, enhance engagement and encourage collaboration. Programs should reward not only those who generate ideas but also all the support teams enabling the success. That which is rewarded and recognized is repeated. Innovation will multiply commensurate with affirmation given.
Recognize and Reward
Recognize or reward the efforts of stakeholders to innovate even at the smallest levels.To maximize innovation potential, we must not forget the power of motivation in human behavior. People will largely do what they are primarily rewarded and recognized for. For innovation to thrive, consider launching multiple reward and recognition programs to reinforce culture, enhance engagement and encourage collaboration. Programs should reward not only those who generate ideas but also all the support teams enabling the success. That which is rewarded and recognized is repeated. Innovation will multiply commensurate with affirmation given.
Chapter 08
Innovation does not happen by innovators alone. We must be careful not to fall into a belief that innovation is reserved for one person or a special team whose primary function is to develop solutions to problems or invention to opportunities. Innovation is primarily cultural and thrives in team-based organizations. Avoid the trap that innovation is for a select few and all others are discounted. Innovation happens best when it becomes the culture of the entire organization and everyone has the opportunity to engage.
Co-Create Solutions
Appreciate the complexity of attention that innovation requires, and expose the organization to demands from all stakeholders.Innovation does not happen by innovators alone. We must be careful not to fall into a belief that innovation is reserved for one person or a special team whose primary function is to develop solutions to problems or invention to opportunities. Innovation is primarily cultural and thrives in team-based organizations. Avoid the trap that innovation is for a select few and all others are discounted. Innovation happens best when it becomes the culture of the entire organization and everyone has the opportunity to engage.
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Chapter 1
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Foreword
Dr. Tomislav Mihaljevic, President and Chief Executive Officer, the Cleveland ClinicThis is a dangerous book. It’ s a threat to complacency and the way things have always been done. It provides a direct challenge to all of us who work in healthcare— doctors, nurses and administrators at all levels.
Why is this? Because, astonishingly, healthcare is the only major industry that has yet to be transformed by the digital revolution. While manufacturing, retail and transportation enjoy gains in productivity from digital technology, some sectors of healthcare are still struggling to adopt the electronic medical record, telemedicine and the host of other game-changing innovations barreling down the digital pipeline.
Voices of Innovation shows us that it doesn’ t have to be that way. A new generation is taking the helm, energized by the potential of IT to make healthcare safer, more effective and more affordable.
At Cleveland Clinic, our entire organization is moving rapidly to adopt digital technology across all clinical domains. Our surgeons who performed the world’ s first 100% face transplant planned their stupendously complex procedure using patient-specific 3D-printed models assembled from CT and MRI data. We’ ve partnered with top companies to build powerful databases and systems to enhance the speed and accuracy of clinical decision making. With a variety of hand-held apps, we’ re monitoring hundreds of patients at home, keeping them out of the hospital, and responding quickly to acute emergencies.
Almost every place evidenced-based digital solutions are applied, providers are seeing favorable clinical outcomes, improved patient satisfaction and lower costs.
We’ re rapidly approaching the day when the majority of clinical decisions will be supported by information from wearable devices, imaging, implants, genetic profiles and analysis of the microbiome—with insights from global health and all published research.
This is not a future where doctors are replaced by computers. It’ s a future where doctors have access to 1,000 times more knowledge than they could ever get from their own reading. It’ s a future where doctors are liberated from superficial tasks and can focus their full attention on the patient and the patient’ s problem.
The people you’ ll meet in Voices of Innovation are at the leading edge of all these trends. They aren’ t dreaming about the future of healthcare IT: they’ re making it happen right now. And reading about what they’ re doing will make you want to jump out of your seat and begin innovating yourself, whatever your sphere.
Digital technology is going to help us do what healthcare does well, even better. We will use it to connect people with people in new ways— to humanize care and enhance our role as healers.
Author
Edward W. Marx
I have preserved the original Introduction here as it was written when Voices, first edition was published in 2019. I only want to add one paragraph to Voices, second edition.
Shortly after publishing Voices, I was diagnosed with late-stage prostate cancer. The journey is well chronicled in other spaces should you have an interest, but here is the bottom line. My life was saved, and my recovery made complete, directly through innovation. Instead of relying on traditional prostate cancer blood tests that are 50% accurate, I was administered an artificial intelligence (AI) powered lab test that has 90% accuracy. There was no doubt as to the validity of my diagnosis and the urgency to get treated quickly. In recovery, we leveraged digital tools to ensure I and my family had an optimal experience. Thanks to excellent clinicians and innovative tools, I remain cancer free three years later. This is why I am more than thrilled to put in the effort to update Voices with the hope that readers and their organizations will be both inspired and educated with best practices to ensure a culture of innovation. The more innovation, the more lives saved and the more experiences improved.
I am not sure that I am the best person to write on innovation, but the idea of helping fill a void in healthcare technology today was something I wanted to have a part in. I was humbled when I was approached by the Healthcare Information Management Systems Society (HIMSS) in 2014, asking if I would take the lead on this important work. Always up for a challenge and passionate on the topic, I agreed. I don’t believe anyone needs to be convinced of the acute need for increased innovation in healthcare technology. The gap may be closing, but other industries have certainly benefited far more than healthcare when it comes to innovation. This book aims to accelerate the closing of the gap.
I have several motivations to see innovation become part of our healthcare technology DNA. The three that stand out the most are highly personal. My mother was diagnosed with stage 4 ovarian cancer in 2002, and after a valiant fight, she died in 2006. Along the way I was engaged in my mom’s healthcare as she was shuffled from provider to provider, who all relied on paper charts. I will stay out of the details, but the opportunities for disruption were ever present. I always knew of the dysfunction of our industry, but now it was personal. I vowed to make a difference wherever I served to help save lives. My mother continues to motivate me today.
In 2012, after summiting Kilimanjaro with Texas Health Resources colleagues, we traversed to a remote Masai village in the great plains of Tanzania. Several months prior, we had made arrangements with the government to fund, build and staff the first ever medical clinic. We opened on time and to great fanfare. Our first patient was a young late stage pregnant mother who had not felt her baby in two days. We were not equipped for primary care, let alone trying to deliver a baby in severe distress. Our team of doctors were amazing. They innovated. They created all the tools needed out of our very basic supplies to including a sandwich bag and shoelaces. The baby was delivered still and brought back to life thanks to the innovation of our providers.
In April 2017, I was completing the national championships to secure my fifth consecutive spot on TeamUSA Duathlon. In the last two miles, I suffered a complete blockage of the left anterior descending coronary artery. I was suffering a heart attack commonly referred to as the “widow maker.” In this case, innovation saved my life. When I crossed the finish line, I checked myself into the medical tent. The physician did an EKG via smartphone, and the strip was read immediately by the interventional cardiologist on staff at a nearby hospital. By the time I arrived via ambulance, the interventionist shared that Cleveland Clinic heart specialists had already conferred with him concerning the treatment protocol. Two days later I was back at work and anxious to heal quickly to race again. Using multiple Bluetooth technologies, all related vitals were transferred to my record and read by my care team daily. As a result, they were able to adjust meds in real-time, no appointment required. This hastened my recovery. Exactly 90 days later, I traveled to Denmark to compete in the Duathlon World Championships as a member of TeamUSA. As I crossed the finish line, arms outstretched carrying our nation’s flag, I gave thanks for my life and all the people and tech that helped me not just survive, but thrive. This scenario would have played out much differently even one year ago. Thankfully there are some companies and organizations innovating. Now we need everyone to join in.
While there are many books written on innovation, including some titles related to healthcare technology, they largely remain theoretical. This is great as we need to proliferate the concepts and need for increased innovation. What is missing is a practical “how-to” guide. Using an established and respected innovation process framework, we wanted to share real stories of how individuals and companies are leveraging those concepts to realize innovation. Theory and frameworks are critical, but real-world examples bring them to life.
Voices leverages the HIMSS innovation framework and supplements each process with a handful of practical stories from people like you and me. They represent innovation taking place around the globe and in all aspects of healthcare to include providers and suppliers. It is my hope that you will find Voices to be practical and inspirational. It is designed so that any person or organization can take this framework and, by learning from others’ experiences, bring innovation into your world. If everyone adopts an innovation mindset and way of working, imagine the stories of disruptive transformation we will share with one another as we seek to fulfill the promise of information technology in healthcare (Figure I.1).
Contributing Authors
There’s a lot of contributing authors, and find about them HERE.
Intro from Jennifer
Jennifer Fox, Chief Executive Officer, Mary Crowley Cancer Research
I first met Edward Marx in 2022 as a member of the board of directors. As the CEO of Mary Crowley Cancer Research, I find it critical to engage board members who believe in innovation and transformation. It has been invigorating to add someone to our board of experts with broad healthcare experience who is a digital transformation and innovation expert. When we met, I knew we had the right level of expertise to join our board. Having previously served as the VP of Research Operations for a large healthcare organization in a major Texas market, I am familiar with the need to be relevant and keep up with the digital transformation that is possible today. I believe that innovation will enhance and transform the patient experience and elevate healthcare for. We are fortunate to have great innovators such as Ed to propel our organization and industry forward.
Ed has a deep history in healthcare when it comes to innovation. In fact, he has a reputation for collaborating with teams and developing innovative solutions to maximize technical and digital investments. Early in his career, he and his team developed the first two-way NICU video solution so parents could have 24×7 interactions with their sick babies. Later, Ed’s teams would develop creative solutions that helped save lives and improve the quality of care at multiple organizations, including Texas Health Resources and Cleveland Clinic.
If you have followed Ed, you understand he does not sit on his laurels but continues to be a catalyst pushing the industry forward. As the chief digital officer for Tech Mahindra, his teams developed the world’s first complete virtual care platform. In 2022, Ed became the chief executive officer of healthcare advisory and solutions firm Divurgent and has flipped the traditional consulting model further, differentiating their go to market strategy and offerings from traditional competitors. I can’t wait to see what Ed does next!
Ed has also leveraged a variety of media tools to further encourage not just innovation but digital transformation. He is an avid blogger, and his essays have more than 100,000 visits. His podcast, DGTL Voices, is ranked in the top 3%. He has written several healthcare best-selling books plus a “coffee table” book on running and a collection of stories from his first 50 years, titled Extraordinary Tales of a Rather Ordinary Guy. He and his wife, Dr. Simran Marx, plan to release a book in 2023 on romance in marriage.
After the success of the 2019 healthcare bestseller Voices of Innovation, Ed shared he was working on a second edition and asked me to contribute. He also asked that I write this introduction. How could I say no? I understand firsthand the importance of innovation in all aspects of healthcare, from payer to bio tech to providers to research and clinical trials. As a Phase I clinical trial center, Mary Crowley Cancer Research success to date is all around innovations of all kinds. Cancer research innovation translates into saving more lives and creating hope.
What makes this book even more special is that 100% of all author royalties goes directly to Mary Crowley so we can continue to invest in finding new cancer treatments that are both more effective and less toxic to the patient. Hope lives here.
Author Achievements
Honor & Awards Achieved
Winner
International Thriller Writers Award for Best Novel (These Toxic Things)
Guest of Honor
International Thriller Writers Award for Best Novel (These Toxic Things)
Nominated
International Thriller Writers Award for Best Novel (These Toxic Things)
Winner
International Thriller Writers Award for Best Novel (These Toxic Things)
Finalist
International Thriller Writers Award for Best Novel (These Toxic Things)
Nominated
International Thriller Writers Award for Best Novel (These Toxic Things)
AWESOME STATS
All Milestones Achieved
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8385
Achievements
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89,898989+
Active Readers
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8481k
Writing Hours
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898982k
Total Sells
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8183
Awards
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