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Innovating Within Bureaucracies Eric Rice, PhD Johns Hopkins University.

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Presentation on theme: "Innovating Within Bureaucracies Eric Rice, PhD Johns Hopkins University."— Presentation transcript:

1 Innovating Within Bureaucracies Eric Rice, PhD Johns Hopkins University

2 Typical Universities (and other bureaucracies) College Institutes Centers Departments

3 2010 ~ 1200 students/semester 6 Full-time Faculty ~ 48 Courses Entrepreneurship & Management Minor Professional Writing Program Salant Investment Team Business Plan Competition ( ~ 40 Teams) Hopkins Student Enterprises (3) Center for Leadership Education

4 Mission Statement Provide quality instruction to prepare students to create, manage, and lead enterprises. Support academic department and research centers. Help develop an entrepreneurial culture in the JHU community.

5 Model of Change Traditional Model 1: Center for Leadership Education Disciplinary and Departmental Center for Leadership Education Departmental Structures Change Unit Bureaucracy

6 Center for Leadership Education 2014 ~ 1700 students/semester 11 Full-time Faculty ~ 86 Courses Entrepreneurship & Management Minor Marketing & Communications Minor Master of Science in Engineering Management Program Professional Development Program Salant Investment Team Business Plan Competition (~ 85 Teams) Oral Presentations Contest Internship Program Hopkins Student Enterprises (5-6) Hopkins Social Enterprises (5-6)

7 A Model for Academic-Based Innovation Youseph Yazdi, PhD, MBA Executive Director Center for Bioengineering Innovation & Design Program Director Johns Hopkins – Coulter Translational Partnership Assistant Professor, Johns Hopkins Dept of Biomedical Engineering Assistant Professor, Johns Hopkins Carey Business School

8 Our Mission the education and development of the next generation of leaders in healthcare innovation And the creation and early-stage development of healthcare solutions that have a transformational impact on human health around the world. ~ Our key measure of success is the positive impact our students and our technologies have on the quality and accessibility of healthcare.

9 Each Year: ~20 Medical Innovation Projects (~8 Global Health) ~100 Students ~ 40 Clinicians

10 not bench to bedside bedside to bench to bedside Our model differs fundamentally from traditional academic-based innovation not tech transfer innovation partnerships

11 The traditional academic model … Bench to Bedside

12 The traditional academic model … Bench to Bedside

13 Clinical People – Team Strategic Decisions Finance and Resourcing Patient, Family Health Care Worker, Physician, Surgeon Health Care Facility, Provider Commercial Technical, Design Organizational, Strategic Reimbursemen t, Payer Regulatory, Compliance Competitive Landscape Solution Specification Evaluation, Verification Technology Development Full Range of Perspectives Needed – How? What Order? Solution Concepts and Development Manufacturability to Scale

14 Clinical People – Team Strategic Decisions Finance and Resourcing Patient, Family Health Care Worker, Physician Health Care Facility, Provider Commercial Technical - Design Organizational - Strategic Reimbursemen t, Payer Regulatory, Compliance Intel Property, Competitive Landscape Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development Traditional Bench to Bedside Model: Often Misses the Mark after Much Expense Copyright Youseph Yazdi 2013

15 Clinical People – Team Finance and Resourcing Patient, Family Health Care Worker, Physician Health Care Facility, Provider Commercial Technical - Design Organizational - Strategic Reimbursemen t, Payer Regulatory, Compliance Intel Property, Competitive Landscape Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development The Stanford Biodesign Model: Identify  Invent  Implement Much Better, Develop Deep Understanding of Need Early On Copyright Youseph Yazdi 2013

16 Clinical Commercial Technical - Design Organizational – Strategic Often Can’t Rely on Initial Understanding – Need a Cyclical Approach Copyright Youseph Yazdi 2013 learn & grow your understanding of problem… of customers… of your solution

17 Clinical Commercial Technical - Design Organizational – Strategic Time and Cost Copyright Youseph Yazdi 2013 Consider these to be a space that must eventually be explored fully

18 Clinical People – Team Strategic Decisions Finance and Resourcing Patient, Family Health Care Worker, Physician Health Care Facility, Provider Commercial Technical - Design Organizational – Strategic Reimbursemen t, Payer Regulatory, Compliance Intel Property, Competitive Landscape Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development Time and Cost Need to Invest Time/Funds in All Topic Areas Copyright Youseph Yazdi 2013

19 Clinical People – Team Strategic Decisions Finance and Resourcing Patient, Family Health Care Worker, Physician Health Care Facility, Provider Commercial Technical - Design Organizational – Strategic Reimbursemen t, Payer Regulatory, Compliance Intel Property, Competitive Landscape Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development Time and Cost Too Much to Do at Once – Build Up Knowledge of Each Quadrant Copyright Youseph Yazdi 2013

20 Clinical People – Team Strategic Decisions Finance and Resourcing Patient, Family Health Care Worker, Physician Health Care Facility, Provider Commercial Technical - Design Organizational – Strategic Reimbursemen t, Payer Regulatory, Compliance Intel Property, Competitive Landscape Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development Time and Cost Too Much to Do at Once – And Build on That, Iteratively Copyright Youseph Yazdi 2013

21 Clinical People – Team Strategic Decisions Finance and Resourcing Patient, Family Health Care Worker, Physician Health Care Facility, Provider Commercial Technical - Design Organizational – Strategic Reimbursemen t, Payer Regulatory, Compliance Intel Property, Competitive Landscape Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development Time and Cost More of a Spiral-Iterative Model Copyright Youseph Yazdi 2013

22 Clinical Commercial Technical - Design Organizational - Strategic Time and Cost your investment in understanding clinical needs Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation

23 Clinical Commercial Technical - Design Organizational - Strategic Time and Cost your investment in understanding clinical needs your investment in understanding commercial value Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation

24 Clinical Commercial Technical - Design Organizational - Strategic Time and Cost your investment in understanding clinical needs your investment in understanding commercial value your investment in developing solution Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation

25 Clinical Commercial Technical - Design Organizational - Strategic Time and Cost your investment in understanding clinical needs your investment in understanding commercial value your investment in developing solution your investment in organizational and strategic alignment Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation

26 Clinical Commercial Technical - Design Organizational - Strategic Time and Cost your investment in understanding clinical needs your investment in understanding commercial value your investment in developing solution your investment in organizational and strategic alignment go, modify, pivot, kill? Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation

27 Clinical Commercial Technical - Design Organizational - Strategic Time and Cost your investment in understanding clinical needs your investment in understanding commercial value your investment in developing solution your investment in organizational and strategic alignment go, modify, pivot, kill? Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation

28 Time and Cost Copyright Youseph Yazdi 2013

29 Time and Cost Copyright Youseph Yazdi 2013 Health Care Impact Implementation /Sustainability

30 Global Health Innovation: Low cost, High Value, Frugal Innovation

31 o Commercial: o Courses: Insight Informed Innovation, Business of Biomedical Innovation o Results: business plans developed, including regulatory, reimbursement, investment o Technical: o multiple iterations of looks-like and works-like prototypes o Provisionals filed, IP strategy outlined o Clinical: o Insights from multiple clinical immersions and end users o Pre-clinical evaluations of several concepts o Organizational: o Startup options decided, follow-on team created o Funding pipeline developed Over 12 Months: Iterate and Build Insights on all Stakeholders

32 Example: CBID & Medtronic Partnership Launched June 2013 Identify and implement new ways to make pacemakers accessible in low-resource settings, specifically India Premium Value Underserved Increase AccessExplore SolutionsEnable Innovation Joint CBID-MDT teams: clinical immersions at JHU and India, development of needs specs, concepts, iterative development

33 Partnerships with Johns Hopkins CBID: Shared journey starting with needs identification and specification Shared concept generation Shared development of solutions Shared mentorship and education of students Shared financial support for projects and program

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36 EMERGENCY EBOLA DESIGN CHALLENGE: personal Protection Gear OCT 24,25,26 With support from:

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40 Summary Concepts for Rapid and Safer Doffing, Cooling, Comfort of PPE

41 Key Insights: Can’t be done without strong partnerships Develop and test hypotheses efficiently Iterate! No one knows the whole picture at outset Include broad range of perspectives, even the silent ones genchi genbutsu 現地現物 “Go see. Ask why. Show respect.” Bring in “later stage” voices early

42 Thank you. Join Us! jhu.edu

43 Leveraging university drivers to scale emerging initiatives Innovating within universities: a guide to navigating the university environment to build impactful programming, initiatives, and organizations Kunal Parikh Social Innovation Lab Johns Hopkins University

44 2012

45 2015

46 Educational excellence Bring the benefits of discovery to the world Break silos and support collaboration Finance institution building Recruit and retain “star faculty members Environmental sustainability Impact global health Strengthen community partnerships Integrate coursework, research, and application Attract talented students and staff

47 ONE UNIVERSITY

48 EXPERIENTIAL LEARNING

49 BUILDING BALTIMORE

50 $6.5B Operating Revenue $3.4B Endowment ~22,000 Students $1.88B Federal Research Funding 75 University-licensed Startups ( ) ~3,500 Faculty Members 2,324 Patents Issued $16.5M Tech Transfer Revenue (2014) TRANSLATION

51 45 Applications Selection Committee 13 Finalists 22 Women-led 35 Student-led 12 Interdisciplinary 6 Women-led 11 Student-led 6 Interdisciplinary Carey SOM SPH SAIS Homewood Carey SOM SPH SAIS Homewood

52

53 Educational excellence Bring the benefits of discovery to the world Break silos and support collaboration Finance institution building Recruit and retain “star faculty members Environmental sustainability Impact global health Strengthen community partnerships Integrate coursework, research, and application Attract talented students and staff

54 Partner Institutions Community Experts “Mind Your Business” EDUCATION SocEnt Breakfast TechBreakfast Partner Institutions Current/Past Teams SIL Leaders NETWORK City/State Government Partner Institutions KNOWLEDGE SPACE Partner Institutions City/State Government Coworking FUNDING Harbor City Partners Foundation/Grants Partner Institutions City/State Government SERVICES MICA PwC PNC DLA Piper Bowie & Jensen

55 Thank You Kunal


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