1. BUSINESS OPPORTUNITIES IN HEALTH TECHNOLOGY PROJECTS
ACCE HTM Seminar /
IUPESM WORLD CONGRESS Denver & Toronto, 2015
Mario Castañeda

2. DISCLOSURE
My name is Mario Castañeda, I am the founder and president of Healthitek. Inc. Healthitek is a consultation and education organization.
I have no actual or potential conflict of interest in relation to this presentation.

3. OBJECTIVES
Identify opportunities brought about by organizational change, turmoil, and disruptive technologies.
Review of a Colombian Case study on how to apply success factors to solve challenges.
Learn about how to identify opportunities for business, academia, and government to obtain support of their leaders.

4. disruption may be the mother of opportunity
QUOTES
disruption may be the mother of opportunity
A good crisis is a terrible opportunity to waste (Rick Beluzzo)
Creativity comes from a conflict of ideas (Donatella Versace)
In crises the most daring course is often safest (Henry Kissinger)
Financial crisis are like fireworks: they illuminate the sky even as they go “pop” (James Buchan)

5. IN A TORNEDO PIGS FLY
Mario Castañeda

6. DEFINITION
crisis in a business context:
 ‟…any problem or disruption that triggers negative stakeholder reaction and that could impact the organization’s financial strength and ability to do what it does.”
Source: Institute for Crisis Management

7. WHAT IS THE OPPORTUNITY HERE?
“What can you do to take advantage of disruptions if you have no limitations?” The answer helps you identify possibilities.
“What are the barriers that keep you from acting?” some are tangible (i.e. money, skills), others are emotional (fear of failure ).
“Are the barriers really insurmountable?” how can you remove them and who and what you'll need to achieve.
“We are free up to the moment of choice, and then the choice controls the user.” Choose wisely.
Hardheaded & Softhearted: Lessons from the Boardroom to the Break Room: by Rick Belluzzo and Krish Dhanam

8. THE ISSUE
Colombia is nearing a political and technological crossroads characterized by an impending Health Care Reform. Concurrently, the state government identified health as strategic for regional development and promoted the strengthening of this sector to address the pressing health issues in the region.

9. THE LEADERS
The Simon Bolivar University, the Chamber of Commerce, and the National Learning Service (SENA) came together to address the issue.
bringing together the academic, private, and public sectors to fund and define a solution was an innovative approach

10. THE PLAN
The leaders established the continuum of health as the platform to base health care delivery under most circumstances
The consulting firm HealthiTek Inc. was retained to resource and facilitate the design of a program with the objective of improving opportunities within the Continuum of Health care model to develop new products or enhance services to better serve the regional population.

11. CONTINIUM OF HEALTH
Source: Barranquilla Chamber of Commerce

12. METHODOLOGY
Organize a think tank -- Forty thought leaders from regional public and private organizations were invited to attend. The group included senior managers of health care organizations, clinical laboratories, pharmaceutical manufacturing, health service providers, and academicians.
Design workshops to prepare these leaders.
Develop a highly interactive facilitation methodology to have the group develop solutions. Solutions were to formatted as Project Profiles.

13. WORKSHOPS Health Technology Management & Innovation
Healthcare Operations and Administration
Healthcare Economics and Finance
Implementation of Healthcare Models

14. PUTTING IT ALL TOGETHER
The first module, presented by the American College of Clinical Engineering (ACCE), focused on current status and trends of technology and interoperability as the backbone of the continuous care model.
The second, and third modules addressed the running, financing, and sustaining of health care systems.
The fourth module put it all together and focused the participants in leveraging all information and experience shared during the previous activities to design projects that address their issues.

15. Capacidades para Salud Continua
PREVENCION
DIAGNOSIS
INTERVENCION
MONITOREO
El concepto de Salud Contiinua es poderosa y atractiva, pero tambien complicada, y hemos hecho buenos esfuerzos juntos para entender los desafios y las oportunidades que existen para dar mas atencion a prevencion y monitoreo de la poblacion, para mejorar las condiciones de salud.33
? Por
desarrollar
? Por
desarrollar

16. El Plan General: 2 productos1
Presentaciones
Discusiones
Paneles
Modulo 1
Agosto
Modulo 2
Septiembre
Modulo 3
Septiembre
Modulo 4
Septiembre 1
Ejercicios de Grupo
En adicion de escuchar y digerir muchissima informacion de los varios presentadores, nos dedicamos al desarrollo de dos productos:
una evaluacion de la region, para estimar la capacided de apoyar proyectos de salud continua
Identificacion de proyectos posibles para la entrega de nuevos servicios de salud continua. 2
Trabajo de Casa?
Entrevistas?
Y otros recursos

17. Ejercicios para Diseñar Proyectos Pilotos en Salud Continua
Factores de Enfoque
Disease type(s): acuity, stage, history, co-morbidities?
Pre-existing condition exclusions?
Population: size, age, gender?
Location: urban, suburban, rural?
Technology (legacy, current, new)
Infrastructure changes/upgrades needed?
Training needed?
Existing startup capabilities to build on?
Marketing, recruitment of clinicians and patients?
Quality controls?
# of organizations involved? Governance model?
Types of organizatons involved?
# of doctors, nurses, other medical professionals and para-professionals
Mix of primary care and specialists?
Scalability: urban to suburban to rural?
Insurance funding models, constraints, assumptions?
Implications of current government debates, potential outcomes?
Regulatory/accreditation requirments?
Use of EMR? Open source?
IT infrastructure?
Legal liabilities?
Pt. Consent required?
CLINICAL SVCS
Scoping
Workbook
INFRASTRUCTURE
HUMAN RESOURCES
FINANCE
Hicimos ejerciiciios formales para definir e estructurar los proyectos …
ORGANIZATION, OPERATIONS
SYNTHESIS
PROPOSALS

19. OUTCOMES
Viable and actionable projects to deal with health priorities in the community. Projects will be developed in a sample population of 200,000 lives, then scaled-up to the Barranquilla’s 2.5 million, and subsequently to the Atlantic Coast of Colombia.
Organized resource as an effective team (Think Tank) who could be available to seek actionable solutions to healthcare issues
Creation of an IHE Colombian National Deployment Comitee (became IHE Colombia)

20. BENEFITS
1) The committed cooperation of the academy with the public and private sectors is a winning strategy to address social and policy issues. This cooperation becomes particularly productive when applied to areas already recognized as strategic for development. In the present case, three main actors: Simon Bolivar University, Chamber of Commerce and Health State Secretary had been working for some years to strengthen the Health Cluster in the region.

21. BENEFITS (2)
2) A technology-based approach to identify and develop projects and proposals within the Continuum of Health care model, proved to stimulate multiple actor participation, and to create conditions to collectively benefit from political, social and technological crossroads. Additional to the identification and development of ten projects addressing multiple priorities, the gathering of diverse international and national players fostered the remarkably rapid creation of the IHE Colombian National Deployment Committee.

22. SUMMARY New funding model that includes the private sector
ACCE workshop as part of program
Creation of solution team
Creation of IHE organization

24. Let us start our discussion…
Thank You
Let us start our discussion…
Mario Castañeda

25. APPENDIX

26. SURVIVING CRISES
Right heart. Crises extract tremendous emotional costs. As a result, crises demand exceptional emotional capabilities, or emotional IQ. Effective crisis management demands high emotional capacity and sensitivity, and emotional resiliency.
Right thinking. Crises demand that we are capable of exercising on-the-spot creative thinking. They demand that we are capable of thinking “outside of the box that contains the box!” Effective crisis management demands high creative IQ.
Right soul. Effective crisis management requires a special type of inner spiritual growth, or spiritual IQ. Without this, our world is rendered meaningless by a major crisis. Nothing devastates the soul as much as a crisis.
Source: WHY SOME COMPANIES EMERGE STRONGER AND BETTER FROM A CRISIS
by Ian I. Mitroff

27. SURVIVING CRISES (2)
Right social and political skills. Effective crisis management requires a special type of political and social IQ. This is needed to get the leaders of an organization to buy into crisis management.
Right technical skills. Crises demand that we know different things and that we do things differently. This is technical IQ. For example, to outwit terrorists, we have to learn to think like a controlled paranoid without becoming a terrorist, a paranoid or a psychopath.
Source:WHY SOME COMPANIES EMERGE STRONGER AND BETTER FROM A CRISIS
by Ian I. Mitroff

28. SURVIVING CRISIS (3)
Right integration. Effective crisis management requires that we integrate previous forms of IQ; thus, integrative IQ is required.
Right transfer. New skills are needed in the new global economy. Without integrative IQ, more and more white-collar and professional jobs will be lost and the United States will become a jobless economy. New knowledge and new forms of IQ, such as aesthetic IQ, are needed because they allow us to see the world anew.
Source:WHY SOME COMPANIES EMERGE STRONGER AND BETTER FROM A CRISIS
by Ian I. Mitroff