1. Innovating Within Bureaucracies
Eric Rice, PhD
Johns Hopkins University

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

3. Center for Leadership Education
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)

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

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. the education and development of
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.
Thank you for the invitation to speak to you about an exciting new effort underway at JHU.
My name is Youseph Yazdi, and I’m the Exec Director of the CBID at JHU. I’d like to take a few minutes to tell you about our new center, the motivation behind it, and the successes we’ve had so far. Then, I’d like to tell you about our new Global Health Innovation program, and the motivations behind that. It too has been a great success in a very short period of time.
I’m not a typical academic, having joined the faculty 2 years ago after 12 years at J&J. I tell you a little about my own background because it touches on themes central to CBID.
I started out at Rice… father … advice … bridge. So I became a biomedical engineer, and by and large in practice engineering in our industry has honored that calling. But in academia, there has been a shift away from that, driven by the billions of NSF and NIH funding that drives the frontiers of new science and technology, but not translating that into practical benefits to society. It’s increadibly valueable work, but that’s not a bridge, more of a pier.
At J&J I went through roles in R&D and BizDev, and then the COSAT. One of my roles there was to build an open innovation network, focused on incubators and academics. How many here have done that kind of technology scouting? My experience was that in 90% of cases, even the coolest sci/tech was not relevant to comm. Because it was not done with the intent to commercialize, rather to publish, and get the next grant.
Our center, CBID, is fundamentally different and as you will see, a center within academia based on methods and objectives industry would find more relevant. ***

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

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

11. The traditional academic model … Bench to Bedside

12. The traditional academic model … Bench to Bedside

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

28. Time and Cost
Time and Cost
Copyright Youseph Yazdi 2013

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

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

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

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
Collaboration between students at Johns Hopkins Center for Bioengineering, Innovation and Design (CBID) and Medtronic
PURPOSE: Identify products and/or procedure changes that make pacemaker therapy more accessible for AV block patients in underserved communities.
Target area is India
Team of 6-8 students chosen to participate
Medtronic to provide $200K, domain knowledge and ~5 scientists/engineers to act as mentors and educators
One year project will begin in July 2013
Students to spend 3-6 weeks in India doing clinical rotations and research; Medtronic employee mentors will also be on the ground in India for this segment of the project
Team to research solutions, then identify 1-2 ideas for further development
In early 2014, team will construct prototypes and obtain further evidence (such as preliminary animal data) to support the viability of their concepts
After completion, Medtronic may choose to license the idea for further development
Increase Access
Enable Innovation
Explore Solutions
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

36. EMERGENCY EBOLA DESIGN CHALLENGE: personal Protection Gear
OCT 24,25,26
With support from:
Thank you for the invitation to speak to you about an exciting new effort underway at JHU.
My name is Youseph Yazdi, and I’m the Exec Director of the CBID at JHU. I’d like to take a few minutes to tell you about our new center, the motivation behind it, and the successes we’ve had so far. Then, I’d like to tell you about our new Global Health Innovation program, and the motivations behind that. It too has been a great success in a very short period of time.
I’m not a typical academic, having joined the faculty 2 years ago after 12 years at J&J. I tell you a little about my own background because it touches on themes central to CBID.
I started out at Rice… father … advice … bridge. So I became a biomedical engineer, and by and large in practice engineering in our industry has honored that calling. But in academia, there has been a shift away from that, driven by the billions of NSF and NIH funding that drives the frontiers of new science and technology, but not translating that into practical benefits to society. It’s increadibly valueable work, but that’s not a bridge, more of a pier.
At J&J I went through roles in R&D and BizDev, and then the COSAT. One of my roles there was to build an open innovation network, focused on incubators and academics. How many here have done that kind of technology scouting? My experience was that in 90% of cases, even the coolest sci/tech was not relevant to comm. Because it was not done with the intent to commercialize, rather to publish, and get the next grant.
Our center, CBID, is fundamentally different and as you will see, a center within academia based on methods and objectives industry would find more relevant. ***

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
Leveraging university drivers to scale emerging initiatives
Kunal Parikh
Social Innovation Lab
Johns Hopkins University

44. 2012

45. 2015

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

47. VISION
ONE UNIVERSITY

48. EXPERIENTIAL LEARNING

49. Today, however, is a different story
Today, however, is a different story. Baltimore’s economy transformed from a manufacturing into a service economy. Today, Baltimore has one of the ten highest crime rates in the country. 25% of its individuals live in poverty, thousands of people are homeless, and many more have little or no access to healthcare.
BUILDING BALTIMORE

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

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

52. VISION

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

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

55. Thank You
OUTCOMES
Kunal Parikh thesocialinnovationlab.org