Auditing the Creative Process at a Hospital Simulation Centre
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Auditing the Creative Process at a Hospital Simulation Centre
- 5. THE CREATIVE PROCESS AUDIT HELPS US UNDERSTAND NOT ONLY THE INSTITUTIONS INNOVATION LEVEL BUT ALSO ITS INNOVATION EFFECTIVENESS AVERAGE SCORE FROM 4 AREAS OF AUDITING 1-2 2-3 3-4 4-4.5 4.5-5 1 2 3 4 INNOVATIVE STRENGTH & EFFECTIVENESS 5 Occasionally innovative Incrementally innovative Disruptive innovative Radically disruptive Versioning organization ? STRENGTH EFFECTIVENESS
- 6. WE ASSESS THE CURRENT PROFILE OF THE DARWIN SIMULATION CENTRE (IN ITS CONTEXT) TO BE ”OCCASIONALLY INNOVATIVE” – A FEW ACTIONS COULD MOVE IT TO THE NEXT LEVEL! AVERAGE SCORE FROM 4 AREAS OF AUDITING 1-2 2-3 3-4 4-4.5 4.5-5 1 2.8 3 4 INNOVATIVE STRENGTH & EFFECTIVENESS 5 Occasionally innovative Incrementally innovative 1. PLAYERS AND CONDITIONING FACTORS 2. RESOURCES 3. CREATIVE PERSONALITY 4. STAGES AND OUTCOME 2.9 2.3 3.2 2.6 5 1
- 8. KEY FINDINGS FROM THE AUDIT What are the audit gaps and how do we propose to close them 1. PLAYERS AND CONDITIONING FACTORS 2. RESOURCES 3. CREATIVE PERSONALITY 4. STAGES AND OUTCOME • Limited freedom to create • No clear objectives are defined • focus on ensuring patient care • No dedicated space for creating & innovating • Low financial resources • Creative team has little time for reflection & creation • Limited time spent on innovating • They currently have low number of full time employees • Here, innovation is about minimizing risks • No official process for feedback, but they do seek to improve constantly • But no selection process for idea generation KEY FINDINGSSELECTED GAPS TO CLOSE 1 2 3 LACK OF FREEDOM TO INNOVATE DUE TO BUSINESS MODEL CONSTRAINTS Need to find new revenue streams to sustain innovation LACK OF INNOVATION MANAGEMENT SYSTEM Need to structure the process around the innovation pipeline to ensure consistent innovation LACK OF DATA GENERATION AND DATA MANAGEMENT SYSTEM Need to capture additional datapoints in the simulation centre and use these to improve the innovation process and training value proposition 1 2 2 2 1 3
- 9. LACK OF FREEDOM TO INNOVATE DUE TO BUSINESS MODEL CONSTRAINTS Need to find new revenue streams to sustain innovation 1 • Become financially sustainable • Allow “freedom to create” • Grow awareness • Develop International brand • Better align DSC with innovation dept. & hospital strategy • Grow revenue stream KEY BENEFITS FOR SIMULATION CENTRE KEY BENEFITS FOR HOSPITAL Darwin Simulation Center’s Business Model (Osterwalder & Pigneur 2008, Business Model Canvas) VALUE PROPOSITION • Training • Improve Procedures • Build relationships between users and hospital CUSTOMER RELATIONSHIPS • Managing relationships • “Darwinists” CHANNELS • Online Portal • VC relationship CUSTOMER SEGMENTS • Internal medical practices • Visiting practitioners • Students • Businesses in Medicine • Other Hospitals KEY PARTNERS • Network of Hospitals • Research Institutions • Hospital Department KEY ACTIVITIES • Develop training/sims • Innovation pipeline KEY RESOURCES • HR/ Trainers • Classrooms • Simulation Room COST STRUCTURES • Courses • HR • Consulting • Maintenance/others REVENUE STRUCTURE • Courses – External • Grants – Public funds • Revenue from VC’s – pre-investment tests 1 1 2 2 X
- 10. LACK OF INNOVATION MANAGEMENT SYSTEM Need to structure the process around the innovation pipeline to ensure consistent innovation) 2 • Improve efficiency of innovation process • Ensure better allocation of resources • Better KPIs to track & promote success of DSC • Improve ROI of DSC KEY BENEFITS FOR SIMULATION CENTRE KEY BENEFITS FOR HOSPITAL No Pipeline for managing innovation 1 No defined objectives for innovation 2 No allocated space & time for idea generation 3 Issues detected through the audit Create Idea Analysis Chart 1 Innovation pipeline & management process 2 Hire intern to organize and bring order 3 Solutions to implement
- 11. 3 LACK OF DATA GENERATION AND DATA MANAGEMENT SYSTEM Need to capture additional datapoints in the simulation centre and use these to improve the innovation process and training value proposition • Stronger Simulation Centre value proposition to attract users • Stronger foundation for discovering new paths for innovation • Next level ”2.0 training” to differentiate the hospital KEY BENEFITS FOR SIMULATION CENTRE KEY BENEFITS FOR HOSPITAL DIGITIZE SIMULATION DATA STORE DATA PROCESS DATA MANAGE DATA FOR DECISION MAKING 1 2 3 4 1 2 3 4 Digitize simulation room datapoints such as participant body temperature, stress level, noise in room etc. for more in depth understanding Ensure data is organized and stored safely for further analysis (e.g. Amazon or internal data storage platform) Use data processing tools such as R-Studio (and MBA students J) to process and visualize data Give participants full understanding of how they react to their environment and find discover new paths for innovation
- 12. TO CONCLUDE… ABC 123 A CONGRATULATIONS ON BEING A VERY INNOVATIVE FOCUSED AND CAPABLE HOSPITAL! B WE ASSESS YOU PROFILE TO BE HIGH “OCCASIONALLY INNOVATE” = 2.8 C A FEW STEPS TO TAKE YOU TO THE NEXT LEVEL OF INNOVATION EFFICIENCY AND EFFECTIVENSS 1 ENSURE INNOVATIVE FREEDOM WITH CHANGES TO IMPROVE SUSTAINABILITY OF THE BUSINESS MODEL 2 ENSURE EFFICIENT IDEA GENERATION AND INNOVATION MANAGEMENT TO ACHIEVE DESIRED INNOVATION RESULTS 3 BRING SIMULATION AND TRAINING TO THE NEXT LEVEL WITH DATA GENERATION AND MANAGEMENT