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Nordic health innovation arena 2013
 

Nordic health innovation arena 2013

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  • TheNordic health systems will fail if we don’t innovate radically
  • It should be easy to do
  • Needs are too far apart-Deter et gigantisk gap mellomhvabrukerneforventeroghvasombetraktessom en gjennomførbarinnovasjonihelsetjenesten.  Detbetyr at hvis man bare tar brukernesbehovsomutganspunktoverskyter man helsevesenetskapasitetistor grad.
  • Service innovations are systemsolutions-Sidentjenesteinnovasjonerersystemløsninger "eser" forslagene fort utogblir for store.  Igjenergapetmellomdetsomer en god løsning for brukerneoghvasystemetkangjennomføre en storutfordring.  Fokusetmåværepååværeå scope brutaltnedogbalansere den reeltbegrensedekapasiteteniforholdtilbrukernesbehov.
  • Production is valuableIn the drive for efficiency, health services have industrialised. They think of themselves as production factories.-Detfinnes en kulturihelsevesenet for åkjøpeteknologi/produkter, men høyskepsistilåinvestereitjenesteleveransen.  Budsjettpostene for effektiviseringgjennomteknologiogreorganiseringfinnes, men ikkepostene for åkjøpe inn tjenester for åforbedrebrukeropplevelsen.
  • Research shows us that better user experiences drives efficiencyI det store bildetfinnesdetlitenakseptanseihelsetjenesten for at bedrebrukeropplevelserbidrartileffektivitetogbedreopplevderesultater for pasientene.  Deter en storjobbågjøre med åskapeakseptanseihelsevesenetom at opplevdverdi for pasienteneer et kritiskmåleparameter, men dennelegitimitetenersentral for ågjennomførebehovsdrevnetjenesteinnovasjoner.
  • The risk is too high for the private sector-Vi har sett ivåreprosjekter at businescasene for private aktørervedåleveretjenesterinnebærersværthøyrisikofordimarkedetharlavbetalingsviljeogfordrerkrevendeinnsalg.  Dermederdet en svakhetiInnomed-strukturensomleggeropptilåskape en god case for private leverandører.  
  • No-one owns the problemBusiness casene for detoffentligeerfantastiske. Imidlertidkommerbesparelsenegjerne et annetstedenninvesteringene.  Dermedflytter business casenseg fort opppåregionaltognasjonaltnivåfordiavkastningenblirproposjonalthøyere med nedslagsfeltet.  Deteringenopplagtaktøridetoffentlige for ossåselgebredeløsningertil, og vi ser at kompleksitetenivirkemiddelapparatet stopper utprøvingavnyeløsninger. Hvis en nasjonalaktørhaddemandat for åpilotereløsningerfinansiertavdetoffentlige, ville man hatt en plattform for åtesteinnovasjonerpå en skalahvor business casenblirtydeliggjort.  
  • The great thng is that there is so much low-hanging fruit to pick!No research needed, everybody knowas about themYou can go big or you can go smallLocal, national and regional opportunitiesAnd they all have immediate impact for patients and staffDo enough of these and the system impact will be enormous as well
  • The low-hanging fruit are also easy to share – across countries and systems.

Nordic health innovation arena 2013 Nordic health innovation arena 2013 Presentation Transcript

  • Service solutionsthat make a difference
  • Service Innovation••References: Schumpeter (1934), Furseth, Cuthbertson & Reynolds(2010), Hollins(1991), UK Design Council (2012),live|work (2003), Zeithaml, Parasuraman & Berry (1985)
  • How can it be sodifficult?
  • “Needs”Health system Staff Users
  • “Systems”
  • “Value”Health system Users
  • “Value”Health system Users
  • “Make money”Low willingness to pay.Demanding to sell.
  • “Save money”The good business caseisn’t local. It is national.
  • What is thesolution?
  • ”Technology will create moreefficient systems”
  • ”Technology will create moreefficient systems”
  • Lavrans LøvlieLavrans@livework.no
  • Lavrans LøvlieLavrans@livework.no
  • Health system Users
  • USERS are theunexploited resourcein health
  • 100 questions aboutlife, the disease and the system.
  • ”People will create moreefficient systems”
  • Where do we start?
  • 
  • Fix the low-hanging fruit
  • •••••••
  • Thank you!Polaine, Løvlie & ReasonService Design