0
MIT H@CKING MEDICINE
!

HACKATHONS + ENTREPRENEURS	

HEALTHCARE INNOVATION	

!

ARIADNE LABS	

2/6/14
!

ZEN CHU	

@ACCELM...
WHY + HOW	

!

EMPATHY + ENGINEERING + DESIGN	

DISCOVERING UNMET NEEDS	

HACKATHON PROCESS	

EXAMPLES	

!

ATUL GAWANDE /...
H@CKING MEDICINE
!

NOW IS THE BEST TIME IN
THE HISTORY OF THE WORLD
TO BE A

HEALTHCARE ENTREPRENEUR
	

FRESH EYES
TO SOL...
SYSTEMIC 	

CHANGE

NEW 	

DX	

WIDGETS	

DRUGS
NEW

SYSTEMIC 	

CHANGE

=

INCENTIVES	

METRICS	

BEHAVIORS	

WORKFLOWS	

PROVIDERS	

TECHNOLOGY	


AGILE
DIGITAL
AFFORDA...
SYSTEMIC 	

CHANGE

=

ENGINEERS
+
DESIGNERS
+
ENTREPRENEURS
+
HEALTH
PROFESSIONALS

HACKATHONS FOR RAPID INNOVATION
UNMET NEEDS DISCOVERY
VALIDATE NEED + MODEL EARLY	

HARDEST + MOST VALUABLE STAGE

1

2

3

!

!

!

OFFER
+
BIZ MODEL
VAL...
WHAT DOES A	

HEALTHCARE
HACKATHON
LOOK LIKE?
15 HACKATHONS
US EUROPE INDIA UGANDA
>550 PITCHES >200 TEAMS >1500 INFECTED
200 TO 500 = 	


1/3 DOCS 1/3 ENGINEERS 1/3 ENTREPRENEURS

SEE ONE > DO ONE > TEACH ONE
PITCH AS VEHICLE TO
TEST + HONE + PIVOT
NEED, JOB TO BE DONE, BIZ MODEL, SOLUTION
CONSTRUCT COLLISIONS

DPHARM HACK CLINICAL TRIALS
VISUALIZE & PROTOTYPE
ON PAPER
MAP HEALTHCARE PLAYERS	

HIGHLIGHT NEW ALLIANCES AMID REFORM
MAP EXPERIENCE + DISEASE

Michael Porter, Tiesberg
ATTACK MARKET RISK	

ASSUME YOU CAN MAKE IT… WHO WILL PAY VERSUS BENEFIT?
RAPID PROTOTYPING	


PAPER + COFFEE + DIVERSE TEAM
EXAMPLE:	

MEDICATION 	

ADHERENCE + 	

COMPLIANCE
The Value Proposition Canvas

Designed for:

On:

Designed by:

Day

Iteration:

Month

Year

No.

Do they…
Which savings ...
H@CKMED BIZ MODEL
SIMPLE MAP OF WHO USES, PRESCRIBES, PAYS, DISTRIBUTES

USER

ACTIVATION

RETENTION

REVENUE!
WHO PAYS?

...
HEALTHCARE BIZ MODEL CANVAS
DISEASE SEGMENTS

!
!
!
!
!
!
!
!
!
!

NATURAL HISTORY

KEY RISKS/LIABILITIES
REGULATORY PRO/C...
REINVENT PHARMACY	


MULTI-DRUG COMPLIANCE ZAPPOS

PILLPACK.COM
PATIENT SCHEDULING	

SCHEDULING ALGORITHMS

SMARTSCHEDULING.IO
RAPID PROTOTYPING	

EVEN MEDICAL DEVICES
AGAMATRIX	


FDA REGULATION AS ADVANTAGE
MOBILE POPULATION HEALTH

FRESH EYES ON PROBLEMS	

FROM OUTSIDE HEALTHCARE
DEVICE PLUG + PLAY	

INTEGRATED CLINICAL ENVIRONMENT

MDPNP.ORG
HEALTH HACKATHON
!

DIVERSE AUDIENCE	

HUGE PROBLEMS	

PITCH PITCH PITCH
TEAM SELF ASSEMBLY	

DESIGN THINKING	

EXPERTS AS...
LET’S GET H@CKING!
NEXT HACKATHON 	

MIT MEDIA LAB MARCH 14-16, 2014	

HACKINGMEDICINE.MIT.EDU	


!

GAWANDE QUESTIONS:	

...
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Ariadne gawande healthcare_innovation_020614

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Transcript of "Ariadne gawande healthcare_innovation_020614"

  1. 1. MIT H@CKING MEDICINE ! HACKATHONS + ENTREPRENEURS HEALTHCARE INNOVATION ! ARIADNE LABS 2/6/14 ! ZEN CHU @ACCELMED
  2. 2. WHY + HOW ! EMPATHY + ENGINEERING + DESIGN DISCOVERING UNMET NEEDS HACKATHON PROCESS EXAMPLES ! ATUL GAWANDE / AUDIENCE QUESTIONS !
  3. 3. H@CKING MEDICINE ! NOW IS THE BEST TIME IN THE HISTORY OF THE WORLD TO BE A HEALTHCARE ENTREPRENEUR FRESH EYES TO SOLVE BIGGEST PROBLEMS AMID REFORM + GLOBALIZATION WITH
  4. 4. SYSTEMIC CHANGE NEW DX WIDGETS DRUGS
  5. 5. NEW SYSTEMIC CHANGE = INCENTIVES METRICS BEHAVIORS WORKFLOWS PROVIDERS TECHNOLOGY AGILE DIGITAL AFFORDABLE SCALABLE GLOBAL
  6. 6. SYSTEMIC CHANGE = ENGINEERS + DESIGNERS + ENTREPRENEURS + HEALTH PROFESSIONALS HACKATHONS FOR RAPID INNOVATION
  7. 7. UNMET NEEDS DISCOVERY VALIDATE NEED + MODEL EARLY HARDEST + MOST VALUABLE STAGE 1 2 3 ! ! ! OFFER + BIZ MODEL VALIDATION SOLUTION DESIGN + TESTING NEEDS DISCOVERY ! !
  8. 8. WHAT DOES A HEALTHCARE HACKATHON LOOK LIKE? 15 HACKATHONS US EUROPE INDIA UGANDA >550 PITCHES >200 TEAMS >1500 INFECTED
  9. 9. 200 TO 500 = 1/3 DOCS 1/3 ENGINEERS 1/3 ENTREPRENEURS SEE ONE > DO ONE > TEACH ONE
  10. 10. PITCH AS VEHICLE TO TEST + HONE + PIVOT NEED, JOB TO BE DONE, BIZ MODEL, SOLUTION
  11. 11. CONSTRUCT COLLISIONS DPHARM HACK CLINICAL TRIALS
  12. 12. VISUALIZE & PROTOTYPE ON PAPER
  13. 13. MAP HEALTHCARE PLAYERS HIGHLIGHT NEW ALLIANCES AMID REFORM
  14. 14. MAP EXPERIENCE + DISEASE Michael Porter, Tiesberg
  15. 15. ATTACK MARKET RISK ASSUME YOU CAN MAKE IT… WHO WILL PAY VERSUS BENEFIT?
  16. 16. RAPID PROTOTYPING PAPER + COFFEE + DIVERSE TEAM EXAMPLE: MEDICATION ADHERENCE + COMPLIANCE
  17. 17. The Value Proposition Canvas Designed for: On: Designed by: Day Iteration: Month Year No. Do they… Which savings would make your customer happy? Create savings that make your customer happy? Do something customers are looking for? (e.g. in terms of time, money and effort, …) (e.g. good design, guarantees, specific or more features, …) (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their expectations? Fulfill something customers are dreaming about? What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. better quality level, more of something, less of something, …) Copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, …) Make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, …) Create positive social consequences that your customer desires? (e.g. help big achievements, produce big reliefs, …) (e.g. quality level, more of something, less of something, …) Produce positive outcomes matching your customers success and failure criteria? How do current solutions delight your customer? (e.g. better performance, lower cost, …) (e.g. specific features, performance, quality, …) Help make adoption easier? Rank each gain according to its relevance to your customer. Is it substantial or is it insignificant? For each gain indicate how often it occurs. What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) What positive social consequences does your customer desire? Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs. (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. makes them look good, produces an increase in power, status, …) (e.g. good design, guarantees, specific or more features, …) Gain Creators Describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings? Products & Services List all the products and services your value proposition is built around. Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. What do customers dream about? (e.g. big achievements, big reliefs, …) How does your customer measure success and failure? (e.g. performance, cost, …) What would increase the likelihood of adopting a solution? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) Which products and services do you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Customer Job(s) Describe what a specific customer segment is trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What functional jobs are you helping your customer get done? Which ancillary products and services help your customer perform the roles of: (e.g. perform or complete a specific task, solve a specific problem, …) Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) (e.g. trying to look good, gain power or status, …) Co-creator What emotional jobs are you helping your customer get done? What social jobs are you helping your customer get done? (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? Transferrer (e.g. communication, sex, …) (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Products and services may either by tangible (e.g. manufactured goods, face-toface customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Pain Relievers Describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done? Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Pains Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as: What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, …) What makes your customer feel bad? (e.g. frustrations, annoyances, things that give them a headache, …) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, …) Do they… What are the main difficulties and challenges your customer encounters? Produce savings? Eliminate risks your customers fear? (e.g. in terms of time, money, or efforts, …) (e.g. financial, social, technical risks, or what could go awfully wrong, …) Make your customers feel better? Help your customers better sleep at night? (e.g. kills frustrations, annoyances, things that give them a headache, …) (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Fix underperforming solutions? Limit or eradicate common mistakes customers make? (e.g. new features, better performance, better quality, …) (e.g. usage mistakes, …) What risks does your customer fear? Put an end to difficulties and challenges your customers encounter? Get rid of barriers that are keeping your customer from adopting solutions? (e.g. make things easier, helping them get done, eliminate resistance, …) (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Buyer (e.g. trying to look good, gain power or status, …) Co-creator (e.g. esthetics, feel good, security, …) Transferrer (e.g. products and services that help customers dispose of a product, transfer it to others, or resell, …) Rank each job according to its significance to your customer. Is it crucial or is it trivial? For each job indicate how often it occurs. Outline in which specific context a job is done, because that may impose constraints or limitations. (e.g. big issues, concerns, worries, …) (e.g. understanding how things work, difficulties getting things done, resistance, …) (e.g. while driving, outside, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? What common mistakes does your customer make? (e.g. usage mistakes, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? What barriers are keeping your customer from adopting solutions? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Value Proposition Rank each pain according to the intensity it represents for your customer. Is it very intense or is it very light.? For each pain indicate how often it occurs. (e.g. upfront investment costs, learning curve, resistance to change, …) Customer Segment Create one for each Customer Segment in your Business Model www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH BUSINESSMODELGENERATION.COM
  18. 18. H@CKMED BIZ MODEL SIMPLE MAP OF WHO USES, PRESCRIBES, PAYS, DISTRIBUTES USER ACTIVATION RETENTION REVENUE! WHO PAYS? DECIDER! DISTRIBUTOR PRESCRIBER
  19. 19. HEALTHCARE BIZ MODEL CANVAS DISEASE SEGMENTS ! ! ! ! ! ! ! ! ! ! NATURAL HISTORY KEY RISKS/LIABILITIES REGULATORY PRO/CON PERFORMANCE & EFFICACY METRICS Clin Data Cost/Timepoints ! ! ! ! ! ! ! ! VALUE INFLECTION MILESTONES IDENTIFY KEY ADOPTOR: Prescribers ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Data Accelerants Payors Fulfillment ! ! ! ! ! Patient Patient/DTC ! ! ! ! ! ! ! ! ! Specialist/PCP/Nurse Specialist/Nurse Hospital/Department Insurer Payor/Employer Hospital Payor SUBSTITUTES & COMPETITION Regulatory Path ! ! Reimbursement Codes EXECUTION DIFFERENTIATION GO TO MARKET DIFFERENTIATION HACKINGMEDICINE.MIT.EDU
  20. 20. REINVENT PHARMACY MULTI-DRUG COMPLIANCE ZAPPOS PILLPACK.COM
  21. 21. PATIENT SCHEDULING SCHEDULING ALGORITHMS SMARTSCHEDULING.IO
  22. 22. RAPID PROTOTYPING EVEN MEDICAL DEVICES
  23. 23. AGAMATRIX FDA REGULATION AS ADVANTAGE
  24. 24. MOBILE POPULATION HEALTH FRESH EYES ON PROBLEMS FROM OUTSIDE HEALTHCARE
  25. 25. DEVICE PLUG + PLAY INTEGRATED CLINICAL ENVIRONMENT MDPNP.ORG
  26. 26. HEALTH HACKATHON ! DIVERSE AUDIENCE HUGE PROBLEMS PITCH PITCH PITCH TEAM SELF ASSEMBLY DESIGN THINKING EXPERTS AS MENTORS ! MAP PLAYERS + INCENTIVES + MODELS TEST + OBSERVE + INVALIDATE + PIVOT FIND EXISTING EFFICACY EVIDENCE DE-SKILL DX/RX SEE ONE > DO ONE > TEACH ONE
  27. 27. LET’S GET H@CKING! NEXT HACKATHON MIT MEDIA LAB MARCH 14-16, 2014 HACKINGMEDICINE.MIT.EDU ! GAWANDE QUESTIONS: ! BIGGEST BARRIERS TO CLINICAL INNOVATION + PILOTS INSIDE HEALTH INSTITUTIONS? HOW TO BUILD OPEN DATABASE OF LARGEST UNMET NEEDS? BEST WAYS TO MARSHALL + SCALE ONLINE COMMUNITY OF CLINICAL HACKERS? ! ! ZEN CHU ZENVEN@MIT.EDU @ACCELMED
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