MIT #HACKINGMEDICINE
#SXSWHealth WORKSHOP
!
ZEN CHU	

ELLIOT COHEN	

ANDREA IPPOLITO	

ALLISONYOST	

!
MARCH 10, 2014
SXSW WORKSHOP OVERVIEW
• ENTREPRENEURS MUST ATTACK HEALTHCARE WOES	

• SYSTEMIC CHANGES NEEDED	

• OPPORTUNITIES AMID HEAL...
H@CKMED LOGIC
!
HACK = CLEVER SOLUTION
H@CKING MEDICINE
!
NOW IS THE BEST TIME IN
THE HISTORY OF THE WORLD
TO BE A
HEALTHCARE ENTREPRENEUR
WITH 	

FRESH EYES
TO ...
HEALTHCARE IMPACT	

!
!
!
IMPACT = INVENTION x COMMERCIALIZATION
!
!
!
!
!
H@CKING MEDICINE
!
FASTER - BETTER - CHEAPER
!
… STILL INSUFFICIENT
!
NEW NEEDS = NEW MARKETS
!
!
!
USER EMPATHY
DESIGN TH...
SYSTEMIC CHANGE	

REQUIRED	

THUS	

HEALTHCARE REFORM
SYSTEMIC 	

CHANGE
NEW 	

DX	

WIDGETS	

DRUGS
THESE DON’T ATTACK MEDICAL 	

ACCESS, QUALITY, COST
SYSTEMIC 	

CHANGE
NEW
INCENTIVES	

METRICS	

BEHAVIORS	

WORKFLOWS	

PROVIDERS	

TECHNOLOGY	

AGILE
DIGITAL
AFFORDABLE
SC...
MENTORS VS. EXPERTS
“The problem with experts is
that they do not know what
they do not know… 	

The problem is that we li...
SYSTEMIC 	

CHANGE
ENGINEERS
+
DESIGNERS
+
ENTREPRENEURS
+
HEALTH
PROFESSIONALS
=
HACKATHONS FOR RAPID INNOVATION
BLAME + FRUSTRATION
MAKE SURE THE PAIN IS HIGH ENOUGH 	

FOR A SINGLE PLAYER
ROBERT GALVIN, MD CMO, GE
PRIORITIZE MARKET RISK
HACKABILITY = FASTER DATA
© ZEN CHU 2013
DISCOVERING +VALIDATING
UNMET NEEDS
HARDEST + MOST VALUABLE STAGE
1
!
NEEDS
DISCOVERY
!
!
2
!
OFFER
+
BIZ MODEL
VALIDATION...
OPEN INNOVATION VS
INTELLECTUAL PROPERTY
1
!
NEEDS
DISCOVERY
!
!
2
!
OFFER
+
BIZ MODEL
VALIDATION
3
!
SOLUTION
DESIGN
+
TE...
EXAMPLE	

MIT	

STARTUPS
REINVENT PHARMACY	

MULTI-DRUG COMPLIANCE ZAPPOS
PILLPACK.COM
PATIENT SCHEDULING	

SCHEDULING ALGORITHMS
SMARTSCHEDULING.IO
AGAMATRIX	

FDA REGULATION AS ADVANTAGE
MOBILE POPULATION HEALTH
FRESH EYES ON PROBLEMS	

FROM OUTSIDE HEALTHCARE
RAPID PROTOTYPING	

EVEN MEDICAL DEVICES
DEVICE PLUG + PLAY	

INTEGRATED CLINICAL ENVIRONMENT
MDPNP.ORG
FOLLOW THE MONEY
!
CANNOT IGNORE COSTS
USA HEALTHCARE SPENDING
SOURCE: CENTERS FOR MEDICARE & MEDICAID SERVICES
WHO PAYS + HOW CHANGING?
SOURCE: CENTERS FOR MEDICARE & MEDICAID SERVICES
WHO PAYS?
USA POOR OUTCOMES
HIGH HOSPITAL COSTS
WRONG PLACE OF CARE
USA DRUG SPEND
TEACH 	

HACKING MEDICINE	

PROCESS
• DESCRIBE WORST HEALTH EXPERIENCES	

• USE HACKMED MAD LIBS	

• PITCHES > ARTICULATE PROBLEM	

• USER PERSPECTIVES (EMPAT...
PITCH HERO NOT PRODUCT
PITCH AS VEHICLE TO
TEST + HONE + PIVOT
NEED, JOB TO BE DONE, BIZ MODEL, SOLUTION
TECHNIQUES FOR
SCALING MEDICINE
• DE-SKILL COMPLEX DX + RX	

• CREATE NEW EXPERIENCE + PROCESS	

• CREATE NEW PLACE or NEW...
TEAM IDEA SESSIONS
DPHARM HACK CLINICAL TRIALS
LIST BAD HEALTH EXPERIENCES
MAP PLAYERS
FOCUSVALUE PROPOSITION	

HIGHLIGHT NEW ALLIANCES AMID REFORM
TOOLS 	

FOR DISCOVERING
UNMET NEEDS
!
BUSINESSMODELGENERATION.COM
BUSINESSMODELGENERATION.COM
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they crea...
H@CKMED SIMPLE BIZ MODEL
SIMPLE MAP OF WHO USES, PRESCRIBES, PAYS, DISTRIBUTES
USER
DECIDER
PRESCRIBER
DISTRIBUTOR
ACTIVAT...
HEALTHCARE BIZ MODEL CANVAS
IDENTIFY KEY ADOPTER:
!Patient
!Specialist/PCP/Nurse
!Hospital/Department
!Insurer
!Payor/Empl...
Michael Porter, Tiesberg
MAP EXPERIENCE + DISEASE
!
QUALITY OF ______________________________
!
(ENROLLMENT, CLINICAL METRIC, EXPERIENCE, PAIN...)
!
!
ACCESS TO ___________...
MARKET SIZING
FINDING OPPORTUNITIES
WHAT DOES A	

HEALTHCARE
HACKATHON
LOOK LIKE?
15 HACKATHONS
USA 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
VISUALIZE & PROTOTYPE
ON PAPER
MEDICAL DEVICE
RAPID PROTOTYPING
MEDICAL DEVICE
RAPID PROTOTYPING
ONLY REQUIREMENTS:
PAPER + COFFEE + DIVERSE TEAM
PILLPACK.COM
HEALTH HACKATHON
!
DIVERSE GROUPS	

PRIORITIZE PROBLEMS + NEEDS	

POSTPONE SOLUTIONS	

SUSPEND DISBELIEF
OPEN RAPIDVALIDAT...
LET’S GET H@CKING!
!
ZEN CHU	

@ACCELMED	

ZENVEN@MIT.EDU	

HACKINGMEDICINE.MIT.EDU
Upcoming SlideShare
Loading in...5
×

MIT HackingMedicine SXSW_howhackhealthcare_0314

1,996

Published on

We held a half-day workshop on the philosophy, process and tools to convene healthcare hackathons to uncover and rapidly validate unmet needs in healthcare.

Published in: Design

MIT HackingMedicine SXSW_howhackhealthcare_0314

  1. 1. MIT #HACKINGMEDICINE #SXSWHealth WORKSHOP ! ZEN CHU ELLIOT COHEN ANDREA IPPOLITO ALLISONYOST ! MARCH 10, 2014
  2. 2. SXSW WORKSHOP OVERVIEW • ENTREPRENEURS MUST ATTACK HEALTHCARE WOES • SYSTEMIC CHANGES NEEDED • OPPORTUNITIES AMID HEALTHCARE REFORM • FOLLOW THE MONEY IN HEALTHCARE • H@CKING MEDICINE PROCESS + TOOLSET • MAPPING BAD EXPERIENCES • DISCOVER GAPS IN CARE + WEAK LINKS • IDENTIFY JOBS TO BE DONE + KEY METRICS • PRIORITIZE PLAYERYOU CARE ABOUT • CRAFT BIZ MODEL AROUND THAT PLAYER • CHOOSE TECH + SOLUTION LAST
  3. 3. H@CKMED LOGIC ! HACK = CLEVER SOLUTION
  4. 4. H@CKING MEDICINE ! NOW IS THE BEST TIME IN THE HISTORY OF THE WORLD TO BE A HEALTHCARE ENTREPRENEUR WITH FRESH EYES TO SOLVE BIGGEST PROBLEMS AMID REFORM + GLOBALIZATION
  5. 5. HEALTHCARE IMPACT ! ! ! IMPACT = INVENTION x COMMERCIALIZATION ! ! ! ! !
  6. 6. H@CKING MEDICINE ! FASTER - BETTER - CHEAPER ! … STILL INSUFFICIENT ! NEW NEEDS = NEW MARKETS ! ! ! USER EMPATHY DESIGN THINKING WHOLE PRODUCT RAPID TESTING ACCELERATE DATA
  7. 7. SYSTEMIC CHANGE REQUIRED THUS HEALTHCARE REFORM
  8. 8. SYSTEMIC CHANGE NEW DX WIDGETS DRUGS THESE DON’T ATTACK MEDICAL ACCESS, QUALITY, COST
  9. 9. SYSTEMIC CHANGE NEW INCENTIVES METRICS BEHAVIORS WORKFLOWS PROVIDERS TECHNOLOGY AGILE DIGITAL AFFORDABLE SCALABLE GLOBAL =
  10. 10. MENTORS VS. EXPERTS “The problem with experts is that they do not know what they do not know… The problem is that we like to have maps–and seem to prefer to have the wrong map of reality to no map at all. ~ Nassim Nicholas Taleb The Black Swan SURROUND TEAMS WITH MENTORS PULL EXPERTS IN LATER, BUT START WITH NEEDS
  11. 11. SYSTEMIC CHANGE ENGINEERS + DESIGNERS + ENTREPRENEURS + HEALTH PROFESSIONALS = HACKATHONS FOR RAPID INNOVATION
  12. 12. BLAME + FRUSTRATION MAKE SURE THE PAIN IS HIGH ENOUGH FOR A SINGLE PLAYER ROBERT GALVIN, MD CMO, GE
  13. 13. PRIORITIZE MARKET RISK
  14. 14. HACKABILITY = FASTER DATA © ZEN CHU 2013
  15. 15. DISCOVERING +VALIDATING UNMET NEEDS HARDEST + MOST VALUABLE STAGE 1 ! NEEDS DISCOVERY ! ! 2 ! OFFER + BIZ MODEL VALIDATION 3 ! SOLUTION DESIGN + TESTING
  16. 16. OPEN INNOVATION VS INTELLECTUAL PROPERTY 1 ! NEEDS DISCOVERY ! ! 2 ! OFFER + BIZ MODEL VALIDATION 3 ! SOLUTION DESIGN + TESTING OPEN OR CLOSED IP DEV
  17. 17. EXAMPLE MIT STARTUPS
  18. 18. REINVENT PHARMACY MULTI-DRUG COMPLIANCE ZAPPOS PILLPACK.COM
  19. 19. PATIENT SCHEDULING SCHEDULING ALGORITHMS SMARTSCHEDULING.IO
  20. 20. AGAMATRIX FDA REGULATION AS ADVANTAGE
  21. 21. MOBILE POPULATION HEALTH FRESH EYES ON PROBLEMS FROM OUTSIDE HEALTHCARE
  22. 22. RAPID PROTOTYPING EVEN MEDICAL DEVICES
  23. 23. DEVICE PLUG + PLAY INTEGRATED CLINICAL ENVIRONMENT MDPNP.ORG
  24. 24. FOLLOW THE MONEY ! CANNOT IGNORE COSTS
  25. 25. USA HEALTHCARE SPENDING SOURCE: CENTERS FOR MEDICARE & MEDICAID SERVICES
  26. 26. WHO PAYS + HOW CHANGING? SOURCE: CENTERS FOR MEDICARE & MEDICAID SERVICES
  27. 27. WHO PAYS?
  28. 28. USA POOR OUTCOMES
  29. 29. HIGH HOSPITAL COSTS
  30. 30. WRONG PLACE OF CARE
  31. 31. USA DRUG SPEND
  32. 32. TEACH HACKING MEDICINE PROCESS
  33. 33. • DESCRIBE WORST HEALTH EXPERIENCES • USE HACKMED MAD LIBS • PITCHES > ARTICULATE PROBLEM • USER PERSPECTIVES (EMPATHY!) • PAYER PERSPECTIVES + ROI • ONE PAGE BUSINESS MODEL • RE-CRAFT PITCHES • CROSS POLLINATE TEAMS • EXPERTS, EXPERIMENTS TO RAPIDVALIDATION TABLE EXERCISES VALIDATE NEED + BIZ MODEL
  34. 34. PITCH HERO NOT PRODUCT
  35. 35. PITCH AS VEHICLE TO TEST + HONE + PIVOT NEED, JOB TO BE DONE, BIZ MODEL, SOLUTION
  36. 36. TECHNIQUES FOR SCALING MEDICINE • DE-SKILL COMPLEX DX + RX • CREATE NEW EXPERIENCE + PROCESS • CREATE NEW PLACE or NEW SERVICE • FIND NEW PROVIDER + EXTRA CAPACITY • PATIENT ENGAGEMENT + SELF-SERVICE
  37. 37. TEAM IDEA SESSIONS DPHARM HACK CLINICAL TRIALS
  38. 38. LIST BAD HEALTH EXPERIENCES
  39. 39. MAP PLAYERS
  40. 40. FOCUSVALUE PROPOSITION HIGHLIGHT NEW ALLIANCES AMID REFORM
  41. 41. TOOLS FOR DISCOVERING UNMET NEEDS !
  42. 42. BUSINESSMODELGENERATION.COM
  43. 43. BUSINESSMODELGENERATION.COM
  44. 44. The Value Proposition Canvas 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? Pain Relievers Do they… Create savings that make your customer happy? (e.g. in terms of time, money and effort, …) Produce outcomes your customer expects or that go beyond their 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. makes them look good, produces an increase in power, status, …) Do something customers are looking for? (e.g. good design, guarantees, specific or more features, …) Fulfill something customers are dreaming about? (e.g. help big achievements, produce big reliefs, …) Produce positive outcomes matching your customers success and failure criteria? (e.g. better performance, lower cost, …) Help make adoption easier? (e.g. lower cost, less investments, lower risk, better quality, performance, design, …) 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. 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? Do they… Produce savings? (e.g. in terms of time, money, or efforts, …) Make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, …) Fix underperforming solutions? (e.g. new features, better performance, better quality, …) Put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, …) Wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, …) Eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) Help your customers better sleep at night? (e.g. by helping with big issues, diminishing concerns, or eliminating worries, …) Limit or eradicate common mistakes customers make? (e.g. usage mistakes, …) Get rid of barriers that are keeping your customer from adopting solutions? (e.g. lower or no upfront investment costs, flatter learning curve, less resistance to change, …) Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs. Risks your customer experiences or could experience before, during, and after getting the job done? Products & Services List all the products and services your value proposition is built around. 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? Which ancillary products and services help your customer perform the roles of: Buyer (e.g. products and services that help customers compare offers, decide, buy, take delivery of a product or service, …) Co-creator (e.g. products and services that help customers co-design solutions, otherwise contribute value to the solution, …) Transferrer (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-to- face customer service), digital/virtual (e.g. downloads, online recommendations), intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds, financing services). Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer? Gains Describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Pains Customer Job(s) Describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. 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, …) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, …) What negative social consequences does your customer encounter or fear? (e.g. loss of face, power, trust, or status, …) What risks does your customer fear? (e.g. financial, social, technical risks, or what could go awfully wrong, …) What’s keeping your customer awake at night? (e.g. big issues, concerns, worries, …) What common mistakes does your customer make? (e.g. usage mistakes, …) What barriers are keeping your customer from adopting solutions? (e.g. upfront investment costs, learning curve, resistance to change, …) 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? (e.g. perform or complete a specific task, solve a specific problem, …) What social jobs are you helping your customer get done? (e.g. trying to look good, gain power or status, …) What emotional jobs are you helping your customer get done? (e.g. esthetics, feel good, security, …) What basic needs are you helping your customer satisfy? (e.g. communication, sex, …) Besides trying to get a core job done, your customer performs ancillary jobs in differ- ent roles. Describe the jobs your customer is trying to get done as: 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. while driving, outside, …) Which savings would make your customer happy? (e.g. in terms of time, money and effort, …) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, …) How do current solutions delight your customer? (e.g. specific features, performance, quality, …) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, …) What positive social consequences does your customer desire? (e.g. makes them look good, increase in power, status, …) What are customers looking for? (e.g. good design, guarantees, specific or more features, …) 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, …) 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. 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. On: Iteration: Designed by:Designed for: Day Month Year No. Customer Segment www.businessmodelgeneration.com Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH Value Proposition Create one for each Customer Segment in your Business Model
  45. 45. H@CKMED SIMPLE BIZ MODEL SIMPLE MAP OF WHO USES, PRESCRIBES, PAYS, DISTRIBUTES USER DECIDER PRESCRIBER DISTRIBUTOR ACTIVATION RETENTION REVENUE WHO PAYS?
  46. 46. HEALTHCARE BIZ MODEL CANVAS IDENTIFY KEY ADOPTER: !Patient !Specialist/PCP/Nurse !Hospital/Department !Insurer !Payor/Employer Patient/DTC !!!Specialist/Nurse !!!Hospital !!!Payor DISEASE SEGMENTS !!!NATURAL HISTORY !!!!KEY RISKS/LIABILITIES REGULATORY PRO/CON !!!PERFORMANCE & EFFICACY METRICS Clin Data Cost/Timepoints !!!!VALUE INFLECTION MILESTONES !!!!SUBSTITUTES & COMPETITION EXECUTION DIFFERENTIATION GO TO MARKET DIFFERENTIATION Regulatory Path !!Reimbursement Codes Data Accelerants HACKINGMEDICINE.MIT.EDU Prescribers !!!!!Payors !!!!!Fulfillment !!!!!
  47. 47. Michael Porter, Tiesberg MAP EXPERIENCE + DISEASE
  48. 48. ! QUALITY OF ______________________________ ! (ENROLLMENT, CLINICAL METRIC, EXPERIENCE, PAIN...) ! ! ACCESS TO ______________________________ ! (DATA, SERVICE, SKILL, DIAGNOSIS, TREATMENT, CARE, CAREGIVER, FUNDING/ECONOMICS…) ! ! COST OF ______________________________ ! (DATA, SERVICE, SKILL, DIAGNOSIS, TREATMENT, CARE, CAREGIVER, FUNDING/ECONOMICS…) ! ! FREQUENCY/RATE OF ______________________________ ! (ENGAGEMENT, TEST, BEHAVIOR, DX, TREATMENT, COMPLIANCE, ADHERENCE) ! ! EFFICIENCY OF ______________________________ ! (TEST, DX, EXPERIENCE, SURGERY, PATIENT REPORTED OUTCOMES...) ! ! USER VALUE PROPOSITION ______________________________ ! PAYOR VALUE PROPOSITION ______________________________ ! (PATIENT, DOCTOR, SPECIALIST, HOSPITAL, EMPLOYER, INSURER, GOV) H@CKMED MAD LIBS MATCHYOUR PAIN TO METRICS
  49. 49. MARKET SIZING
  50. 50. FINDING OPPORTUNITIES
  51. 51. WHAT DOES A HEALTHCARE HACKATHON LOOK LIKE? 15 HACKATHONS USA EUROPE INDIA UGANDA >550 PITCHES >200 TEAMS >1500 INFECTED
  52. 52. 200 TO 500 = 1/3 DOCS 1/3 ENGINEERS 1/3 ENTREPRENEURS SEE ONE > DO ONE > TEACH ONE
  53. 53. VISUALIZE & PROTOTYPE ON PAPER
  54. 54. MEDICAL DEVICE RAPID PROTOTYPING
  55. 55. MEDICAL DEVICE RAPID PROTOTYPING
  56. 56. ONLY REQUIREMENTS: PAPER + COFFEE + DIVERSE TEAM PILLPACK.COM
  57. 57. HEALTH HACKATHON ! DIVERSE GROUPS PRIORITIZE PROBLEMS + NEEDS POSTPONE SOLUTIONS SUSPEND DISBELIEF OPEN RAPIDVALIDATION HACK BUSINESS MODELS EXPERTS AS MENTORS ! YES… AND...
  58. 58. LET’S GET H@CKING! ! ZEN CHU @ACCELMED ZENVEN@MIT.EDU HACKINGMEDICINE.MIT.EDU
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×