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Innova&ng	  Upstream:	  How	  a	  Li5le	  Spring	  can	  become	  a	  Mighty	  River	  Clark	  Kellogg,	  Partner,Collec&v...
People	  Process	  Prescrip&on	  
People	  Process	  Prescrip&on	  
4Problem Finding Problem Solving Spring 2013The Spaghetti Challenge
5Problem Finding Problem Solving Spring 2013•Build the Tallest Freestanding Structure: The winning team is theone that has...
6Problem Finding Problem Solving Spring 2013The Spaghetti Challenge Countdown: 18 minuteshttp://timer.onlineclock.net/
7Problem Finding Problem Solving Spring 2013Learning from The Spaghetti Challenge
8Problem Finding Problem Solving Spring 2013What Might We Learn from the Spaghetti(or Marshmallow) Challenge?http://www.te...
What’s so hard aboutinnovating?
People	  Process	  Prescrip&on	  
 	  	  	  	  	  The Innovationprocess
ConcreteAbstractAnalysis SynthesisInnovaon	  Process:	  A	  Learning	  Method	  
ConcreteAbstractAnalysis SynthesisObservationsInnovaon	  Process:	  A	  Learning	  Method	  
ConcreteAbstractAnalysis SynthesisObservationsInsightsInnovaon	  Process:	  A	  Learning	  Method	  
ConcreteAbstractAnalysis SynthesisObservationsInsights IdeasInnovaon	  Process:	  A	  Learning	  Method	  
ConcreteAbstractAnalysis SynthesisObservationsInsights IdeasSolutionsInnovaon	  Process:	  A	  Learning	  Method	  
ConcreteAbstractAnalysis SynthesisObservationsInsights IdeasSolutionsEmpathy	   Iterate	   Diverge/Converge	  Storytelling...
Petra BourkeCAROLINE,“THE INDEPENDENT ENTHUSIAST”56 years old; divorced nine years ago, resides in Orinda, CA, in thehome ...
ENRIQUE AND BRENDA,“THE THIRD AGE FAMILY”He’s 84, she’s 78. They’ve been married for forty-five years. Theyrecently sold th...
People	  Process	  Prescrip&on	  
Making	  and	  Aligning	  Investments	  
Health	  Innova&on	  Lab	  
1.	  Framing	  a	  research	  agenda	  for	  con&nued	  improvement	  of	  upstream	  health	  outcomes	  	  
2.	  Defining	  21st-­‐century	  cri&cal	  skills	  and	  knowledge—and	  seSng	  these	  as	  our	  “opera&ng	  system”	  ...
3.	  Prototyping	  and	  scaling	  new	  models	  of	  health	  promo&on	  and	  delivery	  	  	  
4.	  Fostering	  personal	  health	  behaviors	  in	  a	  community	  context	  that	  extends	  beyond	  healthcare	  inf...
5.	  Delivering	  on	  the	  promise	  of	  technology	  and	  digital	  media	  	  
6.	  Reimagining	  assessments	  of	  –	  and	  for	  –	  health	  and	  wellness	  
7.	  Defining	  new	  business	  models	  aligned	  to	  the	  health	  promo&on	  not	  disease	  treatment.	  
8.	  Innova&ng	  funding	  mechanisms	  and	  revenue	  streams	  that	  align	  money	  with	  goals.	  
9.	  Fostering	  public	  will	  for	  new	  kinds	  of	  holis&c	  health	  support	  systems	  
10.	  Advoca&ng	  policy	  that	  enables	  new	  kinds	  of	  learning	  and	  new	  health	  outcomes	  
Imagine	  the	  Health	  Innova&on	  Lab	  
Imagine	  the	  Health	  Innova&on	  Lab	  
Imagine	  the	  Health	  Innova&on	  Lab	  
“The best way to predictthe future is to design it.”-Alan Kay,desktop computing pioneer
Thank you.
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg
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Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg

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In Spring 2013, we are on the precipice of dramatic, disruptive change in the health field that offers an unprecedented opportunity and challenge to transform health care and population health.

We know that traditional public health approaches along with more and better health care are not enough to improve health outcomes, equity, and cost. We must also:

- implement sustainable, fundamental "upstream" changes that address the root causes of disease and disability; and
- transform the way we deliver health care to ensure access to quality, affordable health care for all.

Enjoy this keynote presentation from Clark Kellogg of Collective Invention, which was presented at the 2013 Annual Leadership Conference, co-sponsored by the Center for Health Leadership (CHL) and the California Pacific Public Health Training Center (CALPACT) at UC Berkeley's School of Public Health.

To learn more about this event, please visit:

http://calpact.org/index.php/en/events/leadership-conference


Learn more about CALPACT:
http://calpact.org/

Learn more about the CHL:
http://chl.berkeley.edu/

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Transcript of "Health 3.0 Leadership Conference: Innovating Upstream with Clark Kellogg"

  1. 1. Innova&ng  Upstream:  How  a  Li5le  Spring  can  become  a  Mighty  River  Clark  Kellogg,  Partner,Collec&ve  Inven&on,  Inc    Lecturer,  UC  Berkeley  Friday,  May  31st  
  2. 2. People  Process  Prescrip&on  
  3. 3. People  Process  Prescrip&on  
  4. 4. 4Problem Finding Problem Solving Spring 2013The Spaghetti Challenge
  5. 5. 5Problem Finding Problem Solving Spring 2013•Build the Tallest Freestanding Structure: The winning team is theone that has the tallest structure measured from the table top surfaceto the top of the marshmallow. That means the structure cannot besuspended from a higher structure, like a chair, ceiling or chandelier.•The Entire Marshmallow Must be on Top: The entire marshmallowneeds to be on the top of the structure. No part of the structure may beabove the marshmallow. Cutting or eating part of the marshmallowdisqualifies the team.•Use as Much or as Little of the Kit: The team can use as many or asfew of the 20 spaghetti sticks, as much or as little of the string or tape.•Break up the Spaghetti, String or Tape: Teams are free to break thespaghetti, cut up the tape and string to create new structures.•The Challenge Lasts 18 minutes: Teams cannot hold on to thestructure when the time runs out. Those touching or supporting thestructure at the end of the exercise will be disqualified.The Rules:
  6. 6. 6Problem Finding Problem Solving Spring 2013The Spaghetti Challenge Countdown: 18 minuteshttp://timer.onlineclock.net/
  7. 7. 7Problem Finding Problem Solving Spring 2013Learning from The Spaghetti Challenge
  8. 8. 8Problem Finding Problem Solving Spring 2013What Might We Learn from the Spaghetti(or Marshmallow) Challenge?http://www.ted.com/talks/tom_wujec_build_a_tower.html
  9. 9. What’s so hard aboutinnovating?
  10. 10. People  Process  Prescrip&on  
  11. 11.            The Innovationprocess
  12. 12. ConcreteAbstractAnalysis SynthesisInnovaon  Process:  A  Learning  Method  
  13. 13. ConcreteAbstractAnalysis SynthesisObservationsInnovaon  Process:  A  Learning  Method  
  14. 14. ConcreteAbstractAnalysis SynthesisObservationsInsightsInnovaon  Process:  A  Learning  Method  
  15. 15. ConcreteAbstractAnalysis SynthesisObservationsInsights IdeasInnovaon  Process:  A  Learning  Method  
  16. 16. ConcreteAbstractAnalysis SynthesisObservationsInsights IdeasSolutionsInnovaon  Process:  A  Learning  Method  
  17. 17. ConcreteAbstractAnalysis SynthesisObservationsInsights IdeasSolutionsEmpathy   Iterate   Diverge/Converge  Storytelling  Innovaon  Process:  Underlying  Skills,  Common  Language  Insight  
  18. 18. Petra BourkeCAROLINE,“THE INDEPENDENT ENTHUSIAST”56 years old; divorced nine years ago, resides in Orinda, CA, in thehome in which she raised her children.I adore food--everything about it,from growing it topreparing it for people.My ex-husband introducedme to the notion of terroir, orthe appreciation of the effectthat local environment hason food and wine.Because I love to travel,I’m interested ingardening, food and theenvironment, terroir hasbecome an importantidea to me.My brother and hispartner adopted a 2-year old. I see them asoften as possible.I used to ski competitively.Now my grown daughter isteaching her kid to ski.Hearing that, I felt old forthe first time in my life.I rent a bicycle every timeI visit a new city, and Itake an annual cyclingvacation in Europe.I have friends in thenightclub business. Iget a kick out of the“bright lights, bigcity” stuff.I installed solarpanels years ago,and I have given upmy car altogether.I am devoting this part ofmy life to the issues Icare about most,including theenvironment.I have recentlybegun spendingtime with someone Ienjoy a lot. Wemight want tospend the rest ofour lives but at thispoint I can’t evenimagine giving upmy independence.I plan to live to well over 100. That means I have40, maybe 50 years ahead of me and I expect lifeto be as active and stimulating as it is right now. Itruly hope there are residential options for peoplelike me as we age; people who want to age incommunity but who are still engaged in living.
  19. 19. ENRIQUE AND BRENDA,“THE THIRD AGE FAMILY”He’s 84, she’s 78. They’ve been married for forty-five years. Theyrecently sold their home in Los Angeles and the family business inorder to simplify their lives.We’re both just fascinatedwith technology. We have allthe gadgets and our kids callus with us questions. We geta kick out of that.Classical music isa passion for usboth. Enrique hasbeen playing theviolin for the firsttime in years.He tried to get me ina raft! I told him noway--if he wants tobreak his neck that’sup to him! - BrendaWhen we sold thebusiness we justacted like kids for ayear. Hawaii, theYucatan, the NationalParks... - EnriqueWe spend as muchtime in Mexico as wecan. We still have lotsof family there but weare really rooted inLos Angeles after allthese years.I have a thing forfast cars. But Istick to mydrawings now.Brenda hasgrounded me! -EnriqueI must admit: I amthe better chessplayer.- BrendaWe have four kids andthree grandkids, allnearby. They worryabout us financially.Brenda has been havingcontinual pain in her legs.We’re both concernedabout her mobility.We really suffered in theeconomic downturn.Things are much tighterfor us than we expectedat our age.There’s also Brenda’s sister andher family, plus my older brother,who is all alone now. We’re reallya hub for the whole family. --Enrique
  20. 20. People  Process  Prescrip&on  
  21. 21. Making  and  Aligning  Investments  
  22. 22. Health  Innova&on  Lab  
  23. 23. 1.  Framing  a  research  agenda  for  con&nued  improvement  of  upstream  health  outcomes    
  24. 24. 2.  Defining  21st-­‐century  cri&cal  skills  and  knowledge—and  seSng  these  as  our  “opera&ng  system”    
  25. 25. 3.  Prototyping  and  scaling  new  models  of  health  promo&on  and  delivery      
  26. 26. 4.  Fostering  personal  health  behaviors  in  a  community  context  that  extends  beyond  healthcare  infrastructure.  
  27. 27. 5.  Delivering  on  the  promise  of  technology  and  digital  media    
  28. 28. 6.  Reimagining  assessments  of  –  and  for  –  health  and  wellness  
  29. 29. 7.  Defining  new  business  models  aligned  to  the  health  promo&on  not  disease  treatment.  
  30. 30. 8.  Innova&ng  funding  mechanisms  and  revenue  streams  that  align  money  with  goals.  
  31. 31. 9.  Fostering  public  will  for  new  kinds  of  holis&c  health  support  systems  
  32. 32. 10.  Advoca&ng  policy  that  enables  new  kinds  of  learning  and  new  health  outcomes  
  33. 33. Imagine  the  Health  Innova&on  Lab  
  34. 34. Imagine  the  Health  Innova&on  Lab  
  35. 35. Imagine  the  Health  Innova&on  Lab  
  36. 36. “The best way to predictthe future is to design it.”-Alan Kay,desktop computing pioneer
  37. 37. Thank you.
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