Research & Innovation Strategies at Hospital Clínic


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Presentació de Juan Bigorra en el Foro HealthCare, organitzat per Barcelona Activa i l'IESE.

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Research & Innovation Strategies at Hospital Clínic

  1. 1. Research & Innovation Strategies at Hospital Clínic March 11 , 2010 Juan Bigorra Director of Innovation. Hospital Clínic de Barcelona
  2. 2. Research as strategic priority at Hospital Clínic /IDIBAPS Scientific Production Clínic /IDIBAPs Competitive resources Clínic / IDIBAPS 16,5 23,6 28,5 33,4 38,7 <ul><li>Research results place Hospital Clínic in a leading position at national level and a highly relevant position in Europe. </li></ul>Millions € 44,4 52.2 YTD 09/09 Citations /document 1996-2004 : 12.49
  3. 3. HCB – IDIBAPS is competitive at the EU level : EU project financing over time K €
  4. 4. <ul><li>Organizational model for the promotion and assessment of innovation: OPEN AND PARTICIPATIVE </li></ul><ul><li>Identify priorities, align agendas ,look for synergies. </li></ul><ul><li>Foster an Innovation Culture </li></ul><ul><li>Assess technological changes: assess their impact </li></ul><ul><li>Track performance of already adopted innovations. </li></ul><ul><li>Identify opportunities : Ideas, initiatives and innovative processes inside the H Clínic / experiences, methodologies, “key people” </li></ul><ul><li>Coach innovators : discussion forum / project execution / “Task Force” </li></ul><ul><li>Generate communication : Information / Knowledge / products / publicity </li></ul>Objectives Activities INNOVATION AS STRATEGIC PRIORITY AT HCB-IDIBAPS Fostering an Innovation Culture Prividing professional support C I NTEC ( Innovation and New Technologies Committee) C I NTEC-Strategic C I NTEC-Task Force
  5. 5. <ul><ul><li>Traslacional research. </li></ul></ul><ul><ul><li>Health outcomes indicators. </li></ul></ul><ul><ul><li>Satisfaction of the final client (the patient). </li></ul></ul><ul><ul><li>Efficiency, with improvements applicable to the health care system overall. </li></ul></ul><ul><ul><li>Satisfaction of professionals and ability to attract, develop and retain top talent. </li></ul></ul><ul><ul><li>Economic return and improved sustainability of the Hospital and the health care system. </li></ul></ul><ul><ul><li>Impact on the productive sector </li></ul></ul><ul><li>Innovation in its broadest sense (products, processes, systems and organization) as an strategy to improve: </li></ul>INNOVATION AS STRATEGIC PRIORITY AT HCB-IDIBAPS Research : turning resources into knowledge through scientific talent (with the support of management); Innovation : turning knowledge into health and social impact and resource generation through organizational talent.
  6. 6. Ideas Assessment Protection Negotiation Transfer to industries/Spin-offs Project Flow 2006-2009 (up to September 2009) 2006 (4) 2007 (22) 2008 (52) 2009 (41) 36 patents 27 119 Clinical Proof of Concept Process management, priority setting, adjusting expectations to realities 17
  7. 7. Innovation as strategic priority at HCB-IDIBAPS Transfer of projects ( disclosures ) Type of Projects
  8. 8. Innovation as strategic priority at HCB- IDIBAPS Industrial Property (YTD 09/09) License agreements / spin-off companies (YTD : 09/09) <ul><li>Down payments / milestones : €0.91Mio </li></ul><ul><li>NPV (10y) of HCB/IDIBAPS Royalty Flow : </li></ul><ul><li>Optimistic :€ 11.9 Mio </li></ul><ul><li>Realistic : €4.7Mio </li></ul><ul><li>Spin-offs: </li></ul><ul><li>Transmural Biotech ( Clínic –UB) </li></ul><ul><li>Bionure ( IDIBAPS – CSIC)) </li></ul><ul><li>Immunovative Developments (Clínic-UB) </li></ul><ul><li>Linkcare </li></ul>
  9. 9. Key technologies that will drive improvements in Health Care Imagen médica Minimally Invasive Procedures Predictive, Preventive, Personalized and Participatory Medicine Molecular Medicine Medical Imaging Telemedicine ICTs
  10. 10. Health Technologies :marginal improvements will not justify large efforts … Risk Value <ul><li>The definition of improvement will be adjusted according to </li></ul><ul><li>Value : measurement to be standardized ( cost-benefit ? cost-effectiveness, cost-utility, patient preferences? </li></ul><ul><li>Risk : patient risk, organizational risk , employment risk, transition risk…. </li></ul><ul><li>Values : societal values & beliefs have an impact on patient compliance and health care performance </li></ul>TRADE OFFS WILL BE UNAVOIDABLE Cost of Resources Health Status C 0 H C 1 H C 2 H 2 C 3 H Incremental costs
  11. 11. Getting ready for a new role of hospitals in R&D approach in Biomed and Medtech PRICEWATERHOUSECOOPERS .Pharma 2020 , 2009 More involvement of leading Hospitals More Public Private Partnerships New Players
  12. 12. <ul><li>Better patient care </li></ul><ul><li>Knowledge advancement </li></ul><ul><li>Capacity building </li></ul><ul><li>Population impact </li></ul><ul><li>Health Impact </li></ul><ul><li>Socio-economic impact </li></ul>The Model Molecular Medicine Digital Medicine ICT/Equipments Patient-centered organization Clinical Quality and Patient safety Public- Private innovation ecosystem
  13. 13. <ul><li>Many thanks for your attention </li></ul><ul><li>[email_address] </li></ul>