Recommended
More Related Content
Viewers also liked
Similar to Defining Global Healthcare Entrepreneurship
Similar to Defining Global Healthcare Entrepreneurship (20)
Recently uploaded
Recently uploaded (20)
Defining Global Healthcare Entrepreneurship
- 1. DEFINING THE STUDY AND PRACTICE OF GLOBAL HEALTHCARE ENTREPRENEURSHIP AT BABSON COLLEGE PROF. WILJEANA GLOVER SEPTEMBER 2016
- 2. WE ACTIVATE ENTREPRENEURIAL LEADERS & THINKERS IN GLOBAL HEALTH ADVANCE EDUCATE COACH EMPOWER BUILD the emerging field of global healthcare entrepreneurship. the Babson College community on global health challenges and opportunities. intrapreneurs on ET&A for global health. entrepreneurs to create new global health ventures. a cross-disciplinary network of entrepreneurial leaders in global health.
- 3. DEFINING GLOBAL HEALTHCARE ENTREPRENEURSHIP 1. Improve Existing Organizations & Processes 2. Create New Organizations and Processes 3. Improve How Organizations Keep Stakeholders Healthy Strategic Cultural Political
- 4. #1: IMPROVE EXISTING HEALTHCARE ORGANIZATIONS AND PROCESSES Implementation team Adoptive Community (Local users) Delivery Approach Delivery Strategy Enabling Environment INNOVATION IMPLEMENATION AND SCALE SUCCESS FACTORS (McKone-Sweet and Glover)
- 5. Utilities Food Equipment and Supplies The Healthcare Ecosystems in LMICs: Strengths, Gaps, and Opportunities for Current Stakeholders and Entrepreneurs Transportation Medical Professionals Patients and Families Ministry of Health Staff IT Systems #2: CREATE NEW ORGANIZATIONS AND PROCESSES STAKEHOLDER MAPPING AND COORDINATION FOR INNOVATION AND ENTREPRENEURIAL OPPORTUNITY (Glover) Strategic Cultural Political NGOs
- 6. #3: IMPROVE HOW ORGANIZATIONS KEEP STAKEHOLDERS HEALTHY
- 7. BUILD WITH US! ADVANCE EDUCATE COACH EMPOWER BUILD the emerging field of global healthcare entrepreneurship. the Babson College community on global health challenges and opportunities. intrapreneurs on ET&A for global health. entrepreneurs to create new global health ventures. a cross-disciplinary network of entrepreneurial leaders in global health. Core Team Wiljeana Glover, Ph.D. Faculty Director wjglover@babson.edu Rebecca Obounou, Entrepreneur Assistant Director robounou1@babson.edu Sthuthi Jeberaj, MPH Graduate Assistant sjebaraj1@babson.edu
Editor's Notes
- I’d like to wrap up this portion of our event by beginning a conversation on how we define the study and practice of global healthcare entrepreneurship. The Schlesinger Fund for Global Healthcare Entrepreneurship was stablished in September 2013 in partnership with the Kletjian Foundation and is housed in The Lewis Institute for Social Innovation at Babson College.
- Vision: To activate entrepreneurial leaders and thinkers in global health. Mission: To create opportunities for Babson faculty and students, and the greater global health community, to apply Babson’s ET&A methodology to the world’s greatest healthcare challenges. So I wanted to start our conversation by discussing how we do global healthcare entrepreneurship: The Fund has 5 actionable goals Advance where we fund and promote research on the emerging field of global healthcare entrepreneurship. Educate: In partnership with the Lancet Commission on Global Surgery and many of our partners here, we’ve developed a series of cases that cover various aspects of the business of global health including “reverse” innovation, intrapreneurship, financing, and performance measurement. Coach: Most recently at CAMTech’s event in Uganda we hosted a workshop on ET&A for the audience of Ugandan clinicians, engineers, and businesspeople Empower: Featuring entrepreneurs like LifeBox and Mdaas who you’ll hear from today at our Disrupting Global Health Lunch series. Events like this where we are aiming to build… I’d like to spend most of my time now talking about our first aim. Exactly what is global healthcare entrepreneurship? And how do we understand it and make advancements as a field of study and practice?
- Our working definition is that Global Healthcare Entrepreneurship is a field of study and practice that aims to (1) Improve Existing Healthcare Organizations & Processes, (2) Create New Organizations and Processes, (3) Improve How Organizations Keep All Stakeholders Healthy, with a focus on healthcare practices in low and middle income regions and countries. This definition of GHE utilizes strategic, cultural, and political lenses to meet these aims.
- Our first area, improving existing healthcare organizations and processes is an area that Prof. Kate McKone-Sweet and I have been partnering to examine the implementation and sustainability of health innovations in LMICs. She was our first faculty director and led the charge on writing the Lancet Commission cases. The cases range from medical innovations such as CURE Hydrocephalus's strategy, is a shunt-less surgical technique and the methodology for its proper use in Uganda to IT innovations such as the Surgical Quality Assurance Database, a simplified yet effective medical record system based on open source software also implemented in Uganda. Now we are in the process of analyzing information from the cases to observe success factors of those intrapreneurs and we’ve observed four factors to date that we’d like you to consider The first two, delivery strategy and delivery approach are critical and may be somewhat similar to entrepreneurship in other industries, even in developing countries. For delivery strategy, an intrepreneurial team has to determine a set of processes, metrics, assess how a solution will fit into an existing system. For delivery approach of a new innovation, we still see behaviors of entrepreneurial thought and action: De-educate: Unlearn habits & traditional models, understand new context De-risk: Risk only what you can afford to lose; consider ways to reduce risk Re-engage: Find champions & enroll key stakeholders Re-iterate: Intentionally iterate, Adapt and Change Course (pivot) based on lessons learned to find best solution Re-evaluate: Measure performance, assess unintended consequence & social impact The nature of the implementation teams and adoptive communities may offer some unique insights to global health. Implementation teams of global health innovations often require for-profit, NGO, and government partnerships that can be fruitful if done well, yet challenging to manage. What are the dynamics of these relationships in global health and how should these best be managed? The teams also are often international, lending itself to interesting questions around team norms and expectations given differing origin cultures amongst teammates. Finally, relevancy to the adoptive community must be understood not only on a “target market” level but also in terms of national health goals, relevance to culture, and with a mind toward prevention and health promotion. Practical Implication Aim: Increase number of implemented and successfully sustained health innovations in LMICs
- To explain our next key component of our working definition, I’d like to tell you a story that was told to me by a staff person at one of the hospitals that we have studied. He explained to me that while medical care may be improving in their hospital, oftentimes supplies may not be available causing patients to have to bring their own supplies. Also, food is not provided, so if you can not afford food, you will remain ill during an inpatient stay due to a lack of nutrition. It is the impact of these support services and other stakeholders that drives my personal interest in understanding stakeholder ecosystems and how they are coordinated to spur or deter innovation and who’s missing, giving us insight into entrepreneurial opportunities. Here again, our 3 Lenses become critical for understanding: Strategic: What shared infrastructure (e.g., contracts) and procedures do you currently have? Are they aligned or dissonant with practice? Cultural: What shared or different values and assumptions do you have? Political: Who has the final say in decisions? Who holds power in these relationships? What’s interesting is that even if we saw a missing “industry,” and an entrepreneur wanted to fill it, it may take substantially more time even if one has the resources. According to the World Bank, the Time to start a business in is Uganda: 27 days compared to U.S.: 6 days So in this work, our Goal For Intrapreneurs is Where are the gaps in your understanding and relationships of your current partners as it relates to operations and innovation? Goal For Entrepreneurs: Where are there gaps in your ecosystem where new business can be introduced?
- And the section that we’ve done the least work on to date but we think hold much promise is #3 Improving How Organizations Keep Their Stakeholders Healthy. Flipping our view of healthcare on its head, we turn to companies and organizations that are providing various forms of health insurance to understand how they are developing a culture of health. Most of the work at the Lewis Institute on this topic to date has been done with U.S. based companies in partnership with the Robert Wood Johnson Foundation, but we look forward to examining the relevancy of this concept in other countries.
- So in short, we hope that this spurs conversation and collaboration, and we invite you to build with us, joining our network and staying involved in the research, teaching, and programming from our effort as we will definitely be in touch. I’d like to recognize the rest of our incredible team who’s joined us for 2016-2017.