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State of Digital Health Innovation 2016: Wave 1 Study Results

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A new global study reveals that only five percent of health organizations excel at digital innovation. Read the report to learn why and what you can do about it.

State of Digital Health Innovation 2016: Wave 1 Study Results

  1. 1. Study Report & Recommendations Wave I: December 2015 - February 2016 Produced By Published April 21, 2016 Sponsored By
  2. 2. ABOUT THE AUTHOR 2/34 Fard Johnmar is founder and president of the noted innovation consultancy Enspektos. He also conceived and produced the State of Digital Health Innovation research initiative and is the author of this report. Fard is a nearly 20-year global health veteran and has spent more than 10 in the digital health arena. He has advised executives, entrepreneurs, medical professionals and others focused on developing groundbreaking digital health tools, technologies, products and services at startups and large organizations like Humana, Novartis, Sanofi, the CDC and the Canadian government. Fard has also been featured in numerous media outlets, including the Los Angeles Times, NPR and Forbes. He is also a fellow at the Columbia University-affiliated Healthcare Technology Innovation Lab. Fard is the co-author of the #1 global bestseller, ePatient 2015: 15 Surprising Trends Changing Healthcare, which explores the impact of digital technologies on health and well-being. He also holds a U.S. patent for a unique behavioral analytics engine that measures the impact of digital exposure on health behavior change. A DIGITAL HEALTH FUTURIST, STRATEGIST, RESEARCHER & INVENTOR FARD JOHNMAR
  3. 3. BEFORE WE BEGIN … 3/34 What is digital health? This study is focused on assessing global progress in digital health innovation, so it makes perfect sense to ask (and answer) this question. Enspektos defines digital health as the use of multiple technologies (software, analytics, genomics, devices, etc.) to track, improve, support and modify health. Key digital health technology centers include mobile, social media, Big Data and wearables. This study measured global innovation progress in all these areas.
  4. 4. 4/34 EXECUTIVE SUMMARY The State of Digital Health Innovation Study is designed to help the global health ecosystem understand how organizations are progressing in their digital innovation efforts. According to this research, only 5% of health organizations globally are operating at the highest level of proficiency and expertise when it comes to their digital innovation efforts. This includes having the ability to successfully scale and diffuse innovations internally and externally. In addition, the majority of organizations are in the pilot testing and experimentation stage. While any progress is positive, momentum may be lost if institutional innovation knowledge is not shared and integrated into organizations’ operations. Also, pilots may not lead to sustainable innovation if gaps related to technical knowledge and budget allocation highlighted by this research are not significantly addressed. This report reveals not only how organizations are progressing, but the specific forces shaping innovation progress. It also features recommendations about how the industry can assess and close the global digital health innovation implementation gap. THE GLOBAL DIGITAL HEALTH INNOVATION IMPLEMENTATION GAP
  5. 5. 5/34 FORWARD - WEN DOMBROWSKI, MD MBA WEN DOMBROWSKI, MD MBA Why an unwavering focus on execution is essential: “Just because organizations envision themselves as ‘innovative and cutting edge,’ this does not guarantee the successful execution of innovative changes. Many healthcare leaders aspire to be at the forefront of the industry, but ambitious vision needs to be coupled with operational and technical know-how — otherwise it is merely wishful thinking.”
  6. 6. 6/34 FORWARD - WEN DOMBROWSKI, MD MBA By Wen Dombrowski MD MBA, Founder, Resonate Health, LLC Enspektos’ research is timely and valuable for any healthcare organization that would like to succeed and survive in the current environment of competing business models and evolving patient expectations.The firm’s findings resonate with what I've personally observed and heard from innovation leaders at healthcare organizations across the United States. I’ll frame my overall remarks about the study in the context of the four forces Enspektos outlined in its research as being of particular relevance to digital health innovation activities within and without organizations globally. ECONOMIC Regardless of for-profit or non-profit status, we often hear: "No margin, no mission." There are innovative new ways of organizing care that can not only boost organizational profits, but also improve service quality at reduced cost. Healthcare organizations that closely study market trends (for example, consumers' increasing preference for mobile digital connectivity) will realize that investing in changing business models and internal processes will give them an edge over competitors and deliver significant ROI over time. Some changes may temporarily cannibalize legacy sources of revenue, but there are significant first-mover advantages associated with gaining market share for services that are increasingly in-demand. Moreover, there are many current and future benefits of developing internal capacity to scale effective innovations as organizations grow and develop innovation maturity. HUMANS + TECHNOLOGY + POLICY These are three critical and intertwined ingredients needed for the successful identification, planning, and implementation of innovative strategies in the digital arena and beyond. Three key barriers to the successful evolution of healthcare organizations to meet consumers' (and health professionals’) needs using digital tools are: 1. Over-reliance on previously successful legacy business models 2. Failure to sufficiently act on new market trends 3. Unwillingness to invest in the talent required to implement digital innovation successfully Many of these problems can be traced to organizational leadership. For example, there are forward-thinking individuals with the vision to recognize the types of changes required for truly high-impact innovation. However, these ideas will not go far without buy-in from not only the CEO, but the entire C-Suite. Also, healthcare CEOs must be truly passionate about changing how their organizations do business — with all the growing pains involved. It’s also important that CEOs empower and expect their Executive Teams to follow suit. (cont.) EXECUTION: DIGITAL HEALTH INNOVATION’S NOT SO SECRET INGREDIENT
  7. 7. 7/34 FORWARD - WEN DOMBROWSKI, MD MBA If Executive Teams are not aligned in their vision and goals, there will be roadblocks to allocating resources/budget (Finance), hiring relevant talent (HR), making necessary organizational changes (Operations, IT), etc. Talent Management is also a very important innovation factor. Innovators must do the hard work of identifying — and acquiring — the leadership and front-line expertise needed to achieve stated innovation goals. In addition to adding basic traditional roles, innovative organizations must be agile at recruiting emerging skill-sets such as experts in mobile communications technologies, Internet of Things, marketing analytics, and organizational design. But, it’s not enough to bring in the right expertise. The CEO, Executive Team, and other organizational players must have decision-making processes that empower rapid and iterative decision-making, while fostering co-creation and co-ownership. IT ALL COMES DOWN TO EXECUTION Finally, a word about the importance of implementation. Just because organizations envision themselves as "innovative and cutting edge,” this does not guarantee the successful execution of innovative changes. Many healthcare leaders aspire to be at the forefront of the industry, but ambitious vision needs to be coupled with operational and technical know-how — otherwise it is merely wishful thinking. As an analogy, some people aspire to build rocket ships to the moon, but do not understand how to recognize and overcome the significant human, technological, and process-related challenges required to do so successfully. Because of this, they are sometimes unwilling or unable to invest in buying the raw materials needed, hiring experts, and allotting sufficient time to execute on their goal. When the right people in the right environment are empowered to make groundbreaking changes, both the organization and the patients (and providers) they serve will thrive. This research provides an important and clear- eyed assessment of the operational, human, financial and technological requirements that must be satisfied to successfully develop and implement digital innovations at scale. Wen Dombrowski, MD, MBA is a geriatrics physician-executive who develops technology and business solutions to help vulnerable populations with complex medical and social needs -— including older adults, people with disabilities, patients with life-limiting illnesses, and the urban poor. Dr. Dombrowski also advises health tech startups, aging and technology industry organizations and other healthcare stakeholders. Dr. Dombrowski was previously Chief Medical Information Officer for a home care provider, Clinical Informatics Director at a multi-specialty network of community clinics, and Medical Director at a special needs managed care plan for Medicaid- Medicare dual-eligible seniors. She is regularly invited to speak at conferences about healthcare innovation, information technology, social media, aging and workforce development. Learn more about Dr. Dombrowski at EXECUTION: DIGITAL HEALTH INNOVATION’S NOT SO SECRET INGREDIENT
  8. 8. 8/34HOW TO DOWNLOAD AND PRINT THIS REPORT THIS REPORT IS NOT AVAILABLE FOR DOWNLOAD ON SLIDESHARE Access the PDF of this publication via the Digital Health Maven Project’s Website. In addition to downloading this valuable resource, you’ll have access to numerous free innovation tools, including courses, Webinars and videos. Click the button below to get started. Click Here to Download This Report
  9. 9. I - THE GOAL OF THIS RESEARCH 9/34 Here’s the bottom line: Without an innovation roadmap and better understanding of how they compare to peers, companies, governments, non-profits and others will have a hard time maximizing the impact of their digital health activities. In addition, startups and other firms may take longer to realize their full potential because they won't have a realistic sense of organizational appetite for their innovations (and lack vital information about their chances for success — or failure).
  10. 10. 10/34 BILLIONS ARE FLOWING INTO DIGITAL HEALTH From 2000 - 2009, much of the talk about the potential impact of digital technologies on health was just that — talk. However, with the passage of the Affordable Care Act and the HITECH Act in the United States, along with improvements in technology, the forces were aligned to significantly increase spending on digital tools such as electronic health records. This activity prompted investors to take notice of the emerging digital health field. To date, they have poured billions into digital health companies from around the world, signaling that people are very serious about the future of this market. With money flowing into this sector, research designed to help measure and improve digital health innovation execution has become essential. INVESTMENT ACTIVITY: A SIGNAL OF INTEREST AND SERIOUSNESS Sources: >StartUp Health: Insights Report: Q1 2016 >Rock Health: Digital Health Funding: Q1 2016 2010 2011 2012 2013 2014 2015 N/A $1.1B $1.9B $2.4B $3.0B $7.0B $5.8B $1.1B $1.5B $2.0B $4.3B $4.5B Q1 2016 $1.6B $0.9B
  11. 11. 11/34 DIGITAL HEALTH HAS ENTERED A NEW ERA With interest (and investment) rising in digital health, people are increasingly focused on answering a critical question: how can we execute digital health innovations efficiently and effectively? We describe this shift in focus as digital health’s “Age of Implementation.” This will be a decade-long, intensely challenging period dominated by a focus on ensuring digital solutions truly impact the quadruple aim: improved health outcomes, lower costs, better patient experiences and clinician satisfaction. Digital health solutions that demonstrate the ability to satisfy elements of the quadruple aim will rise. Those that do not will fail to receive funding, adoption, or customers. WELCOME TO THE AGE OF IMPLEMENTATION
  12. 12. 12/34 EVIDENCE THAT IMPLEMENTATION IS A MAJOR FOCUS HOW WE LEARNED THE WORLD IS FOCUSED ON DIGITAL HEALTH IMPLEMENTATION We intensively track the global digital health market daily (and in real-time) via our DigiHealth Informer intelligence platform. One of the benefits of this activity is that shifts in emphasis and focus become quickly apparent. By late 2015, we had gathered enough evidence to conclude that a clear and profound shift had occurred in the digital health market. This change wasn’t limited to the United States. Organizations in the United Kingdom, Australia, India, and other parts of the world were signaling (via research, investments, product launches and other indicators) that they had moved from being merely interested in digital health to focusing on how to implement successfully. Some of the evidence we gathered to support our argument that the Age of Implementation has arrived is illustrated above.
  13. 13. 13/34 UNBLOCKING INNOVATION BOTTLENECKS THE GOAL OF THIS RESEARCH: IDENTIFY & OVERCOME COMMON INNOVATION BARRIERS It’s clear that innovation in health is easy to say, but tough to do. Because of this, there’s no shortage of excellent advice about how to innovate successfully. Some examples of common innovation advice appears in an article published in the April 2016 issue of MM&M, ‘What 10 innovation teams look like.’ The article’s author, Sara Holoubek, founder of the innovation consultancy Luminary Labs, asked leaders from across healthcare to talk about what makes innovation successful. Innovators from organizations like Johnson & Johnson and Boston Children’s Hospital advised readers to “be bold,” “nurture a culture of collaboration,” “bring in outside perspectives” and more. Yet, it is only after years of hard work that these innovation teams (and individuals) have learned how to identify (and overcome) obstacles (or bottlenecks) to their success. For many in global health, it is these innovation bottlenecks that are the most frustrating aspects of championing digital technologies. Ideally, ideas, insights and best practices would flow freely from internal and external innovation marketplaces to and from organizations. Yet, too often, organizational, budgetary, competitive, policy and other — sometimes unforeseen — obstacles stifle progress and breed frustration. The objective of the State of Digital Health Innovation research initiative is simple. It’s to help innovators — whether they are at startups or within organizations — recognize, understand and unblock bottlenecks that prevent digital technologies from being successfully implemented and scaled globally.
  14. 14. II - ABOUT THIS RESEARCH 14/34 What makes this research unique? “My bright idea was to develop a digital health innovation assessment tool disguised as a survey. The focus was on encouraging knowledgeable people — whether executives at health organizations or their partners (startups, consultancies, technology firms, etc.) — to assess progress in four areas key to digital health innovation. In exchange, respondents received a personalized 7+ page innovation report assessing their (or clients’/partners’) progress. This process helped us deliver actionable data to participants immediately.” -Fard Johnmar, Founder and President, Enspektos, LLC
  15. 15. 15/34THE STUDY’S CENTER: A DIGITAL HEALTH INNOVATION MATURITY MODEL UNDERSTANDING AND COMMUNICATING DIGITAL HEALTH INNOVATION MATURITY In 2015, Enspektos introduced an industry- first digital health maturity framework, the Digital Health Innovation Integration Curve. It is designed to help organizations, and their partners, communicate more clearly, consistently and effectively about innovation progress. The three stages of digital health innovation maturity are outlined in the image above. During Wave I of the State of Digital Health Innovation study, participants’ responses were used to determine where health organizations were on the Curve. Organizations that received the highest ratings in the areas of leadership support, technical capabilities, economic strength and policy awareness/maturity were rated at Stage III. Additional information about how organizations were evaluated by study participants appears on the next page.
  16. 16. 16/34UNDERSTANDING THE FORCES SHAPING DIGITAL HEALTH INNOVATION ASSESSING THE KEY DRIVERS OF DIGITAL HEALTH INNOVATION PROGRESS Over the last 10 years, we have worked on numerous innovation initiatives and developed and commercialized our own patented digital health technology. This experience has demonstrated that digital health innovation is shaped by four vitally important, but sometimes overlooked forces (illustrated above). Study participants were asked to assess organizations’ innovation progress in each of these areas. These rating scores were used to calculate: • Organizations’ overall position on the Digital Health Innovation Integration Curve (Stage I, II or III) • Strength scores in the areas of economics, policy, etc. that can be used to quickly identify strengths and weaknesses in organizational digital health innovation capacity Participants assessed progress in mobile, social media, wearables and Big Data. We aggregated individual technology ratings to measure overall innovation progress (see next page for more information).
  17. 17. 17/34 COLLECTING AND ANALYZING THE DATA ORGANIZATIONS AND PARTNERS: TWO EQUALLY IMPORTANT SOURCES OF INNOVATION INSIGHTS Traditionally, technology benchmarking studies like this have focused primarily on securing participation from executives at organizations. In fact, some actively discourage participation from organizational partners such as startups, technology firms, agencies and consultancies. We did not take this approach. One reason has to do with market dynamics. Health organizations globally are working closely with partners in the Big Data, mobile, wearables and social media arenas to conceive, implement and measure their activities. Given this, partners can provide important insights about how organizations are progressing in their innovation efforts. As illustrated above, individuals working at health organizations and their partners were asked to answer identical assessment questions. This allows us to combine, compare and contrast organizational and partner ratings of overall and technology- specific digital health innovation progress.
  18. 18. 18/34 PARTICIPANT DEMOGRAPHICS: WAVE I A BALANCED POOL OF RESEARCH PARTICIPANTS ACROSS REGIONS AND INDUSTRIES More than 360 individuals working at health organizations (hospitals, pharmaceutical firms, payers) or their partners (technology firms, startups, etc.) from around the world were recruited via email and other channels. 150 were qualified to participate in the study due to their in-depth knowledge of organizations’ digital health innovation activities (budgets, leadership support, etc.). They represent a good balance of U.S. vs. non-U.S. respondents and revenues. We are grateful to the people from around the world who participated in this research initiative.
  19. 19. III - STUDY RESULTS - WAVE I Did anything surprise us in this research? It’s unsurprising that so many organizations are not operating at peak digital health innovation efficiency. After all, digital health is a very new field. It’s more surprising that progress in relatively mature areas such as mobile and social media has been so slow. Clearly, there are significant human, economic, policy and technological issues blocking innovation progress. In this, and subsequent waves of this research, we aim to better understand what they are and how to overcome them. 19/34
  20. 20. 20/34 DIGITAL HEALTH INNOVATION PROGRESS: WAVE I DISCUSSION These results demonstrate that digital health innovation is very difficult. Success requires ensuring organizations are aligned in ways that will enable them to develop, implement and scale digital health innovations over the short- and long-term. Yet, it is also clear that some organizations have done the hard work required to operate at peak digital health innovation efficiency. How should one react to these results? Well, for those considering doing nothing it’s worth asking a simple question: What unique competitive, operational, organizational and strategic advantages do Stage III organizations possess? Even more importantly, where will they be in 2, 5, 10 years? It’s not too late to catch up … but not for long.
  21. 21. 21/34 OVERALL DIGITAL HEALTH INNOVATION FOCUS: WAVE I DISCUSSION The majority of respondents rated health organizations as at Stage II in their innovation efforts. Clearly, the current focus is on pilot testing and experimentation. But, while any progress is positive, it’s important that organizations not fall into the trap of “death by pilot.” It’s critically important to ensure the results from pilots are appropriately measured and shared to build knowledge and capacity. And what of the organizations at Stage I? Some are certainly educating themselves about digital technologies. However, there is a danger that others are conducting pilot initiatives, but lack the capacity to sustain and benefit from these experiments. In this wave we found no major differences in innovation focus across health tech firms, biotech/life sciences and hospitals.
  22. 22. 22/34 INNOVATION PROGRESS - U.S. VS. NON-U.S.: WAVE I DISCUSSION Interestingly, digital health innovation progress among U.S. and non-U.S. organizations is largely consistent. Equal percentages of respondents rated organizations at Stages I, II and III. What this reveals is that no matter where organizations are in the world they are grappling with similar innovation-related issues, including the struggle to find adequate funding, ensuring leadership is onboard with the innovation agenda and other critical factors. This suggests that health organizations in various regions can learn much from each other when it comes to implementing digital innovations well.
  23. 23. 23/34 INNOVATION PROGRESS BY TECHNOLOGY AREA: WAVE I DISCUSSION Just because a technology is mature does not mean organizations have figured out how to innovate in health optimally using it. There is much involved with deploying technologies such as mobile in a health environment. This includes, for example, figuring out how to do basic things like communicate securely and rapidly in ways patients have become accustomed. This research suggests that organizations still need to optimize operations and engage in other vital activities to scale innovations — regardless of whether they are in mature market segments.
  24. 24. 24/34HOW PARTNERS RATED PROGRESS VS. ORGANIZATIONS: WAVE I DISCUSSION Some seasoned industry executives have often noted the sometimes stark differences between how organizations rate their innovation progress versus partners. Differences in these assessments may be due to a lack of information about an organization’s true capabilities, or a more nuanced view of what it really takes to execute successfully. Given this, it is not surprising that we noted clear differences in how partners versus organizations rated innovation progress. Overall, partners rated the organizations they worked or engaged with less favorably — especially at Stage III.
  25. 25. 25/34MAKING THE LEAP FROM STAGE II TO III: WAVE I DISCUSSION Throughout Wave I of this study and in conversations with partners and organizations about this research, a single question emerged: “What does it take to move from Stage II to Stage III?” An analysis of strength scores (above) reveals that Stage III organizations excel in the areas of economics (including establishing ROI) and technology implementation.
  26. 26. IV - HOW TO TAKE ACTION What would I like this research to help achieve? “I’d like this study to prompt three reactions from you. First, I hope you find this study relevant and helpful to your work. Second, I’d love for you to ask yourself: ‘Where do we (or our clients/ partners) fall on the Digital Health Innovation Integration Curve?’ Third, I’d like you to wonder: ‘How can we do better?’ Most of all, I’m hoping you simply take action in ways that benefit you.” -Fard Johnmar, Founder and President, Enspektos, LLC 26/34
  27. 27. 27/34TIP - STARTUPS AND OTHER PARTNERS: ASSESS FOR SUCCESS USING INNOVATION ASSESSMENTS TO EVALUATE CLIENTS, PROSPECTS AND OTHERS One of the critical questions for many startups or partners seeking to engage with health organizations is: “How do we find the right clients and/or prospects so that we can drive revenue and profits?” Unfortunately, many have a difficult time identifying the appropriate organizations to engage with. For example, many Stage I organizations may be interested in learning more about an innovation, but unwilling or unready to buy. In contrast, Stage II firms might be a better fit — if the budgets, people operations and other functional areas are aligned correctly. But, startups and others often call upon organizations at both stages because they lack understanding of where they’ll have the most success. Failure to identify new opportunities or the inability to recognize when an organization is simply not ready is very frustrating and a major innovation bottleneck. The Digital Health Innovation Integration Curve’s assessment methodology (and associated data) can be very beneficial to internal and external innovators in their quest to understand whether the environment is right for their innovations. If you’re struggling to answer these questions, take action today by clicking here and participating in Wave II of the State of Digital Health Innovation Study. The free 7+ page personalized innovation assessment you’ll receive may help you make critical decisions about the future.
  28. 28. 28/34TIP - ORGANIZATIONS: PURSUE THE POSITIVE INNOVATION CYCLE PRACTICING POSITIVE DIGITAL HEALTH INNOVATION As indicated by this research, innovation can be a deeply challenging, complex and oftentimes frustrating process. But, it can also be rewarding if pursued in a disciplined fashion that acknowledges, respects and honors the people, processes, tools and techniques required to do it successfully. Enspektos defines this process as “Positive Digital Health Innovation.” The first step, can include having team members, partners and others use the assessment framework at the core of this research to deepen understanding of the challenges and opportunities the organization faces. (Ready to assess your organization’s progress? Click here.) Then, moving forward requires ensuring leadership is well-aligned with innovation efforts, focusing on streamlining execution (and measurement) and — importantly — sharing best practices and lessons learned. The graphic at the right can serve as a guide for individuals, teams and organizations contemplating how to get started with the positive digital health innovation cycle.
  29. 29. 29/34TIP - TAKE ADVANTAGE OF OUR INNOVATION RESOURCES PORTAL ACCESS MORE FREE TOOLS AND INSIGHTS TO AID YOUR INNOVATION EFFORTS Over the last three years, Enspektos has developed numerous free guides, publications, reports and frameworks designed to help innovators across the global health ecosystem implement digital technologies effectively. Now, in recognition of the significant unmet needs (in the areas of innovation education, strategy, tactical execution, etc.), highlighted by this study, we have brought the best of these resources together into a single online home: The Digital Health Innovation Acceleration Resources Portal. More than 20,000 executives, innovators and leaders globally have benefited from insights featured in the portal since 2013. To learn more about this unique free resource, please click the button below. (Note: you’ll also be able to download this research report and learn how to assess your innovation progress via the portal.) Learn About the Portal
  30. 30. V - ACKNOWLEDGEMENTS & MORE It’s time to give thanks. This ambitious research initiative would have been impossible to produce without the support of numerous people from around the world. 30/34
  31. 31. LEARN ABOUT OUR SPONSORS A BIG THANK YOU TO OUR SPONSORS This study was made possible, in part, by the support of our generous sponsors who share our passion for igniting innovation globally with digital tools and technologies. Please support their work by visiting their Websites and getting in contact if your needs align with their capabilities. See below for more information. VALIDIC Validic provides the industry’s leading digital health platform connecting providers, pharmaceutical companies, payers, wellness companies and healthcare IT vendors to health data gathered from hundreds in-home clinical devices, wearables and consumer healthcare applications. Reaching more than 160 million lives in 47 countries, its scalable, cloud-based solution offers one connection to a continuously-expanding ecosystem of consumer and clinical health data, delivering the standardized and actionable insight needed to drive better health outcomes and power improved population health, care coordination and patient engagement initiatives. Validic was named to Gartner’s “Cool Vendors” list and received Frost & Sullivan’s “Best Practices and Best Value in Healthcare Information Interoperability” and “Top 10 Healthcare Disruptor” awards. To learn more about Validic, follow Validc on Twitter or visit HEALTHCARE PIONEERS (MEDIA SPONSOR) Healthcare Pioneers is a business development network for 230,000 Physicians & Healthcare Executives, 40,000 Digital Health Professionals, and 90,000 Medical Device Executives. The goal of this network is to foster innovation in the life sciences by connecting experts with key resources, and innovative companies with professionals who can help. Promote products and services in weekly announcements, attend local conferences, save thousands of dollars on attending and exhibiting at industry conferences, and gain recognition for your expertise by joining the Healthcare Pioneers Marketplace today: 31/34
  32. 32. OUR RESEARCH PARTNERS … AND TO OUR SUPPORTERS The following organizations contributed time, allowed us to access their networks to spread the word about this research and much more. 32/34
  33. 33. ABOUT THE DIGITAL HEALTH MAVEN PROJECT 33/34 The Digital Health Maven Project delivers research, education, events, training and more to help executives, entrepreneurs, medical professionals and others innovate in health successfully using digital tools and technologies. It is powered by Enspektos, a globally respected innovation consultancy. Over the last 10 years, we have helped people like you understand, innovate and excel in digital health using original research, unique technologies, non-obvious insights and more. Learn more about the Digital Health Maven Project at and Enspektos by visiting Contact us via email at A UNIQUE GLOBAL INITIATIVE