Clinical entrepreneurial barriers and how to overcome them

Innovation starts with mindset

1. Lack of entrepreneurial mindset
 The size of the challenge, not the size of the kingdom
 The new direction is the challenge, not the destination
 Make the present model obsolete
 Problem seeker, not problem solver
 Questions not answers
 Work from the challenge backward,
not capability forward

2. A highly regulated ecosystem
 Differs around the world
 In US, shifting from FFS to value based

3. A lack of patient awareness
 Low health IQ
 Low insurance IQ
 Bad consumers of care
 Bad judges of quality
 Lack of transparent information to make choices

4.Vested interests
 There is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success,
than to take the lead in the introduction of a new order
of things. For the reformer has enemies in all those who
profit by the old order, and only lukewarm defenders in
all those who would profit by the new order, this
lukewarmness arising partly from fear of their
adversaries … and partly from the incredulity of
mankind, who do not truly believe in anything new
until they have had actual experience of it.
 — Niccolo Machiavelli

5. Consolidation
 BIG MEDICINE v small medicine
 Public systems v private systems
 Market power
 Threats to private practice

6. Mass eCare
 Scaling digital health adoption
 Digital health gaps

7.Finding leaderpreneurs
 Knowledge technicians are dead and replaceable
 Managers are not leaders
 Leaders are not necessarily entrepreneurs
 Entrepreneurs are not necessarily innovators

8. Finding early seed sage capital
 Changing financing models
 Money, like people and technology, go where they are
treated best

9. Generational changes
 Risk aversion
 Generational stereotyping is stupid

10. Defining and measuring value
 The perceived difference in the mind of the user
between the tangible and intangible benefits-the
tangible and intangible costs when compared to other
offerings
 Changing value factors
 Convenience
 Speed
 Experience
 Service
 Price

11. Education and training
 Reform medical and PhD and postdoc bioscience
education and training
 Culture highly resistant to change

12. Ecosystem Integration
 Integration into innovation ecosystems to provide
networks, mentors, and experiential learning
 Career development opportunities

13.Fear of physician entrepreneurs
 Defining medical entrepreneurship
 Conflict of interest
 Money before mission

Solutions
 Upside down organizational structure
 Revised platforms and processes of care with
innovative business models; systems of systems
 The right people in the right jobs of the future
 Changing rules that drive ecosystems that drive
business models that catalyze innovation
 Education reform to include bioentrepreneurship
 Better business environment

Solutions
 International knowledge transfer programs
 SoPE Grand Junction chapter
 More early stage capital
 Remove uncertainty
 Open national innovation:
public/private/finance/academic

Thank you very much
 Arlen.meyers@ucdenver.edu
 www.sopenet.org

MGMT 560 – Organizational Leadership Ethics and Professional Codes of Conduct * Dilbert Ethicsa system of moral principles: the ethics of a culture the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc.: medical ethics; Christian ethics that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions Formal vs InformalFormal EthicsCode of ConductOathBoard of EthicsInformal EthicsNo formal governing bodyNo accountability, other than from clientNo formal repercussions Making an Ethical Decision Recognize the ethical dilemma Ask yourself, is this the start of a slippery slope One slip allows the next slip to happen more easily Would you want your decision to the problem broadcast to the world? Ethical SituationsMaintaining the integrity of company databases in the face of requests to use the data inappropriately Providing truthful information on the status of projects, budgets and profits even when there are problems – being accountable for success and failure Standing firm on a decision despite its unpopularity Reporting suspected unethical behavior of others despite personal discomfort Not developing personal relationships with vendors/ customers/outside agencies – potential conflict of interest issues Principles for Creating Ethical Cultures Principle 1: The only way to sustain Compliance is through Culture – Employees want to be part of organizations whose values mirror their own – Organizations need to reduce fear, encourage accountability and live by a common set of values that build trust Principles for Creating Ethical Cultures Principle 2: Corporate culture reflects the values of the leaders If Leaders do not embody the ethical standards, then no one else will Principles for Creating Ethical Cultures Principle 3: Measurement matters – if you can’t measure it, you can’t manage it Leadership needs to measure integrity risk and monitor progress in managing it Culture must become a metric Web of NeedsNeeds encountered in IT practice:User needsPersonal needsOrganizational needsNeeds of societyOthers?Framework for Ethical Analysis Identify web of needs for project Identify strands of web where conflict is likely to occur Resolve conflict issues with concerned parties Agreed needs set recorded and input into requirements analysis ref. Taylor, M.J. & Moynihan E., Analysing IT Ethics Ref. D. Gebler, Creating an Ethical Culture * Level 1 – Financial Stability: Organizations that are consumed with surviving Leaders may exercise excessive control – an environment of fear Unethical or illegal conduct can be rationalized Leaders must know and stand within clear ethical b ...

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