Panel discussion: Being a successful healthcare entrepreneur: lessons from Boston to Barcelona, with numerous experts from CIMIT, Boston, in economics, development and strategic planning of medical devices; in prototypes and patents and founders of several startups.
Presentation of CRAASH Barcelona, the new project of Biocat (Moebio Barcelona). The initiative is a 12-week program that helps European research teams launch successful device, diagnostic and e-/digital health innovations to improve health and patient care.
This slide examines why a shift from occasional, ad-hoc and reactive innovation to a posture of relentless, enterprise-wide and methodical innovation is so important. A redacted slide set I used to drive discussion with a senior leadership team.
hitt services gives a multiple range of advising, projects and support that covers the main needs of knowledge of all actors in healthcare market.We design easier and more profitable ways for:
• To generate primary research in health services
• To support start-ups on their business strategy &development
• To build and consolidate strategic decisions in market access for health products & services
Report of perspectives from 102 industry leaders on how they approach and value university relationships for innovative collaborations. Report from 18 high-tech sectors and businesses of all sizes
Presentation of CRAASH Barcelona, the new project of Biocat (Moebio Barcelona). The initiative is a 12-week program that helps European research teams launch successful device, diagnostic and e-/digital health innovations to improve health and patient care.
This slide examines why a shift from occasional, ad-hoc and reactive innovation to a posture of relentless, enterprise-wide and methodical innovation is so important. A redacted slide set I used to drive discussion with a senior leadership team.
hitt services gives a multiple range of advising, projects and support that covers the main needs of knowledge of all actors in healthcare market.We design easier and more profitable ways for:
• To generate primary research in health services
• To support start-ups on their business strategy &development
• To build and consolidate strategic decisions in market access for health products & services
Report of perspectives from 102 industry leaders on how they approach and value university relationships for innovative collaborations. Report from 18 high-tech sectors and businesses of all sizes
The Pediatric Device Center is dedicated to the advancement of pediatric innovation within the healthcare and device industry. Our collaborative approach allows us to provide expertise, cost-effective services, and a wide variety of resources with the help of volunteers and members from around the world. We also partner with healthcare providers, FDA, non-profit organizations, institutions, consortiums, and other industry experts in order to help bring pediatric innovation to life.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
HBR's 10 must reads on Innovation. Professor Rosabeth M. Kanter from Harvard Business School presents four classic traps in innovation. Companies have been putting resources for new breakthrough for product and service, however, repeatedly, they make the same mistakes as their predecessors.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Effective design of innovation labs by andrea boeri august 2019Andrea Boeri
This short presentation illustrates a few findings about how to effectively design an innovation lab (or innovation center, or innovation factory), whose mission is to find new ideas and pursue innovations related to technologies and/or business models.
Innovation labs can be a very powerful tool. However, they cannot properly function in isolation, but should be seen as a key part of the overall corporate innovation strategy and framework.
Open innovation is much more than just running a hackathonAndrea Boeri
Open Innovation has become a good source of competitive advantage for a growing number of established companies in the world. But what could be included in the Open Innovation perimeter?
To try and answer this question, this short presentation will cover the wide set of possible goals and approaches related to Open Innovation. They are associated with growing degrees of corporate commitment and expected benefits, ranging from exposure through one-off events all the way to structured partnerships between companies and startups, up to corporate investments in startups.
Based on a growing body of international experiences, it appears today possible to envisage more effective roadmaps and organizational solutions to effectively engage startups. It still remains a delicate act, which requires a lot of attention and skills on both sides.
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Startups are naturally risky, and a startup valuation is probably closer to an art than a science. However, it can be made less based on “gut feelings” by carefully assessing the several elements that would have the strongest impact on the venture success. In this document, we have identified 7 key elements that we believe investors should look for, when evaluating a startup: team, problem, solution, strategy and marketing, scalability, strategic fit, return vs. risk.
Stacking the Odds for Success: A Six-Stage Process to Articulate and Promote Your Entrepreneurial Idea
Jon Obermeyer
Jon Obermeyer, Director of External Education and Outreach at Wake Forest University Institute for Regenerative Medicine, and former CEO of the Piedmont Triad Entrepreneurial Network (PTEN), will be our dynamic lunchtime speaker providing us with a toolkit for developing entrepreneurial ideas.
Entrepreneurs seeking venture capital follow a standard format for attracting outside investment, using six topic areas to describe concisely and compellingly the viability of a new product or service. This same process can be used for library professionals to articulate and promote their innovative concept to peers, administrators and strategic partners. Return-on-investment for this session will include an understanding of what makes a new idea compelling and more likely to be successful in execution, as well as a one-page template participants can use following the conference.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
The Pediatric Device Center is dedicated to the advancement of pediatric innovation within the healthcare and device industry. Our collaborative approach allows us to provide expertise, cost-effective services, and a wide variety of resources with the help of volunteers and members from around the world. We also partner with healthcare providers, FDA, non-profit organizations, institutions, consortiums, and other industry experts in order to help bring pediatric innovation to life.
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
HBR's 10 must reads on Innovation. Professor Rosabeth M. Kanter from Harvard Business School presents four classic traps in innovation. Companies have been putting resources for new breakthrough for product and service, however, repeatedly, they make the same mistakes as their predecessors.
Best Practices for an Effective Innovation ProcessMindjet
In our webinar with Forrester VP and analyst Chip Gliedman, we discuss best practices for implementing an effective innovation process, from ideas through execution.
Effective design of innovation labs by andrea boeri august 2019Andrea Boeri
This short presentation illustrates a few findings about how to effectively design an innovation lab (or innovation center, or innovation factory), whose mission is to find new ideas and pursue innovations related to technologies and/or business models.
Innovation labs can be a very powerful tool. However, they cannot properly function in isolation, but should be seen as a key part of the overall corporate innovation strategy and framework.
Open innovation is much more than just running a hackathonAndrea Boeri
Open Innovation has become a good source of competitive advantage for a growing number of established companies in the world. But what could be included in the Open Innovation perimeter?
To try and answer this question, this short presentation will cover the wide set of possible goals and approaches related to Open Innovation. They are associated with growing degrees of corporate commitment and expected benefits, ranging from exposure through one-off events all the way to structured partnerships between companies and startups, up to corporate investments in startups.
Based on a growing body of international experiences, it appears today possible to envisage more effective roadmaps and organizational solutions to effectively engage startups. It still remains a delicate act, which requires a lot of attention and skills on both sides.
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Startups are naturally risky, and a startup valuation is probably closer to an art than a science. However, it can be made less based on “gut feelings” by carefully assessing the several elements that would have the strongest impact on the venture success. In this document, we have identified 7 key elements that we believe investors should look for, when evaluating a startup: team, problem, solution, strategy and marketing, scalability, strategic fit, return vs. risk.
Stacking the Odds for Success: A Six-Stage Process to Articulate and Promote Your Entrepreneurial Idea
Jon Obermeyer
Jon Obermeyer, Director of External Education and Outreach at Wake Forest University Institute for Regenerative Medicine, and former CEO of the Piedmont Triad Entrepreneurial Network (PTEN), will be our dynamic lunchtime speaker providing us with a toolkit for developing entrepreneurial ideas.
Entrepreneurs seeking venture capital follow a standard format for attracting outside investment, using six topic areas to describe concisely and compellingly the viability of a new product or service. This same process can be used for library professionals to articulate and promote their innovative concept to peers, administrators and strategic partners. Return-on-investment for this session will include an understanding of what makes a new idea compelling and more likely to be successful in execution, as well as a one-page template participants can use following the conference.
The Science of Innovation (Facts, Systems, Best practices)Bryan Cassady
Get the key learnings of a 1 year study on Innovation practices.
Innovation doesn’t need to be a random gamble. There is a science of Innovation success.
Over the last year we interviewed and researched innovation practices at over 120 companies. We have identified scientifically proven ways to increase your odds of innovation success. In this presentations you will learn:
• What separates companies successful at innovation from other companies
• What you can do to increase your odds of innovation success
• How to increase speed and reduce risks.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Think Tank V Key Takeaways & Best PracticesJustin Barnes
Care Strategy, Care Collaboration, Innovation, Industry Disruptors & Social Determinants of Health best practices directly and unscripted from thought leaders on the front lines of healthcare
The Innovation Commercialization Process:A Case StudyCheryl Tulkoff
When people think of innovation, they frequently think of the “big idea” or product while overlooking the fact that innovation is really a process.
They think of innovation solely in the creative sense rather than considering the importance or even existence of an innovation methodology.
Countless examples exist of good inventions that never succeeded in the marketplace or failed to live up to expectations while lesser ones thrived.
Many of these failures could have been eliminated through use of an innovation commercialization process.
This presentation describes the process and demonstrates its application through a case study.
Innovation for CFOs and COOs (Course Ideas + Course introduction)Bryan Cassady
Ideas for an executive education course in Innovation for CFOs and CXOs.
Why an Innovation course for CFOs and COOs ?
Less than 4% of board members have experience in marketing or innovation. I believe CFOs and COOs would be best people to lead a systems driven approach to Innovation at the board level
What is in this presentation
1. A brief description of the course and course objectives
2. An outline for the first 3 hours of a 3 day course
3. The last slide is a summary of the course and how value can be captured
For clarity, notes have been added to several slides that would not be in the course slides.
Keywords
CFO, CXO, Innovation, Executive Education, Bryan Cassady, Deming, Agile, Design Thinking, Scrum, Innovation Engineering
Asia Pacific Pharmaceutical & Medical Professionals LinkedIn Group poll results and discussion on "Where do you see the most commercial innovation happening over the next 12 months?"
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
As I have recently included some new content in my presentations and sessions, I would like to share these insights with you in the form of an updated presentation deck. Here, I focus on the the following views and messages:
- A general state of innovation and what you need to know about it these days
- What open innovation is and how it is relevant in the context of big companies and SME´s and startups
- What it takes to be successful with innovation today as an individual and as a team
When I give talks and sessions, I draw upon a comprehensive set of content which you can look further at www.innovationupgrade.com.
How to invent and innovate as an individual, employee, or corporationTal Lavian Ph.D.
In a given company, ~1% of employees produce 99% of patents.
Thus, individuals who have mastered the skill of inventing and patenting are incredibly valuable!
Regardless of the myths, innovation is a learn-able skill.
How can we become inventors?
How can we produce inventions as employees?
How can we encourage inventions as business owners?
I address each of these questions in this presentation, referencing useful books on the subject as well as my own experience as Technical Chair of the Patent Committee for Nortel Networks’ EDN as well as being named inventor on over 80 patents issued and pending.
Biocat is the institution that brings together the life sciences and healthcare innovation community in Catalonia.
Created in 2006 at the behest of the Government of Catalonia, Biocat’s mission is to maximize the economic and social impact of the life sciences and healthcare innovation of the BioRegion.
Biocat focuses its strategy on different key points:
- Raising awareness and promoting the ecosystem, creating tools and strategies for improving the knowledge of the Catalan healthcare sector and increasing its projection both at home and abroad, with the aim of positioning the BioRegion as an international reference.
- Providing innovative training and developing talent, by designing and executing programs and initiatives to improve talent and entrepreneurship considered essential factors for the growth of the sector.
- Accelerating technology transfer and business growth by supporting and carrying out activities for increasing the value of the sector, placing special emphasis on the added value of research, knowledge and technology transfer, internationalization and access to capital.
The BioRegion is the healthcare and life sciences ecosystem in Catalonia, meaning the group of companies, research groups and bodies, hospitals, universities, administrations, researchers and entrepreneurs, innovation and knowledge-transfer support structures working in Catalonia in this strategic sector.
With a population of more than 7.5 millions and territory comparable to that of European countries like Belgium or the Netherlands, Catalonia has the most dynamic life sciences ecosystem in Spain and one of the most active in Europe. Biocat is the body responsible for dynamizing and promoting the BioRegion of Catalonia.
Biocat has experience in accelerating healthcare projects and developing talent since 2008. In 10 years, Biocat has invested over €11 million, distributed in 300 programs attended by more than 2,300 students. By leveraging its expert, industry experienced, staff and extended network, Biocat has successfully accelerated 96 life sciences projects that generated 300 new job positions, increased the rate of successful commercialization and reduced the time to next phase. In 2013, in order to increase the impact of these strategic activities. Biocat launched Moebio, a new initiative that brings together diferent training programs to accelerate entrepreneurship and innovation in healthcare, that counts with the support of EIT Health. Moebio is ranked as one of the top accelerators in Europe according to rankings by Digitalhealth.careers, Mobile World Capital, Tech EU and HealthStartup.
Design Health Barcelona (d·HEALTH Barcelona) is a 9-month postgraduate program to develop entrepreneurs and future leaders in healthcare innovation. The course, based on the prestigious Stanford University's Biodesign Fellowship, has a needs-driven innovation focus and it guides multidisciplinary groups of students through a full cycle of innovation, from needs identification to designing and prototyping a viable solution, as well as searching for funding.
www.moebio.org
Keynote conference during the Biocat Report 2017, by Dr. Daria Tataj, Founder of a strategy firm Tataj Innovation, and Chairwoman of the RISE High-Level Advisors to Carlos Moedas, European Commissioner for Research, Science and Innovation
Toby Reid, Managing Director at BioCity Scotland, was the keynote speaker of the Graduation Cerimony of d·HEALTH Barcelona 2017.
BioCity is UK's largest bioscience incubation centre. Over 200 companies are based in a BioCity Group business incubator, with a 91% survival rate of companies.
Moebio is he talent development initiative of Biocat to accelerate healthcare entrepreneurship.
Design Health Barcelona (d·HEALTH Barcelona) Is the full-time program of MOEBIO, inspired and modeled in the prestigiousStanford University's Biodesign Fellowshipthat seeks to train a team of fellows in the process of biodesign to develop innovative solutions.
Presentation of Mehrdad Hariri (Canadian Science Policy Centre (CPSC), CEO & President) at the Forum of the BioRegion of Catalonia, organized by Biocat.
Presentation of Zayna Khayat (MaRS Discovery District, Health System Innovation; MaRS EXCITE) at the Forum of the BioRegion of Catalonia, organized by Biocat.
Presentation of Susan Bannister (Massachusetts Life Sciences Center, Former President and CEO) at the Forum of the BioRegion of Catalonia, organized by Biocat.
Presentation of Vishal Gulati (Draper Esprit, Venture Partner; Horizon Discovery Group PLC, Board Director) at the Forum of the BioRegion of Catalonia, organized by Biocat.
Presentation of Simon Howell (Founding Non-Executive Director of MedCity and Guy’s Campus Dean at King’s College London King’s College London) at the Forum of the BioRegion of Catalonia, organized by Biocat.
The Health & Bio Team Dating project was created through the collaboration of four institutions: Banc Sabadell, the fifth-largest Spanish banking group, Biocat, Bosch i Gimpera Foundation and CataloniaBio, three bodies representing the life sciences sector in Catalonia.
The initiative aims to dynamize and promote the development of the Catalan bioentrepreneurial ecosystem by linking entrepreneurs with projects.
We expect this event to lead to formal collaborations between business professionals and research groups in balanced management teams to create new life sciences start-ups with high potential.
The BioRegion of Catalonia, a research and innovation hub in Southern Europe, participated at BIO 2015 in Philadelphia. Check the profile of delegation.
Presentation given by Iñaki Largo from the Technology Transfer Office of the University of the Basque Country in the framework of the Emergence Forum Barcelona
Biocat organized the Barcelona Emergence Forum (April 10-11th, 2014, Congress Palace, Montjuïc) supported by the TRANSBIO SUDOE, a translational cooperation project dedicated to innovation in life sciences in South-West Europe. The Barcelona Emergence Forum contributed to bringing together Academics, Companies, Investment Entities, Technology Platforms and Technology Transfer Offices from Spain, France and Portugal to set up collaborative projects on Human Health & Agro-food Innovation.
More information at: http://www.b2match.eu/emergenceforum2014
Presentation given by Fernando Javier Conesa from Polytechnic University of Valencia in the framework of the Emergence Forum Barcelona
Biocat organized the Barcelona Emergence Forum (April 10-11th, 2014, Congress Palace, Montjuïc) supported by the TRANSBIO SUDOE, a translational cooperation project dedicated to innovation in life sciences in South-West Europe. The Barcelona Emergence Forum contributed to bringing together Academics, Companies, Investment Entities, Technology Platforms and Technology Transfer Offices from Spain, France and Portugal to set up collaborative projects on Human Health & Agro-food Innovation.
More information at: http://www.b2match.eu/emergenceforum2014
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Leading the Way in Nephrology: Dr. David Greene's Work with Stem Cells for Ki...Dr. David Greene Arizona
As we watch Dr. Greene's continued efforts and research in Arizona, it's clear that stem cell therapy holds a promising key to unlocking new doors in the treatment of kidney disease. With each study and trial, we step closer to a world where kidney disease is no longer a life sentence but a treatable condition, thanks to pioneers like Dr. David Greene.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
Defecation
Normal defecation begins with movement in the left colon, moving stool toward the anus. When stool reaches the rectum, the distention causes relaxation of the internal sphincter and an awareness of the need to defecate. At the time of defecation, the external sphincter relaxes, and abdominal muscles contract, increasing intrarectal pressure and forcing the stool out
The Valsalva maneuver exerts pressure to expel faeces through a voluntary contraction of the abdominal muscles while maintaining forced expiration against a closed airway. Patients with cardiovascular disease, glaucoma, increased intracranial pressure, or a new surgical wound are at greater risk for cardiac dysrhythmias and elevated blood pressure with the Valsalva maneuver and need to avoid straining to pass the stool.
Normal defecation is painless, resulting in passage of soft, formed stool
CONSTIPATION
Constipation is a symptom, not a disease. Improper diet, reduced fluid intake, lack of exercise, and certain medications can cause constipation. For example, patients receiving opiates for pain after surgery often require a stool softener or laxative to prevent constipation. The signs of constipation include infrequent bowel movements (less than every 3 days), difficulty passing stools, excessive straining, inability to defecate at will, and hard feaces
IMPACTION
Fecal impaction results from unrelieved constipation. It is a collection of hardened feces wedged in the rectum that a person cannot expel. In cases of severe impaction the mass extends up into the sigmoid colon.
DIARRHEA
Diarrhea is an increase in the number of stools and the passage of liquid, unformed feces. It is associated with disorders affecting digestion, absorption, and secretion in the GI tract. Intestinal contents pass through the small and large intestine too quickly to allow for the usual absorption of fluid and nutrients. Irritation within the colon results in increased mucus secretion. As a result, feces become watery, and the patient is unable to control the urge to defecate. Normally an anal bag is safe and effective in long-term treatment of patients with fecal incontinence at home, in hospice, or in the hospital. Fecal incontinence is expensive and a potentially dangerous condition in terms of contamination and risk of skin ulceration
HEMORRHOIDS
Hemorrhoids are dilated, engorged veins in the lining of the rectum. They are either external or internal.
FLATULENCE
As gas accumulates in the lumen of the intestines, the bowel wall stretches and distends (flatulence). It is a common cause of abdominal fullness, pain, and cramping. Normally intestinal gas escapes through the mouth (belching) or the anus (passing of flatus)
FECAL INCONTINENCE
Fecal incontinence is the inability to control passage of feces and gas from the anus. Incontinence harms a patient’s body image
PREPARATION AND GIVING OF LAXATIVESACCORDING TO POTTER AND PERRY,
An enema is the instillation of a solution into the rectum and sig
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
Navigating Women's Health: Understanding Prenatal Care and Beyond
Public session: Lessons learned from successful medtech entrepreneurs - CRAASH Barcelona 2018
1. Lessons Learned from
Successful MedTech Entrepreneurs
By:
John Collins
Mike Dempsey
Eric Evans
Paul Tessier
Josh Tolkoff
Wolfgang Krull
Joel Weinstein
2. Agenda
The CIMIT Context
The CIMIT Accelerator Team
Lessons from >250 collective years of experience
Discussion
Page - 2
3. CIMIT is a growing network connecting and supporting
healthcare innovators and ecosystems
Page - 3
1998
CIMIT Founders
2000 2002 2004 2006 2008 2010
A Center at
VA Boston
CIMIT Members
Competitive
Cooperative
Agreements
2012 2014 2016
International
Affiliates
2018
NHLBI
NIBIB
National Affiliates
5. Innovation Experiences:
Image Reality
An innovator starts on a
challenging journey that:
• They are often not prepared for
• Requires many steps
• Presents frustrating barriers
• Needs a wide range of expertise
and capabilities
A innovator has an idea
that changes the world!
… then changes the world!
Page - 5
It is harder than it looks…
6. Innovation and Research …
Page - 6
Research
Innovation
Money Knowledge/Value
… Are not the same!
7. Treating “Innovation” as an extension of “Research” is
a main reason for the “Valley of Death”
Page - 7
PrivateFunding
~100%
PublicFunding
~100%
Basic
Research
Translational
Research
Start-up
Companies
Growth Stage
Companies
“Valley of Death”
(e.g. No Funding)
Where the Basis
of Funding
Decisions
Change
Funding
based on
scientific
merit:
• Technical
Funding
based on
investment
potential:
• Clinical
• Market
• Business
• Reg’try
8. Follow
To study and improve the outcomes as well as the process
Find
The CIMIT Model to improve translational research
Page - 8
Fund
Facilitate
“Follow” first implemented in 2010 Clinical Impact Study (CIS):
• Self-study of all projects supported since CIMIT’s founding in 1998
• Have repeated the study several times since
• Shows significant results in clinical, academic and commercial dimensions
and extracted several key take-away’s/lessons learned
9. Key lessons learned from the CIS:
Innovation in healthcare is a learnable, teachable process that –
like any other – should be quantified and measured to improve
Most academic investigators have no training in innovation and
“learning by trying” is a very inefficient way to learn in healthcare
Actively facilitating teams (pre- and post-funding) with experts in
the process results in:
• Improving commercialization success rates
• Speeding the process
• Providing efficient learning opportunities for team members
Page - 9
Action:
CIMIT established its Accelerator Team of
experienced HealthTech executives
10. CIMIT Accelerator Exec’s: Asked for Lessons Learned from
>250 Years of HealthTech Entrepreneurial Experience
Page - 10
Dempsey: Founder & CEO – Radianse, Caduceus Wireless &
Secora.Care
Evans: CEO – Targeted Cell Therapies & Growth Analytics
Hansen: Founder – PNP Research Corporation and four others
Krull: Founder – Breakaway Imaging & VTI
Loose: Founder – Semprus BioSciences and Frequency Therapeutics
Magnin: Founder & CEO – LightLab Imaging & Novelis
Muller: Founder & CEO – InfraRedx
Tessier: Founder – Radianse; Founder & CEO – Technology
Innovators
Tolkoff: Founder & CEO – Seedling Enterprises & ACT Medical
Weinstein: Founder – Hologic, Assurance Medical & VueSonix
12. #1: Focus on important unmet needs and who pays
Page - 12
The solution (the product) needs to be
compelling both from a customer and
competitive perspective (needs to have a
sustainable competitive advantage).
The product and business model need to fit into
the healthcare ecosystem—reimbursement,
workflow, vested interests, and distribution
channel all pay a large roll.
The key is that the product needs to
fulfill an unmet need with a
compelling solution that fits into the
healthcare ecosystem.
Fully understand your
economic buyer.
Who will pay and why?
It’s clinical need,
and not the niftiness
of the solution, that
counts.
It's better to have a modest
solution for a major need than a
major solution for a modest need.
13. What is the #1 reason new ventures fail …?
Page - 13
?#1 No Market Need 42%
Top 20 Reasons Startups Fail
(Based on an Analysis of 101 Start-up Post-
Mortems)
14. Startups Companies
14
Startups Versus Large Companies
A startup is a company that is confused about what its product is, who
its customers are, and how it makes money.
– Dave McClure, 500 Startups co-founder
15. The Typical Model: De-Risk the Product FirstVALUE
TIME
Market Risk
Physician and Patient Adoption
Reimbursement
Distribution
Regulatory Risk
Safety & Efficacy
Technology Risk
Execution/Management Risk
15
16. A Better Approach: De-Risk the Market FirstVALUE
TIME
Market Risk
Physician and Patient Adoption
Reimbursement
Distribution
Regulatory Risk
Safety & Efficacy
Technology Risk
Execution/Management Risk
16
17. Attack this Question in Priority Order
17
1. Who…
• Define a real person, or title, not “the insurance company”
• Talk to these real people – a lot of them
• Not who uses your thing (although they are important), but who pays for it
2. …Will…
• What level of uncertainty do you need in defining “will”?
• Ultimately this is only answered when you’re in the market
• This is also very dependent on competitive circumstances
3. …Pay…
• What does “pay” mean? How much? Up-front? Monthly? Consumable?
4. …You?
• Is “You” your company? Or a distributor? Or a licensee?
18. #2: Listen, listen, & listen to users/customers, and then
listen again … (don’t just talk)
Page - 18
You need to prove it by objectively querying all of
the stakeholders and proving that there is a need
and that somebody is ready to pay for a solution.
Customer is always right
(even when wrong)—talk to him.
Make sure you
understand why
customers will NOT buy.
Understand the
risks you will need
to manage.
Make certain that you are
solving a real problem and
don’t take your own word for it.
19. The characteristics that many “expert” innovators have need
to be held in check to make them good interviewers!
Page - 19
Experts
tend to:
• Tell/Sell
Good Interviewers
tend to:
• Be prepared, but flexible
• Provide answers
• Correct mistakes
• Listen
• Ask open ended questions
• Explore misperceptions
• Drive the agenda
• Talk with everybody• Talk with experts
Good Resource: Talking to Humans by Giff Constable
20. #3: Apply the “discipline” of healthcare innovation
Page - 20
You shouldn’t go too far down
one area (say technical)
without derisking the others.”
Failures can be more
instructive than successes
… if you learn from them
Just because you are
smart … does not
mean you know
everything!
You need to advance four areas
(clinical, market/business,
technical and regulatory) in
parallel.”
Innovation and research are not the same
thing – treating them that way will leave
you stranded in the Valley of Death
Plan, plan, plan …
and be ready to
change
21. Codifying the experience:
C
Innovation:
The process by which an
unmet need is addressed
by stimulating and then
translating ideas and/or
technologies into
sustainable products or
services.
Idea
Proof of
Concept
Proof of
Feasibility
Proof of
Value
Initial
Clinical
Trials
Validation
of Solution
Approval
& Launch
Clinical
Use
Standard
of
Care
Clinical
Need
The Healthcare Innovation Cycle
22. What often really happens …
Inexperienced
teams often make
mistakes that
doom, derail or
stall promising
innovations
Too
Complicated
Inexperienced
Team
Published
&
Lost IP
Too
Expensive
Resistance
to Change
Lack of
Awareness Too Good,
Too Special
Does not fit
Workflow
Regulatory
“Wall”
No IP
“Freedom to
Operate”
No
Advocates,
“Lead Users”
Idea
Proof of
Concept
Proof of
Feasibility
Proof of
Value
Initial
Clinical
Trials
Validation
of Solution
Approval
& Launch
Clinical
Use
Standard
of
Care
Clinical
Need
Wrong Data
CRAASH BCN 2018 Page 22
23. Navigate the Healthcare Innovation Cycle while constantly
balancing perspectives …
Page - 23
Start with an unmet
clinical need
Follow a sequence of
milestones (modeled
on the DoD’s TRLs)
Complete
deliverables at each
milestone in four key
domains
Use best practices to
complete each
deliverable
Key Concepts
24. #4: Practice (informed) “irrational persistence”
Page - 24
Be prepared to take turns that
you didn’t expect. It takes
unbounded commitment and
energy to prevail.
Be prepared to pivot
based on customer and
buyer feedback
Building a company
is a long race, not a
sprint.
Developing a successful
business is a journey. Be
prepared for plenty of ups and
downs.
Failure is more instructive
than success... If you
survive
Many have the head
and heart for start-
ups, not all have the
stomach.
25. Commercializing any product takes persistence
Thomas Edison – ultimate example of success through persistence
• 10,000 unsuccessful attempts at inventing the light bulb
• 2332 patents worldwide
• 30 companies & 100’S of products under Thomas A. Edison Industries
“I have not failed. I've just found 10,000 ways that won't work.”
“Many of life's failures are people who did not realize how close they were
to success when they gave up.”
“The three great essentials to achieve anything worthwhile are, first, hard
work; second, stick-to-itiveness; third, common sense.”
“When you have exhausted all possibilities, remember this - you haven't.”
26. Medical products can take irrational persistence
More barriers than most industries
• Complex regulated process (CE, FDA, EN/ISO standards,
registration)
• Resistance to change - providers are vested in current
technologies and practices
• Multiple customers and decision makers with conflicting interests
(users, buyers, payers)
• Slow acceptance by payers
• Shift to evidence-based medicine- looking for more clinical studies
- incremental features and benefits do not justify change
• Costly development – more fund required
• Requires a wide range of expertise and capabilities
27. Persistence for the long haul
Development 3-8yr Adoption 4-8yr Standard of Care
28. Persistence = Unchanging
• Can ignore most critics / naysayers
• Should never ignore stakeholder feedback – especially from
users and buyers
• Be prepared to pilot (change plan) or even quit
• Better to quit fast than waste time and money – can start
your next venture sooner
• In Thomas Edition’s words, common sense applies
Failure is a big part of success.
Failure is neither positive nor negative.
Failure is an opportunity to sharpen my skills and develop
as a human being.
29. #5: Be paranoid, explore what will “kill” your business
Page - 29
Spend time designing a real “killer” experiment. Define the most
creative, quickest, and least expensive way to confirm that what
you want to do works as advertised or kill the project early.
Your company will fail when you
do not have sufficient funding to
solve the last problem
encountered – know what it is
The “killer” experiments
should be both technical AND
economic. Evaluate your
solutions as early and
inexpensively as possible.
Discover “fatal flaws”
before your investors
do … and fix them!
Keep your burn rate low.
Assume unexpected problems
will occur and ensure you have
funding to solve them..
30. Good investors can quickly finding reasons NOT to invest
Page - 30
< 5% Generate
10x Return Exits
> 2/3rd Fail to
Return Investment
Screening
Investment Committee
Due Diligence
Terms & Closing
Scouting~1,000
~100
~10-20
~5
1-2
Typical Deal Flow
31. What is a Killer Question
• A “question” meant to “kill” a project before significant resources are
put into developing and perfecting the technology
• An experiment or set of experiments intentionally aimed at pressure
testing critical features/attributes/requirements of your envisioned
product in as little time and as few resources as possible
o Can be an technical, economic, or process oriented
o Tests the claims of superiority over current methods
o Can be pre-clinical or clinical study
• Depending on the stage of your technology, it is the burden of proof
required to demonstrate feasibility, economic viability, regulatory
strategy, etc.
• There is more than one Killer Question and associated experiments
throughout a project/program.
31
‘KILL” early: Reduce risk before significant resources spent:
Time, People, Funding
32. Innovators need to be able to answer the “Killer Questions”
investors have … and often just think
Page - 32
Investor:
How could
this idea
fail?
Innovator:
This is why my
idea is so good …
Listen/Explore
“Killer Questions” –
Don’t just “sell”
Design and quickly run
“Killer Experiments”
33. #6: Surround yourself with a team of great people and
nurture a strong culture
Page - 33
Higher overqualified people for each position as
you grow in the start-up phase because you will
need to have capacity and creativity in reserve
when unexpected problems arise.
In real estate it’s location, location,
location. In start-ups it’s
management, management,
management.
Great CEO’s use their
resources well, communicate
well, and delegate.
Hire the right people
and trust them.
Great projects get
done by great teams.
Culture eats strategy for
breakfast; create the right
team culture.
Culture matters.
Looks matter—get
design help.
34. What is the most important factor for investment selection?
Page - 34
Ability to add Value
Source: How Do Venture Capitalists Make Decisions?
By: Paul Gompers, William Gornall, Steven N. Kaplan, Ilya A. Strebulaev
NBER Working Paper No. 22587, Issued in September 2016
Business Model
Fit
Industry
Market
Product
Team
Valuation
35. What is the most important factor for investment selection?
Page - 35
Ability to add Value
Source: How Do Venture Capitalists Make Decisions?
By: Paul Gompers, William Gornall, Steven N. Kaplan, Ilya A. Strebulaev
NBER Working Paper No. 22587, Issued in September 2016
Business
Model
Fit
Industry
Market
Product
Team
Valuation
36. #9: Engage investors in the “story”
Page - 36
As you start to develop your plan,
recognize that investors don’t invest
in great ideas. They invest in
people who will make them money.
Show them how they are going to
make money.
Recognize that in general trust
must be established between
the entrepreneur and the
investor before the investor
parts with their money. You
need to be totally honest and
frank with potential investor.
Investors are investing in your
commitment to “the story” as much as
the story itself.
A lot of time and money
goes into projects that
are doomed to fail…
listen to investors
Transparency is valuable.
37. Think like an investor and tell the whole story up and down
the “Investment Staircase”
Page - 37
Not all good
technologies
make good
products:
• Need?
• Cost?
• Value?
Not all good products
make good businesses:
• Profit?
• Scale?
• Protection?
Not all good businesses
make good investments:
• Cash needed?
• Time to exit?
Science/
Technology
Product
Business
Investment
?
?
Funding for:
• Novelty
• Quality Innovator
Investor
Different
Perspectives
?
Idea/
Hypothesis