My Innovation Workshop 2012 in San Francisco Does your leadership team have a commitment to and investment in innovation? How is it expressed? Is there a vision or a roadmap? Where are the greatest opportunities for growth or biggest pain points that innovation could address? What kind or organizational infrastructure supports your innovation agenda?

1. Innovation Workshop 2012
Healthcare Unbound San Francisco
How Innovation Leads to Seeing
'What is Next'
in
Healthcare

4. Virginia Gurley, MD, MPH
Physician Innovator
AuraViva

5. Dexter Shurney, MD, MBA, MPH
Physician Innovator
LifeStyle
Competencies

6. Alan Blaustein, JD
Healthcare
Entrepreneur

7. LeAnna J. Carey, MBA
Innovation Excellence
Workshop Facilitator
Welcome!

8. Susan Kelly
Visual Facilitator

9. BluePrint
4 independent and mutually reinforcing components that need to come together
Leadership and Organization
People and Skills
Processes and Tools
Culture and Values
Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for
Transforming the Way Your Company Innovates (p. 230). Perseus Books Group.
Kindle Edition

10. Agenda OverView

11. What Type Of Innovator Are You?

12. The 10 Faces of
Innovation
IDEO’s Strategies for Defeating the Devil’s Advocate
and Driving Creativity Throughout Your Organization
By Jonathan Littman & Thomas Kelley
Source: Littman, Jonathan; Kelley, Thomas (2006-02-14). The Ten Faces of Innovation:
IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout
Your Organization (p. 17). Random House, Inc.

13. The Anthropologist - in folder!
 Practice the Zen principle of “beginners mind”
 Willing to set aside what they know
 Observe with an open mind
 Embrace human behavior with an open mind
 They don’t judge, they observe
 Draw inferences by listening to their intuition
 See what has always been there but gone unnoticed
 Keep “bug lists” or “idea wallets”
 Look for insights where least expected

14. The Experimenter
 Passionate for hard work, curious mind
 Have an openness to serendipity, different ideas, approaches
 Strive for inspiration but never from perspiration
 Make sure everything’s faster, less expensive, more fun
 Embrace little failures at early stages to avoid big mistakes
 Work with teams of all shapes and sizes that might have insights
to make prototype better
 Push ideas quickly concept ->words->sketch->model->new
offering
 Recognize the value of introducing multiple prototypes
 Challenges key assumptions

15. Cross Pollinator
 Create something new and better through the unexpected
juxtaposition of seemingly unrelated ideas or concepts.
 Discover a clever solution in one context or industry, then translating
it successfully to another
 Translates arcane technical jargon from the research lab into vivid
insights everyone can understand
 Ranges far and wide for business and pleasure; shares beyond what
has been seen –> what has been learned
 Voracious reader devouring books, magazines, and online sources
 Sport multiple interests that lend experience necessary to take an
idea from one business challenge and apply it in a fresh context
 Restless curiosity and unusual backgrounds that expand ability to
tackle challenges

16. The Hurdler
 Get a charge out of trying to do something never been done before
 Tireless problem-solver who overcomes obstacles naturally, savvy risk-
takers
 Breaking rules comes naturally, know how to work outside the system
 Maintain a quiet, positive determination—especially in adversity
 Hurdler’s drive plays a major part in significant new innovations
 Turn an organization’s greatest challenge into its greatest success
 Sees beyond initial failures and turns lemons into lemonade
 Hurdlers hardly let obstacles slow them down, much less stop them
 Extraordinary resilience, doesn’t take no for an answer
 Essence is perseverance and can be stubborn
 Listens to experts but doesn’t let them have the final word

17. The Collaborator
 Stirs up the pot and performs subtle form of corporate jujitsu
 Bring people together to get things done
 Proactive cross-trainers, willing and able to leap organizational
boundaries to coax out of silos to multidisciplinary efforts
 Lead from the middle, using diplomatic skills to hold the group
together when it threatens to splinter or disband
 Spirit of cooperation company before implementation even begins
 Willing to set own work aside temporarily to make tight deadlines
 Jumps in when and where they are needed
 Best defense against internal skeptics
 Turns the strength of any initial opposition into a positive force
 Excel in the handoffs between departments and team members

18. The Director
 Maps out production, crafts the scenes
 Builds the chemistry, getting it done
 Gives center stage to others
 Loves finding new projects and mbrace the unexpected
 Steps up and lead when the need arises
 View team chemistry as an intrinsic part of project success
 Rise to tough challenges and shoots for the moon
 Work to make their dreams a reality
 Wield a large toolbox and solves problems in real time
 Improvise with whatever techniques, strategies, and resources are at
their disposal

19. The Experiment Architect
 Stage for positive encounters with your organization through
products, services, digital interactions, spaces, or events
 Design not only for customers but also for employees
 Experiences stand out from the crowd
 Engage your senses and fend off the ordinary
 Use patience to see what others have overlooked
 Use initiative and drive to come up with new experiences
 Aware that the task of designing experiences is constantly
evolving, influenced not only by the spread of new technology
also by shifting human needs

20. The Set Designer
 The “X factor” in a company, the intangible element that helps
turn around an organization
 Makes a difference in the workplace
 They create collaborative spaces for “neighborhood” teams
 Gauge how space behaves and make subtle adjustments to keep
it responsive to shifting needs
 Balance private and collaborative space, giving people room to
collaborate but also providing the sanctuary of privacy for
intensely individual work
 Create project spaces, making room for projects to live and
breathe for weeks or months
 They can help people move and migrate, forming new groups
and potent combinations

21. The Storyteller
 Add enduring value and a part of the fabric of humanity
 Capture imagination with compelling narratives of initiative, hard
work innovation
 Celebrate success and honor stirring recoveries
 Brings a team together
 Becomes part of the lore of the organization over many years
 Weaves myths, distilling events to heighten reality and draw out
lessons
 Works in whatever medium best fits their skills and their
message: video, narrative, animation, even comic strips
 Inspires others to spread the word
 Make heroes out of real people

22. The Caregiver
 Foundation of human-powered innovation, empathetic
 Exude competence and presence is very reassuring
 Well-reasoned answers to questions and help smooth away
some of your worries
 Work to extend relationships; show rather than teach, guide
choices
 Take extra pains to understand each individual customer
 Know that many services can be made simpler and a lot more
human
 understand that service innovations come in all shapes and sizes
 Know how to curate - prune offerings to offer best

23. Your Innovation Goals

24. Always The First Question
WHY

25. Global Innovation Index
Global Innovation Index by The Boston Consulting
Group is a global index measuring

26. What is Innovation…
 The introduction of something new; a new idea, method,
or device (Merriam-Webster, 2009).
 Anything that creates new resources, processes, or
values or improves a company’s existing resources,
processes, or values (Christensen, Anthony, & Ross,
2004).
 The power to define the industry; the effort to create
purposeful focused change in an enterprise’s economic
or social potential (Drucker, 1985).

27. What is
Innovation…
Purposeful
Discipline
“Innovation is the specific instrument of entrepreneurship.”
Drucker, Peter F. (2009-03-17). Innovation and Entrepreneurship (Kindle Location 529).
Harper Collins, Inc.. Kindle Edition.

28. Disruptive & Incremental
 Products based on disruptive technologies are typically
cheaper, simpler, smaller, and, frequently, more
convenient to use
 Coined by Clayton Christensen, describes a process by
which a product or service takes root initially in simple
applications at the bottom of a market and then
relentlessly moves ‘up market’, eventually displacing
established competitors
Source: Christensen, Clayton M. (1997-04-30). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail . Perseus Books
Group. Kindle Edition.

29. Disruptive & Incremental
 A series of small improvements to an existing product or
product line that usually helps maintain or improve its
competitive position over time.
 Incremental innovation is regularly used within the high
technology business by companies that need to
continue to improve their products to include new
features increasingly desired by consumers.
Source: The Business Dictionary

30. …Don’t forget the Market
Source: Hutch Carpenter I'm Not Actually a Geek Observations on technology and business from someone who should know better

31. Types of Innovation – in folder!
Technology
Product
Service
Operational
Cost
Experience
Management Experience
Business Model
Industry innovations
Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the
Core: A Blueprint for Transforming the Way Your Company
Innovates (p. 98). Perseus Books Group. Kindle Edition.

32. Not A Leadership Trait…

33. Leadership & Infrastructure
Nothing says leader like…

34. Both Leadership & Infrastructure

35. Leadership…
What makes these
guys different?
Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation
to the Core: A Blueprint for Transforming the Way Your
Company Innovates (p. 45). Perseus Books Group.
Kindle Edition.

36. Leadership…
Their Thinking

37. What Steve Jobs Knew

38. Leadership…
“Innovators possess leadership qualities. They go
against the traditional. They think beyond the
immediate needs of the organization. They have an
end target in view but take the detours when
necessary. They exploit the available resources.”
Gerard H. Gaynor. Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge (p. 65). Kindle Edition.

39. Infrastructure
 Have an explicit, measurable innovation goal as part of their
annual performance.
 Hold managers accountable for helping employees find time
during their normal work hours for innovation.
 Create an organizational infrastructure that spreads
innovation responsibility through every level and every
department.
 Make innovation training a priority.
 Create the programs to teach everyone the skills and tools of
innovation
 Recruit the veterans from these programs as teachers and
mentors for new innovators.
Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (pp.
43-44). Perseus Books Group. Kindle Edition

40. Real Stuff: Healthcare Leader
 Aetna CEO reinventing core business
 Bertolini has stated that increasingly “Aetna views itself
as a healthIT company with an insurance component.
Not exactly what you expect to hear from one of the
largest health insurance corporations”

41. Culture & Values
“Life’s like a movie, write
your own ending…Keep
believing, keep pretending;
we’ve done just what we’ve
set out to do, thanks to the
lovers, the dreamers, and
you!”
Source: Muppets

42. Real Stuff: Culture & Values
Clients first
Input, not consensus
Adoptive and adaptive
Pushback is essential

43. Alan
No bullshit – no politics – Nuf said.
Beg for forgiveness, don’t beg for permission
Convention is great to a point
Keep it simple
Integrity, honesty, accountability and candor always

44. Leadership & Infrastructure ?
 Does your leadership team have a commitment to and
investment in innovation?
 How is it expressed? Is there a vision or a roadmap?
 Where are the greatest opportunities for growth or biggest
pain points that innovation could address?
 What kind or organizational infrastructure supports your
innovation agenda? (For example, leadership and team
goals, software systems, financial targets, pipelines,
performance management etc.)

45. Culture & Value ?
 Why does your company exist?
 Does your company have an articulated set of core values?
 Are those values rigid or do they shift over time?
 Is your culture reflective of, and true to, the values?
 Does your company’s values match your individual values?
 Do you (or anyone) have the ability to impact your company’s culture?
 What do your company’s articulated values say about creativity, learning,
experimentation and growth?
 How does your company’s culture embrace creativity, learning,
experimentation and growth?
 How do you personally set the tone and expectations for acting in
alignment with your company’s values?
 How do you deal with challenge to the values or culture in your
company? – is it something welcomed or something feared?

46. Part Deux
Process & Tools
People & Skills
Group Breakout
BluePrint!

47. Innovation Target
What
could we
create
that is
truly
new?
What could
we look at
in a new
way?
What
could we
connect
in a new
way?
What
could we
change?
What could
we move
into a new
context?
The Six Essential Innovation Questions
Source: Bill O’Connor, Autodesk

48. Process & Tools
 Recognition of the opportunity
 Idea formulation
 Problem solving
 Prototype solution
 Commercial development
 Technology utilization and/or diffusion
Gerard H. Gaynor. Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge (p. 76). Kindle Edition.

49. Tools for Thinking and Working
The Innovation Pipeline

Frameworks
 Collaboration, Crowdsourcing, Co-Creation
 Visualization
 Games and Immersions
 Prototypes for Learning
 Tribes

50. Real Stuff: Symplur
How To Use The Hashtag Project
Thomas M. Lee @tmlfox
Audun Utengen @audvin

51. Words of Advice from Rowan
 Focus on “aiming points” such as a portfolio of specific growth platforms (innovation
themes, important challenges) or customer problems.
 Build an innovation architecture to help all employees understand “what we want to
become.” Use this architecture as a guide for choosing innovation opportunities that
will bring you closer to this view of your future.
 Use the architecture as the foundation for ideation—to generate additional
opportunities and to set boundaries for your ideation process.
 Don’t adopt an innovation architecture that is so vague that everything can be
included in it. Make sure it provides clear guidance on what you won’t do.
 Challenge and refresh your architecture periodically. Make sure it reflects any
fundamental marketplace shifts that you hadn’t anticipated when the architecture
was developed.
 The power of the architecture is in the deep tacit understanding of it by those who
created it. Don’t assume that competitors can act on your architecture if they see it.
Skarzynski, Peter; Gibson, Rowan (2008-03-18). Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates (p.
157). Perseus Books Group. Kindle Edition.

52. Key Skill Sets
 Watching people in different circumstances who are
trying to do a job and gaining insight about what job they
really want to get done.
 Observing people, processes, companies, or
technologies and seeing a solution that can be applied
(perhaps with some modification) in a different context.
Christensen, Clayton M.; Jeff Dyer; Hal Gregersen (2011-07-12). The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators (p.
97). Perseus Books Group. Kindle Edition.

53. People & Skills
Who Asks the Most Provocative Questions?
Source: Why Ask Why?
February 3 2012 by Hal Gregersen, Jeff Dyer and Clayton Christensen

54. What’s Your Number?Source: Developing Your Innovator's DNA Three steps to optimizing your skills at innovation by Hal Gregersen, Jeff Dyer Dec 30, 2011
1. Frequently, my ideas or perspectives diverge radically from others’ perspectives.
2. I regularly ask questions that challenge the status quo.
3. New ideas often come to me when I am directly observing how people interact with
products and services.
4. I often find solutions to problems by drawing on solutions or ideas developed in
other industries, fields, or disciplines.
5. I frequently experiment to create new ways of doing things.
6. I regularly talk with a diverse set of people (e.g., from different business functions,
organizations, industries, geographies, etc.) to find and refine new ideas.
7. I attend conferences (on my areas of expertise as well as unrelated areas) to meet
new people and understand what issues are facing them.
8. I actively seek to identify emerging trends by reading books, articles, magazines,
blogs, and so on.
9. I frequently ask “what if” questions that provoke exploration of new possibilities and
frontiers.
10. I regularly observe the activities of customers, suppliers, or other organizations to
get new ideas.

55. Total your numbers from these ten
 Total your numbers from these ten items to
assess your discovery skills:
 ___45 or above: Very high
___40 – 44: High
___35 – 39: Moderate
___29 – 34: Moderate to low
___28 or below: Low

56. Thank You
Lea@TheHealthMavenGroup.com
@thehealthmaven