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![“Uberization of
[insert health
service]
“Facebook for
Patients”
“Airbnb for [insert
care setting]”
“Instagram
for Doctors”
“Slack for
Healthcare”
New healthcare business models emerging
“YouTube for
Healthcare”
“Amazon Alexa [or
Siri] for health”
“Yelp reviews for
healthcare”
@ZaynaKhayat](https://image.slidesharecdn.com/week1-190501193042/75/Week-1-Virtual-Sprint-School-PPT-23-2048.jpg)
Uploaded byDesign Lab
Week 1 - Virtual Sprint School PPT
The document outlines the introduction to a virtual sprint school focusing on innovation in healthcare, featuring a guest speaker Zayna Khayat who highlights the importance of proactive, personalized, and decentralized healthcare. It discusses the concept of healthcare sprints as a two-day creative problem-solving process that aims to develop solutions that people want while emphasizing the need for human-centered design. The session also addresses the complexities of healthcare problems and encourages the use of design methodologies to improve patient care and system efficiency.
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Week 1 - Virtual Sprint School PPT
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- 3. What are youcurious about? #SprintSchool@Design4AHS
- 4. Where are youfrom? #SprintSchool
- 5. We are here!#SprintSchool
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- 7. What do wedo? SERVICE DESIGN CO-CREATION MOBILIZINGEDUCATION #SprintSchool@Design4AHS
- 8. Who do wework with? #SprintSchool@Design4AHS
- 9. Session Objectives o Overviewof Virtual Sprint School o Guest Speaker: Zayna Khayat o Healthcare Sprint Overview o Healthcare Sprint History #SprintSchool@Design4AHS
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- 12. Zayna Khayat Future Strategist SEHealth, Toronto Zayna is a Future Strategist with SE Health (formerly Saint Elizabeth Health Care), a and social impact enterprise with a major focus on keeping older adults healthy in their homes. #SprintSchool @Design4AHS
- 13. Design + Innovationin Health(care) Zayna Khayat, Ph.D. Future Strategist, SE Health zaynakhayat@sehc.com 1 may 2019 @ZaynaKhayat @SEFutures
- 14. Future: Person Proactive, preventative, predictive Personalized,intelligent Decentralized, omnichannel, digi- cal Continuous | team People-powered Value, outcomes, fee-for-health Reactive, sick care 1 size fits all, crude, analog Institution-centred Episodic, intermittent, silo’d Healthcare provider Volume, inputs, costs, fee-for- service Today: System The Future of Health TIMING PRECISION MODALITY DURATION POWER CURRENCY @ZaynaKhayat
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- 16. Vala Afshar; CitiDigital Strategy Team; Michael Felton, The New York Times (in HBR.org) Time to reach 50 M users 17 yrs Average time from evidence to practice in medicine: 17 years @ZaynaKhayat
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- 18. Source: Accenture ResearchDisruptability Index– in HBR.org, How Likely Is Your Industry to Be Disrupted? (Jan 2018) Susceptibility to future disruption Current disruption Healthcare delivery @ZaynaKhayat
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- 20. Why the futureof health care may depend on tearing down the hospital The Globe and Mail Published Friday, Feb. 21 2014, 4:58 PM EST Last updated Friday, Feb. 21 2014, 5:05 PM EST @ZaynaKhayat
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- 23. “Uberization of [insert health service] “Facebookfor Patients” “Airbnb for [insert care setting]” “Instagram for Doctors” “Slack for Healthcare” New healthcare business models emerging “YouTube for Healthcare” “Amazon Alexa [or Siri] for health” “Yelp reviews for healthcare” @ZaynaKhayat
- 24. … for clinicaltrials recruitment New healthcare business models (2) … for your health. … for the body (wearables) … for appointment scheduling … for healthcare … for private health benefits … for healthcare … for the body … for healthcare @ZaynaKhayat
- 25. Future: Person Proactive, preventative, predictive Personalized,intelligent Decentralized, omnichannel, digi- cal Continuous | team People-powered Value, outcomes, fee-for-health Reactive, sick care 1 size fits all, crude, analog Institution-centred Episodic, intermittent, silo’d Healthcare provider Volume, inputs, costs, fee-for- service Today: System The Future of Health TIMING PRECISION MODALITY DURATION POWER CURRENCY = Innovation @ZaynaKhayat
- 26. Innovation ≠ improvement Innovationis new ideas The current state Improvement is on current ideas
- 27. CONFIDENTIAL – DONOT DISTRIBUTE WITHOUT FACULTY PERMISSION 1. Doing the right things 2. Doing things right 3. Doing things better 4. Doing away with things 5. Doing things other people are doing – In health and care – In other industries 6. Doing things no one else is doing 7. Doing things that cannot be done Adapted from Plsek, 2014 Improvement Innovation @ZaynaKhayat
- 28. Can we CREATEvalue? Problem-solution fit? Address users pain points or gain points? Can they use it seamlessly? D.Kelley, IDEO; Business Innovation Factory; SE Futures Can we DELIVER value? Operationally feasible (capabilities)? Can technology be leveraged? Legally feasible? Can we CAPTURE value? Solution-market fit? Sustainable business model? Finance-able? @ZaynaKhayat
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- 30. CONFIDENTIAL – DONOT DISTRIBUTE WITHOUT FACULTY PERMISSION Topology of problems in the health sector L LH Certainty / Predictability of Answer H StakeholderAgreement “Wicked” “Chaotic” “Complex” “Complicated ” “Simple ” “Tame” “Political” “Crisis” Source: Adapted from the Stacey Matrix; MaRS Solutions Lab Human Centered Design @ZaynaKhayat
- 31. CONFIDENTIAL – DONOT DISTRIBUTE WITHOUT FACULTY PERMISSION Topology of problems in the health sector “Complex” “Complicated” “Wicked” “Simple ”• Known knowns • Cause-effect predictable, obvious • Solve based on truth (binary logic) • Best practices Source: Adapted from the Stacey Matrix; MaRS Solutions Lab • Known unknowns • Cause-effect exists, but not obvious so requires analysis and expert knowledge • Solve with facts + some context • Good practices / benchmaring • Unknown unknowns • Cause-effect only obvious in hindsight • Probe – sense – experiment – iterate • Solve based on context (model logic) • Emergent solution Health sector often treats complex/wicked problems as if they are simple or complicated • Unknowable unknowns • No cause-effect relationship • Solve in real-time • Solve based on values/principles • Novel practice emerges @ZaynaKhayat
- 32. CONFIDENTIAL – DONOT DISTRIBUTE WITHOUT FACULTY PERMISSION Complexity 32
- 33. CONFIDENTIAL – DONOT DISTRIBUTE WITHOUT FACULTY PERMISSION Source: Professor David Dunne @ZaynaKhayat
- 34. Understand Define PrototypeEnvisionUnderstandDefine @ZaynaKhayat Human Centered Design
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- 36. “What people sayand what people do and what they say they do are entirely different things.” - Margaret Mead, Anthropologist …and what we think people do. Source: VA Innovator’s Network
- 37. CONFIDENTIAL – DONOT DISTRIBUTE WITHOUT FACULTY PERMISSION Design methods OBSERVE ENGAGE EXPERIENCE Source: Rotman Design Works @ZaynaKhayat
- 38. If a pictureis worth a 1,000 words, then a prototype is worth a 1,000 meetings. @ZaynaKhayat
- 40. Understand Define PrototypeEnvision TheModel Human Centered Design Understand Define In Practice @ZaynaKhayat
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- 45. Reality Check! Health isbecoming more patient-centered Problems are getting more complex Pace of work is getting faster #SprintSchool@Design4AHS
- 46. Healthcare Sprint A healthcaresprint is a two-day creative problem solving process of developing that maximize your chances of making something people want. Definition #SprintSchool
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- 49. Benefits of HealthcareSprint Reduce the risk of failure Speed, Efficiency and Focus Align a Diverse team Simple Recipe Momentum Benefits #SprintSchool
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- 54. When to usea Healthcare Sprint? #SprintSchool @Design4AHS
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- 58. Real world applications of HealthcareSprints #SprintSchool @Design4AHS
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- 62. Key takeaways •Healthcare Sprintshelp you solve and test problems with users in 2-days •Healthcare sprints help you reduce the risk of failure •Work well for both big and small problems #SprintSchool@Design4AHS
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- 64. Activity for theweek #SprintSchool 1) Physicians are not ordering appropriate test on our unit. 2) My commute to work is far too long! 3) Patients are waiting too long to get an appointment at our clinic #SprintSchool@Design4AHS
- 65. Next week… •Guest Speaker:Ariel Sim •Setting the Stage and Problem Framing #SprintSchool@Design4AHS
- 66. Call me maybe… •DesignLab: design.lab@ahs.ca •Twitter: @Design4AHS #SprintSchool@Design4AHS