“Genius is one percent inspiration, ninety-nine percent perspiration.” Thomas Edison said it over a century ago. No one listened. When companies launch innovation initiatives, they typically allot almost all of their time and energy on that initial one percent – the thrilling hunt for the breakthrough idea. But the much ballyhooed burst of inspiration is merely a starting point. The real innovation challenge lies beyond the idea, says Chris Trimble. Businesses are not designed for innovation; they’re designed for ongoing operations. And there are deep, fundamental conflicts between the two. Drawing on examples from many industries and tackling the most noxious innovation myths, Trimble shows how to move innovations forward while simultaneously sustaining excellence in ongoing operations.
Contracts that reward value instead of volume are spreading. This is powerful progress in the effort to fix health care, but changing incentives is only step one, cautions Chris Trimble. The rest of the job – fixing the care – is up to innovators on the front lines. Across the country, there are tens of thousands of opportunities to build new care teams that will transform the way care is delivered. However, there will be little progress on the largest opportunities without one essential ingredient: physician leadership. Trimble pays particular attention to this need and examines what it takes to succeed. Drawing from his October 2015 book, “How Physicians Can Fix Health Care: One Innovation at a Time,” and building on more than a decade of cross-industry research into the best practices for managing innovation within established organizations, Trimble dissects the challenges faced by leaders of innovation in health care delivery and identifies specific, step-by-step solutions to maximize success.
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Spurred by new payment models and new incentives, health systems are increasing their commitments to innovation in health care delivery. Unfortunately, many systems are overlooking an entire class of innovations that are modest in size, low in risk, and highly likely to deliver wins for both patients and profits.
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