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•Innovation @ hospitals – •a call for revolution •CEO Conference - breakout •Fabian Blank, McKinsey Boris Maurer, Berlin •April 2011 •CONFIDENTIAL AND PROPRIETARY •Any use of this material without specific permission of McKinsey & Company is strictly prohibited •“Innovation” is about improving your offering – applicable to all hospitals • •System role – AMCs/ universities •Creativity that ships •– Steve Jobs •Expand and grow market – Privates •Innovation comes •from desperation •Efficient delivery position – All •– a hospital CEO •McKinsey & Company | 8 •Innovation-enabled care provision – Neither new, nor niche •New delivery models •Cost efficient platforms •Market needs •McKinsey & Company | 8 •What do those examples have in common? •Scalable and self-sustaining Disruption from “status quo” Real need and demand, not addressed before Ecosystem i.e., resources and absence of constraints Tailored operating model Leverage existing assets Make-buy-partner – – “Step change” in either offering or approach New (hospital in a mall?) Different (remote triage?) •– – Against ”common belief” Building a new business Robust revenue model •McKinsey & Company | 8 •Why innovate? •McKinsey & Company | 8 •High volatility among procedures even over short time – what •will coming years’ top 15 be? •ILLUSTRATIVE • •Top 15 operations procedures, Germany • •Dropped • Changed • New Changed New •Dropped •2005 2009 • •SOURCE: Operations statistics StBA 2005, 2009; team analysis •McKinsey & Company | 8 •Innovation occurs across 3 dimensions •The innovation wheel – sector view Innovation in therapy Electrophysiology, neuroradiology, ... Needs of payors Corporate concepts care management,... Service-oriented patient needs Ediagnosis, health cities.... •Medica l •Technological •Managerial New/alternati ve therapies •Da Vinci OP-robot, Proton-BeamTechnology, ... Innovations in system-, processand infrastructure Smart hospitals, green hospitals, ... Alternative reimbursement models – "Pay-for-Performance", ... Integrated care models – Strategies for medical care centres, ... •McKinsey & Company | 8 •How do innovation leaders •do it? •McKinsey & Company | 8 •Innovation comes in 2 completely different forms •Evolution •Revolution •What ? Market and customer insights Strategic foresight Changin g perspectives •How ? Operatio nal excellence Thought leadership Orchestrating eco-systems •SOURCE: "Innovations Weltmeister" •"today " •"tomorrow " •Within the company •Open innovation •McKinsey & Company | 9 •Institutions fail in the “death zone” •Demand •Almost all •institutions fail in the death zone •Late stage • ▪ Changed expectations •▪ 2 operating models at the same time •▪ Shifting resources • •Early stage •Time • •SOURCE: "Innovations Weltmeister" McKinsey & Company | 1 4 and leadership ▪ Transforming the core to free up resources •▪ A new story •2 innovation journeys – the similarities •Disruptive improvement of core business Clean up “construction sites” Free up management attention and resources Shift resources •"Number One" •“1st Service Provider” •Visionary programs to bring change about, but starting in the core Project i Perform to win 1st Service Provider •Clear demarcation between "old" and "new“ and individual solutions to the "2-models at the same time” challenge •SOURCE: "Innovations Weltmeister" McKinsey & Company | 1 4 •What does this mean •for hospitals? •McKinsey & Company | 1 9 •Learning from Apple & Co – Innovation partnerships?! •“Idea competition” •Ope n •“Idea clinic” •“Innovation unit” •Close d •Innovation.Lab ? • ▪ Like-minded, non-competing partners • ▪ Joint effort – individual interpretation •Single hospitals Many hospitals •McKinsey & Company | 1 9 •Innovation@hospitals •1 •How do you look at innovation in your •hospital? •2 •How do you approach innovation •management – and who does this ? •What is your experience with this ? •3 •McKinsey & Company | 1 9 •Thank you •McKinsey & Company | 1 9 •What's so difficult about it? •McKinsey & Company | 1 9