Innovating Within Bureaucracies Eric Rice, PhD Johns Hopkins University Typical Universities (and other bureaucracies) College Institutes Departments Centers Center for Leadership Education 2010 ~ 1200 students/semester 6 Full-time Faculty ~ 48 Courses • Entrepreneurship & Management Minor • Professional Writing Program • • • Salant Investment Team Business Plan Competition ( ~ 40 Teams) Hopkins Student Enterprises (3) Center for Leadership Education Mission Statement • Provide quality instruction to prepare students to create, manage, and lead enterprises. • Support academic department and research centers. • Help develop an entrepreneurial culture in the JHU community. Model of Change Model 1: Center for Leadership Education Traditional Bureaucracy Bureaucracy Change Unit Departmental Structures Disciplinary and Departmental Center for Leadership Education Center for Leadership Education 2014 ~ 1700 students/semester 11 Full-time Faculty ~ 86 Courses • Entrepreneurship & Management Minor • Marketing & Communications Minor • Master of Science in Engineering Management Program • Professional Development Program • • • • • • Salant Investment Team Business Plan Competition (~ 85 Teams) Oral Presentations Contest Internship Program Hopkins Student Enterprises (5-6) Hopkins Social Enterprises (5-6) A Model for Academic-Based Innovation Youseph Yazdi, PhD, MBA Executive Director Center for Bioengineering Innovation & Design Program Director Johns Hopkins – Coulter Translational Partnership Assistant Professor, Johns Hopkins Dept of Biomedical Engineering Assistant Professor, Johns Hopkins Carey Business School Our Mission the education and development of the next generation of leaders in healthcare innovation And the creation and early-stage development of healthcare solutions that have a transformational impact on human health around the world. ~ Our key measure of success is the positive impact our students and our technologies have on the quality and accessibility of healthcare. Each Year: ~20 Medical Innovation Projects (~8 Global Health) ~100 Students ~ 40 Clinicians Our model differs fundamentally from traditional academic-based innovation bedside to bench to bedside not tech transfer innovation partnerships not bench to bedside The traditional academic model … Bench to Bedside http://upload.wikimedia.org/wikipedia/commons/thumb/a/a0/Military_laser_experiment.jpg/300px-Military_laser_experiment.jpg The traditional academic model … Bench to Bedside http://upload.wikimedia.org/wikipedia/commons/thumb/a/a0/Military_laser_experiment.jpg/300px-Military_laser_experiment.jpg Full Range of Perspectives Needed – How? What Order? Organizational, Strategic Clinical People – Team Finance and Resourcing Strategic Decisions Health Care Worker, Physician, Surgeon Patient, Family Commercial Technical, Design Evaluation, Verification Technology Development Solution Specification Solution Concepts and Development Manufacturability to Scale Health Care Facility, Provider Reimbursemen t, Payer Competitive Landscape Regulatory, Compliance Traditional Bench to Bedside Model: Often Misses the Mark after Much Expense Technical - Design Clinical Commercial Organizational Strategic People – Team Evaluation, Verification Reimbursemen t, Payer Solution Spec and Concepts Idea, Concept, IP Creation, Development Health Care Facility, Provider Health Care Worker, Physician Intel Property, Competitive Landscape Regulatory, Compliance Finance and Resourcing Strategic Decisions Patient, Family Copyright Youseph Yazdi 2013 The Stanford Biodesign Model: Identify Invent Implement Much Better, Develop Deep Understanding of Need Early On Technical - Design Clinical Health Care Worker, Physician Patient, Family Health Care Facility, Provider Solution Spec and Concepts Evaluation, Verification Idea, Concept, IP Creation, Development Intel Property, Competitive Landscape Commercial Reimbursemen t, Payer Regulatory, Compliance People – Team Finance and Resourcing Organizational Strategic Copyright Youseph Yazdi 2013 Often Can’t Rely on Initial Understanding – Need a Cyclical Approach Organizational – Strategic Clinical Commercial Technical Design learn & grow your understanding of problem… of customers… of your solution Copyright Youseph Yazdi 2013 Consider these to be a space that must eventually be explored fully Organizational – Strategic Time and Cost Clinical Time and Cost Commercial Technical Design Copyright Youseph Yazdi 2013 Need to Invest Time/Funds in All Topic Areas Strategic Decisions Organizational – Strategic Patient, Family Finance and Resourcing Clinical Health Care Worker, Physician Health Care Facility, Provider People – Team Time and Cost Time and Cost Evaluation, Verification Reimbursemen t, Payer Commercial Technical Design Regulatory, Compliance Idea, Concept, IP Creation, Development Solution Spec and Concepts Intel Property, Competitive Landscape Copyright Youseph Yazdi 2013 Too Much to Do at Once – Build Up Knowledge of Each Quadrant Strategic Decisions Organizational – Strategic Patient, Family Finance and Resourcing Clinical Health Care Worker, Physician Health Care Facility, Provider People – Team Time and Cost Time and Cost Evaluation, Verification Reimbursemen t, Payer Commercial Technical Design Regulatory, Compliance Idea, Concept, IP Creation, Development Solution Spec and Concepts Intel Property, Competitive Landscape Copyright Youseph Yazdi 2013 Too Much to Do at Once – And Build on That, Iteratively Strategic Decisions Organizational – Strategic Patient, Family Finance and Resourcing Clinical Health Care Worker, Physician Health Care Facility, Provider People – Team Time and Cost Time and Cost Evaluation, Verification Reimbursemen t, Payer Commercial Technical Design Regulatory, Compliance Idea, Concept, IP Creation, Development Solution Spec and Concepts Intel Property, Competitive Landscape Copyright Youseph Yazdi 2013 More of a Spiral-Iterative Model Strategic Decisions Organizational – Strategic Patient, Family Finance and Resourcing Clinical Health Care Worker, Physician Health Care Facility, Provider People – Team Time and Cost Time and Cost Evaluation, Verification Reimbursemen t, Payer Commercial Technical Design Regulatory, Compliance Idea, Concept, IP Creation, Development Solution Spec and Concepts Intel Property, Competitive Landscape Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation Organizational Strategic Clinical your investment in understanding clinical needs Time and Cost Technical Design Time and Cost Commercial Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation Organizational Strategic Clinical your investment in understanding clinical needs Time and Cost Technical Design Time and Cost your investment in understanding commercial value Commercial Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation Organizational Strategic Clinical your investment in understanding clinical needs Time and Cost your investment in developing solution Technical Design Time and Cost your investment in understanding commercial value Commercial Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation Organizational Strategic your investment in organizational and strategic alignment Time and Cost your investment in developing solution Technical Design Clinical your investment in understanding clinical needs Time and Cost your investment in understanding commercial value Commercial Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation Organizational Strategic your investment in organizational and strategic alignment Time and Cost your investment in developing solution Technical Design go, modify, pivot, kill? Clinical your investment in understanding clinical needs Time and Cost your investment in understanding commercial value Commercial Copyright Youseph Yazdi 2013 Our Model: Careful, Efficient Resource Allocation Organizational Strategic your investment in organizational and strategic alignment Time and Cost your investment in developing solution Technical Design go, modify, pivot, kill? Clinical your investment in understanding clinical needs Time and Cost your investment in understanding commercial value Commercial Copyright Youseph Yazdi 2013 Time and Cost Time and Cost Copyright Youseph Yazdi 2013 Health Care Impact Time and Cost Time and Cost Implementation /Sustainability Copyright Youseph Yazdi 2013 Global Health Innovation: Low cost, High Value, Frugal Innovation Over 12 Months: Iterate and Build Insights on all Stakeholders o Commercial: o Courses: Insight Informed Innovation, Business of Biomedical Innovation o Results: business plans developed, including regulatory, reimbursement, investment o Technical: o multiple iterations of looks-like and works-like prototypes o Provisionals filed, IP strategy outlined o Clinical: o Insights from multiple clinical immersions and end users o Pre-clinical evaluations of several concepts o Organizational: o Startup options decided, follow-on team created o Funding pipeline developed Example: CBID & Medtronic Partnership Launched June 2013 Identify and implement new ways to make pacemakers accessible in low-resource settings, specifically India Premium Value Underserved Increase Access Enable Innovation Explore Solutions Joint CBID-MDT teams: clinical immersions at JHU and India, development of needs specs, concepts, iterative development Partnerships with Johns Hopkins CBID: • Shared journey starting with needs identification and specification • Shared concept generation • Shared development of solutions • Shared mentorship and education of students • Shared financial support for projects and program EMERGENCY EBOLA DESIGN CHALLENGE: personal Protection Gear OCT 24,25,26 With support from: Summary Concepts for Rapid and Safer Doffing, Cooling, Comfort of PPE Key Insights: • Can’t be done without strong partnerships • Develop and test hypotheses efficiently • Iterate! No one knows the whole picture at outset • Include broad range of perspectives, even the silent ones • genchi genbutsu 現地現物 “Go see. Ask why. Show respect.” • Bring in “later stage” voices early Thank you. Join Us! yy @ jhu.edu Innovating within universities: a guide to navigating the university environment to build impactful programming, initiatives, and organizations Leveraging university drivers to scale emerging initiatives Kunal Parikh Social Innovation Lab Johns Hopkins University 2012 2015 Integrate coursework, research, and application Finance institution building Educational excellence Environmental sustainability Bring the benefits of discovery to the world Break silos and support collaboration Impact global health Attract talented students and staff Strengthen community partnerships Recruit and retain “star faculty members ONE UNIVERSITY EXPERIENTIAL LEARNING BUILDING BALTIMORE $6.5B $3.4B Operating Revenue Endowment $1.88B 2,324 Federal Research Funding Patents Issued ~22,000 ~3,500 Students Faculty Members 75 $16.5M University-licensed Startups (2000-2014) Tech Transfer Revenue (2014) TRANSLATION 45 Applications Selection Committee 13 Finalists 35 11 Student-led Student-led 22 6 Women-led Women-led 12 6 Interdisciplinary Interdisciplinary 4 14 6 1 13 Carey SOM SPH SAIS Homewood 0 5 2 0 6 Carey SOM SPH SAIS Homewood SocEnt Breakfast TechBreakfast Partner Institutions Current/Past Teams SIL Leaders Partner Institutions Community Experts “Mind Your Business” City/State Government Partner Institutions NETWORK EDUCATION KNOWLEDGE FUNDING SPACE SERVICES Harbor City Partners Foundation/Grants Partner Institutions City/State Government Partner Institutions City/State Government Coworking MICA PwC PNC DLA Piper Bowie & Jensen Thank You Kunal Parikh ksp@jhu.edu thesocialinnovationlab.org