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