Welcome, my name is David Asch.
I'm a general internist at the Perelman School of Medicine and
the Wharton School at the University of Pennsylvania,
and Director of the Penn Medicine Center for Health Care Innovation.
I'm here with Roy Rosin who's going to introduce himself in a moment.
And together we're going to have a conversation that
will introduce you to the aspects of the course and the goals that we have.
So with that,
Roy, why don't you introduce yourself. >> Sure, so Roy Rosin, I'm the chief
innovation officer with Penn Medicine and work with David to lead the center.
And it's been about five years that we've been working together,
building innovation programs across the school of medicine and the health system.
Taking in a lot of the types of techniques that have been developed across all kinds
of industries that help people test new ideas and do things in new and hopefully
creative problem solving types of ways. >> So
this course is about applying techniques and innovation that have largely
been developed outside of the healthcare space and deploying them and
bringing them into healthcare systems and healthcare organizations.
And so the conversation we want to have today is one about how we take lessons
that largely have been developed elsewhere and apply them to an organization and
an institution with a set of conventions and rules that's really quite different.
And so we're going to have a little conversation about that and
maybe I'll just start from exactly that point.
So five years ago, you were working outside of healthcare.
You came into the healthcare space with an immense amount of knowledge about how to
deploy innovation, let's say, in a software company.
And then you see healthcare for the first time as a non-patient, right?
All of us have had some experience in healthcare as patients,
or as family members of patients, but now you're inside.
And so what what surprised you?
What was the a-ha that you saw when you moved into healthcare?
>> A lot of what I hoped for was there.
In the opportunity to work with truly mission-driven people, who are very,
very smart and very scientific in their approach to problem solving.
A lot of what we have developed in the software world
is really geared towards start ups.
And the reason some of these techniques for innovation came out of the start up
world actually applied really well to healthcare.
The reason being that it worked for start ups, because they were cash constrained,
and they were time constrained, and they were bandwidth constrained.
In other words, I have some ideas, I'm really excited about, and
I have to figure out really quickly whether I'm right or I'm wrong.
I don't want to keep running really fact in the wrong direction,
that's not very productive.
So without a lot of time or bandwidth, I need to figure out as quickly as possible
if I'm going in the right direction.
When I came to healthcare, it was similar.
People are very busy,
there's nobody sitting around with extra time on their hands.
And while you may not run out of cash and go out of business
the way you would if you were a startup who doesn't get it right quickly enough.
It's a similar situation that I don't have a lot of extra budget lying around,
I don't have a lot of extra time on my hands.
And I have these ideas I'm really passionate about and
I want to see if I'm right, or if I'm wrong.
And I think one of the things that I saw quickly was that,
there were tons of ideas.
People are on the front lines.
A lot of our care givers and our clinicians, nurses, doctors and
others, are on the front lines, with insights.
Like that doesn't work so well, or that's not the best way to do this, or
that's not generating the outcome that I want.
And they have an insight, but that stays as an idea.
It doesn't go anywhere.
It doesn't start to progress.
And a lot of what we'll talk about, I think,
in this course is that front end of innovation.
That how do you go from an idea to some type of forward motion?
And of course, one of the things I saw was a lot of risk adversity.
There was for good reason, we don't want to harm patients.
But I also think there was maybe, a carry over from areas that were truly dangerous.
Where a patient might really get harmed to things that were just operational
improvements and just better ways of doing things didn't have a lot of risk.