Lab

As part of our innovation efforts, we often partner with external early stage ideas to solve for the progress our caregivers are trying to make in various areas. To help with the selection process, we created an Innovation Process Model (IPM) that enables us to effectively focus our efforts and help our potential partners develop their ideas.

Innovation Process Model:

1. Theory: We look at innovative ideas and projects through the lens of idea resume and the jobs-to-be-done framework developed by Clayton Christensen. These theories help innovators make informed choices based on evidence collected through observations.
2. Toolset: We utilize tools, such as a Value Proposition Canvas and a Business Model Canvas, to help innovators identify gaps and refine their business model. In addition, we use the Competitor Petal Diagram assessment to determine what else could be hired to solve for the job-to-be-done.
3. Mindset: Mindset training (empathetic observations) are taught through Intermountain’s Design for People program.
4. Skillset: In half-day, two-day, and multi-week training sessions, we discuss the skillsets need to successfully develop an innovation, such as writing a hypothesis, designing an experiment, running a test, and defining good evidence. We also help innovators gain the skills needed to make key observations and conduct interviews.

At the end of this process, we develop an investment readiness assessment that aids us in prioritizing the allocation of time and money to projects, as well as provides a common knowledge of the job-to-be-done.

This model works in conjunction with other resources such as Intermountain’s Design for People program and proof of concept and pilot checklists. These additional resources help us ensure all the necessary steps are covered for selecting a successful proof of concept and/or pilot.  

Our collaboration with Savvysherpa is focused on developing a program that consistently reduces post-operative bed days and complications for surgical patients. Intermountain has already done rigorous clinical research into strategies that reduce post-operative length-of-stay, which are expensive for health systems. Because surgeries are almost always paid for on a DRG-basis, hospitals generally receive no additional compensation when patients spend extra days in the hospital. On the contrary, one of the best ways for hospitals to profit from surgeries is to discharge patients quickly – as long as they can do so without increasing post-operative complications or readmissions.

Working with Savvysherpa, a novel engineering/think-tank organization with access to innovative technologies, we are considering building a new technology/services company to develop and distribute a program to reduce hospital length-of-stay and readmissions by increasing patient activity. If Intermountain can develop a program that consistently reduces post-operative bed days and complications, it will increase its profits on surgical patients. And if this program can be sold to other healthcare systems, it has the potential to become a new source of revenue for Intermountain.

Intermountain’s clinical information systems collaboration with Cerner will transform healthcare by leveraging new technologies and approaches, making healthcare safer and more effective, efficient, and affordable.

Understanding that the future of healthcare requires us to make meaningful changes, leaders from Intermountain Healthcare and Cerner are committed to finding ways to advance the science and practice of medicine and improve patient care. Moreover, Cerner and Intermountain have been nationally recognized as innovation leaders, receiving acknowledgement in 2013 by Forbes and InformationWeek, respectively, as two of the most innovative companies in the United States.

The collaboration between Intermountain and Cerner will leverage Intermountain’s important work, including its industry-leading clinical processes and data warehouse, and build a new set of tools for a post-fee-for-service world in areas such as activity-based costing.