End-User Innovation in Evidence-Based Medicine: AND IMPLICATIONS FOR HEALTH CARE POLICIES AND PRACTICES

Transcription

1 End-User Innovation in Evidence-Based Medicine: The Quadruple / Quintuple Innovation Helix Context AND IMPLICATIONS FOR HEALTH CARE POLICIES AND PRACTICES ESDY CONFERENCE INVITED LECTURE PROF. ELIAS G. CARAYANNIS caraye@gwu.edu DECEMBER 19, 2014 HILTON, ATHENS OVERALL VISION a. Minimize Defensive medicine need separation of doctors and lawyers b. Optimize Preventive medicine genetically based / start of life diagnostics to map the expected life long disease map of an individual and develop personalized, preventive lifestyle and medical recipes and strategies c. Transform Views on medicine from that of a high value added and spiraling cost service to an enabling factor maximizing return on investmentin eachindividual (privateand and public) thanksto to prolonged high quality / productivity life expectancy 1

2 OVERALL OBJECTIVES ICT-ENABLED PROACTIVE, PREVENTIVE AND PREEMPTIVE (3P) OR PRO-HABILITATION HEALTH CARE CONCEPT PHARMA AS KID THE INTRINSIC VALUE OF HEALTHCARE ECOSYSTEMS VIA KNOWLEDGE, INFORMATION AND DATA (KID) ANALYTICS AND SEMANTICS INTERNETWORKING OF COMMUNITIES OF HEALTH CARE PRACTICE AND MULTI-STAKEHOLDER GROUPS OR COMMUNITIES OF INTEREST (PHYSICIANS, GOVERNMENT AGENCIES, INDUSTRY AND NGOs) ENHANCED AND SUSTAINABLE HEALTH CARE EFFICACY VIA SOCIAL, MEDICAL AND TECHNICAL ECONOMIES OF SCALE AND SCOPE SUCCESSFUL RE-INSERTION OF PATIENTS IN SOCIO-ECONOMIC FABRIC 2

3 THE INNOVATION CUBE SECTOR Start-up technology ventures Corporate R&D Labs Non-profit R&D Labs Government R&D Labs Information and Communication Technologies Nanotechnology TECHNOLOGY Biotechnology Advanced Materials Discovery Deployment Devel evelopment Diffusion Commercialization STAGE OF INN NNOVATION Source: Adapted from Elias G. Carayannis, GWU Lectures and in print,

4 TRIPLE VS. QUADRUPLE & QUINTUPLE HELIXES The Triple Helix focuses on top-down government, university and industry policies and practices whereas the Quadruple Helix focuses on BOTH top-down government, university and industry policies and practices as well as bottom-up and mid-level out civil society grass-roots initiatives and other actions that help better shape, fine-tune and make more effective and efficient the government, university and industry policies and practices. The Quintuple Helix adds to the Quadruple Helix the environmental dimension to ensure that said top-down, bottom-up and mid-level out policies, practices and initiatives are indeed as smart, sustainable and inclusive as possible and meet the triple bottom line (financial, social, and environmental) hurdles criterion. 7 4

5 TRIPLE VS. QUADRUPLE & QUINTUPLE HELIXES The social and natural considerations act as the creative glue for promoting smarter, more sustainable and more inclusive growth opportunities in the Knowledge Economy and Society for both developed and perhaps even more so for transitioning and emerging economies. In this latter case, civil society and environmental structures, infra-structures and institutions are often lacking or under-developed allowing for the accumulation of substantial ti negative externalities (such as pollution) and other transactional costs of growth (such as corruption) as well as impeding or even suppressing market, knowledge and network spill-over effects (positive externalities). 9 5

6 THE HYPE CURVE HOME HEALTH CARE HYPE CURVE INTERNET OF THINGS 6

7 Dimensions of System Value In IS, efficacy is a quality assessment of the capacity of a technology implementation to deliver the desired impact. Efficacy is a synergistic combination (more multiplicative than additive) of effectiveness and efficiency. Effectiveness is a measure of successful outcome Performance to standards: technically achieves what is expected. Is the system doing the right job? Efficiency is a measure of total output per Effectiveness unit input Quality & Reliability Not wasteful of resources. Is the system doing the job right? Efficacy implies Bang for the buck. Output Efficiency Input Efficacy Effectiveness Efficiency CASE IN POINT: MARYLAND HEALTH CARE PLAN Requirements (Key Input Individualized Customer Data) Ability to Log On and Create an Account Determine Eligibility Determine Federal Insurance Subsidy Amounts Shop for Insurance Plans Buy Insurance Ultimate Deliverable--Enable someone to purchase a qualified insurance plan ADAPTED FROM GARDNER_2014 7

8 ADAPTED FROM GARDNER_2014 Key Project Management Challenges (Root Causes for Failure) There was no in-house IT representation at the decision making table. They outsourced what they did not understand. There was no one ultimately responsible for the project. There was a dysfunctional organizational culture. There was no project plan. There was no credible definition of customer. ADAPTED FROM GARDNER_2014 8

9 Recommendations Hire a Deputy Secretary, HIT WITH Project Management Experience HAVE a Project Plan Never outsource what you do not understand Cultivate aeacua culture uethat embraces baces knowledge management and collaboration driving end-user innovation Which is especially key in large scale projects and new technology ADAPTED FROM GARDNER_2014 Mode 3: Co-evolution, Co-specialization, Co-opetition: 21st Century Innovation Ecosystem Developing and refining new competences Product Effectiveness Academia Entrepreneur Identifying and exploiting new business relationships Business Integration Government Industry INNOVATION Government Industry Business Reach Solidifying and leveraging existing business relationships Entrepreneur Product Efficiency Refining existing competences 9

10 Dr. Elias Carayannis George Washington University Professor of Science, Technology, Innovation and Entrepreneurship Dr. Elias G. Carayannis is Full Professor of Science, Technology, Innovation and Entrepreneurship, as well as co-founder and co-director of the Global and Entrepreneurial Finance Research Institute and Director of Research on Science, Technology, Innovation and Entrepreneurship, European Union Research Center at the School of Business of the George Washington University in Washington, DC. Phone: BIO URL 10