Knowledge Translation Emerging Findings: Innovation Adoption & Procurement Join the conversation!
@WIN_Health
Dr. Anne Snowdon, Academic Chair Dr. Renata Axler, Research Associate Dr. Ryan T. DeForge, Research Associate Carol Kolga, Senior Research Associate 1 Dr. Phillip Olla, Senior Researcher Dr. Melissa St. Pierre, Research Associate
Qualitative Case Study Methodology
• Key informant interviews • Document reviews, site visits (when appropriate) • Interviews are coded to surface common themes within & across cases • Themes are supported by key quotations from the interview data • All data are anonymized 2
Overview of KT Workshop #2
• Objective #1: Key enablers & barriers of innovation adoption; key conditions for successful adoption that may support scalability • Objective #2: Key conditions for successful innovation procurement; challenges & strategies to overcome those challenges • Objective #3: Reflect on, & discuss stakeholder engagement • Objective #4: Reflect on, & discuss the concept of value 3
Innovation Adoption 4
The Innovation Adoption Process Model Diffusion, Scaling & Widespread Adoption Implementation & Early Adoption
Health System Priorities & Needs
Partnership Development & Stakeholder Engagement R&D for Innovative Solutions
Pilot Test
Prototype
Leadership & Organizational Culture
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Leadership & Organizational Culture • Senior leaders must all be on board; • Projects with limited-duration funding can sometimes be neglected by leaders
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Identifying the Problem: Health System Priorities & Needs •
Health systems more apt to adopt products with good service models
Partnership Development
• When clinical teams and vendors always have a rep available for teleconferencing, collaboration and support increase • When vendors are treated as partners, they can give feedback on how health systems and clinical teams can leverage key parts of their products to provide better solutions
Stakeholder Engagement
• Engagement with clinicians: When front-line staff are working with a co-design team, then both parties feel more invested in the success of the product
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R&D for Innovative Solutions •
Feedback from clinicians: You’re not just trying to make a sale by getting them interested: Clinician feedback helps to improve the product to suit clinical needs
Prototype •
Early adopters are keen: Their buy-in is correlated with the value they see the product enables for their practices
Pilot Test •
Even minor technology glitches or ease-of-use problems lead to lower product evaluations when vendors do not respond quickly to fix or address these
Implementation & Early Adoption •
Issues of responsibility for and capacity to create evidence of impact must be addressed
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What, Why and How of Innovation Procurement 9
Overview WHAT is innovation procurement? WHEN & WHY might it be used? HOW can it be done well?
What are the enablers & challenges of innovation procurement?
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What is Innovation Procurement?
Attention to value in procurement
Understood broadly, beyond financial/cost value
Uses Outcomes Based Specifications (OBS)
Desired future state (or outcomes) are defined, but functional/technical solution specifics are not Allows for innovation and creativity to meet outcomes
Facilitates fair, accountable, transparent dialogue between vendors and purchasers 11
Models of Innovation Procurement – Vendor Engagement Market Sounding
Document is released to the entire market seeking information and feasibility of a solution to be procured
Vendor Engagement
Vendors are invited (in-person) to meet with the procuring organization to discuss the state of the market, the art of the possible, and partnership opportunities.
Trade shows, reverse trade-shows, hackathons, etc.
Procuring organizations engage with a number of vendor teams to demonstrate solutions available on the market, or prototypes of potential solutions
Models  of  Innovation  Procurement Competitive Dialogue
Vendors are pre-qualified to participate in the dialogue. Vendors dialogue with purchasers to maximize value and meet the needs of the procuring organization in their proposals
Design Contests/Phases
Vendor applicants iteratively design a solution to meet the needs of the purchasing organization. The winner is chosen based on the quality of their design and their modes of working
Innovation Partnership
Vendors engage in a partnership with the procuring organization to co-create a solution that meets the needs of the procuring organization and the users of the technology
When Should Innovation Procurement be Used?
For complex solutions When no solution on the market exists
Ability to co-create a solution with vendors Work with vendors outside the traditional healthcare market
When there’s uncertainty around what specific product is being sought Allows vendors to design solutions to meet needs and produce value
Why Should Innovation Procurement be Used? Enables innovation! It is BPS Directive compliant Produces value for organizations and payers Draws from the unique knowledge of the vendor market Enables evaluation beyond written RFP requirements You may end up with something you never imagined
Enablers of Successful Innovation Procurement
Organizational culture
Supportive of innovation and new procurement models
Leadership & support
Design and implementation of procurement strategy Learning from successes of other organizations, engaging experts
Alignment of procurement initiative with need Health system or policy need
Enablers of Successful Innovation Procurement
Early (and genuine) market engagement
Active engagement of small companies Considering vendors outside the healthcare arena
Ability to evaluate what matters
Clinician engagement in evaluation? Patient engagement in evaluation? Evaluating partnerships and relationships
Challenges to Successful Innovation Procurement
Resourcing and scheduling
Resource intensive process Bringing together internal project team members/evaluators can be challenging
Lack of internal innovation procurement expertise External expertise and resources may be required
(For vendors) High investments with no guaranteed payoff Vendor engagement activities are time consuming, especially challenging for start-ups
Challenges to Successful Innovation Procurement
Evaluating significantly different proposals “Comparing apples to oranges� Difficulty in evaluating pricing models
Questions around IP
Who owns the IP in a co-created solution?
Translating open procurement into a specified contract and SOW Requires accountability and specific roles & responsibilities in the contract
Stakeholder Engagement 20
Stakeholder Engagement
-Leadership Vision
- Vendor vs Partner
-KOL Buy-in
- Lack of Internal Knowledge
-Clinical input
Engagement Capacity
-Ââ€?Leadership time Commitment
- Resources (funds)
-Culture of Innovation
-Measurement Expertise & Impact
-Team Approach
-Tech Integration
Health System
Innovation Partner
Sustainability: Thinking Beyond the Demonstration Project
RFP Partners Fit Reimbursement IP
Communication • Minimizing uncertainty • Clear roles, responsibilities, accountabilities • Communication within and among project (sub)teams • Steering and Advisory Committees
Partnering to foster & lead a culture of innovation • Hospital system leadership • Strong culture of innovation • Organizational support / mission alignment • Executive leadership vision
• Strong culture of innovation (Focused personnel [Director of Research, Project Lead] to manage the project, engage leadership and vendor community • Strong project governance • Regular meetings with leadership and/or steering committee drive projects forward
• Engaging Key Opinion Leaders and “luminaries in the field” in co-design and as early adopters.
• Customers as partners with shared vision; • when customers don’t see vendors as partners, they don’t gain as much feedback regarding the capacities of the product
• Good communication between teams
• Importance of always having a rep available for teleconference
• Resource Constraints
• Efficiency critical, as vendors are managing multiple projects at once
• Staff Buy-in to the Value of the solution
• Leadership should solicit feedback from front-line staff regularly to ensure needs (e.g., workflow, decisionmaking) are being met by product
• Clinical Change Agents
• Staff, young adopters are keen when/if can see tech enable their practices
The Concept of Value 27
Surfacing Value in Innovation Adoption and in Innovation Procurement What do we mean by “value”? A quality based on a person’s principles or standards, one’s judgment about what is valuable and important in life, and what a person deems important. Value Propositions for Patient, Clinician team, Organization, System Patients value access, improved health outcomes, positive experience Clinical teams value workload efficiencies, improved effectiveness Healthcare organizations value patient flow, cost Healthcare systems value quality (error, performance), cost The inability to surface value – to understand how it varies in a particular context, to present an innovative solution in terms of value propositions, to measure impact – can impede partnership development and broader, widespread adoption.
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Surfacing Value in Innovation Adoption and in Innovation Procurement • • • • • • • •
The inability to assess total value The tendency to favor acquisition costs over total cost / downstream savings Creating value and benefit (especially for clinicians) The value of early market engagement (pre-procurement) The value a design contest offers to assessing fit How Competitive Dialogue can surface value Value of using open, outcomes based specifications to surface value The value of gaining experience in (resource-intensive) innovation procurement 29
Thank You Dr. Anne Snowdon, Academic Chair, WIN Anne.Snowdon@uwindsor.ca Dr. Renata Axler, Research Associate Dr. Ryan T. DeForge, Research Associate Carol Kolga, Senior Research Associate Dr. Phillip Olla, Senior Researcher Dr. Melissa St. Pierre, Research Associate Find us online at: www.worldhealthinnovationnetwork.com Follow us on Twitter: @WIN_Health Like us on Facebook: World Health Innovation Network Follow us on LinkedIn: World Health Innovation Network Subscribe to us on YouTube: WIN Health
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