Summing up the fifteen years of an organization is impossible, as impossible as knowing the ILN is coming to an end. But it is some of our first lessons (way back in 2005) that fuels our elegant, future-forward ending. The concepts of the innovation lifecycle and creative destruction have taken center stage. The innovation lifecycle is a simple framework that helps one map which phase the “work” is in: birth, growth, maturity, decline, or death. Creative destruction, on the other hand, is intentional destruction to create more fertile space for new ideas to take hold. Bringing these two concepts together shifts thinking from “what can I do to prevent decline?” to “what can I clear away to make new space?”. And this is the phase and intention that the ILN has boldly stepped into.
Before we go deeper into destruction, there are two places I want to take you: Mars and a kelp forest. I am enthralled with everything Mars. There is just something mysterious and alluring about our red neighbor, and the innovation it takes to understand and visit is astounding. So when the Mars Rovers began transmitting the first images from Mars in 2004, I was riveted. Remarkably, those little rovers were designed for a 90-day life, but year after year they just kept going. Over time, when people asked about the ILN, I would tell them it was like the Mars Rover. You see, the ILN was supposed to be a one-year-long learning collaborative powered by a grant. Instead, it went on year after year fueled by the passion of its members. Perhaps I should have realized that when the final Rover conked out in its fifteen-year that it was a bad omen for us. Nevertheless, the job of this 90-day robot continuing on for fifteen years is simply wonderful. Goodnight Rover.
A few weeks ago, I watched a heartbreaking and gorgeous documentary called “My Octopus Teacher”. It traces in parallel the videographer’s mental health and his unlikely relationship with an octopus. At first unsure and tenuous, the two create a bond as the videographer visits the same kelp forest every day for a year. The joy of this friendship, filled with discovery and trust, reminded me of the ILN journey. At first, everyone was scared to share, but through dinners, wine, and laughter, there was a shift from leary to curious and then on to the joy of discovery. Something I learned from the film: the common octopus lifespan is one year. Day after day, as this octopus and videographer reach out for one another, the bittersweet realization sets in that this too is fleeting and so very precious. Goodnight Octopus.
And so, in the lifecycle of innovation, the ILN now finds itself in the Death Phase. It would be easy to shy away from the signals of the past four years and simply blame the Pandemic. Yes, the Pandemic played a significant role, but its most powerful role was offering clarity on the ILN’s end. The ILN began with committing ourselves to friendship in service of our missions, to sharing freely our know-how in service of innovating faster, and to thriving on the fringe unafraid of being uncomfortable. Even at the end of year one when the ILN was supposed to end, I could have declared Mission Accomplished. But the universe decided that 14 more years were needed. As the ILN ends in its fifteenth year, space is being made in the most fertile of innovative soils. Goodnight ILN.
The Innovation Learning Network
2005 – 2020
I have nothing against raspberries. Though in an HBR article from exactly a decade ago, my life temporarily was all about that color. It explored the democratization of innovation in healthcare and on innovative approaches that drove breakthroughs in thinking and value. Back then, I would jump into my raspberry-colored scrubs to explore hospital environments with nurses, doctors, patients, and other scrubbed-up innovators. Ten years later, those HBR insights from 2010 are still relevant.
Takeaway 1: It’s about humans.
As in 2010, the focal point remains centered on the people who are experiencing the challenge. And this is both the end-user and the other humans involved. There are pain and joy points for both, and focusing on only one type of actor skews the design. One additional group that I now explicitly include is leaders. They play an essential role throughout the innovation lifecycle, but they are not often thoughtful included. Worse, if they are excluded in the innovation journey or are in the wrong mindset to lead innovation, even the best ideas get thwarted.
Hopelab’s partnership with the Nurse-Family Partnership (NFP) is a great example. The solution called Goal Mama is powerful because it solves patient and nurse needs. NFP leaders were part of the innovation journey every step of the way. When the innovation team was divergent, their leaders were exploratory. When the team was preparing for the pilot, their leaders were operational. They matched phase for phase and a great solution came out of that work.
Takeaway 2: It’s about value.
If there is no way for your invention to drive value, it is not an innovation. What was not well understood ten years ago (by many of us) was how the business model is very much part of the design too. In working on Nod with our partner Grit Digital Health, not only did we create a solution that reduced loneliness, we designed it in context to how Grit would get it into its college distribution channel, and thus in the hands of young people.
Takeaway 3: It’s about democratization.
Lew McCreary, the author of that HBR article, made this explicit: “ …by democratizing the methods of innovation, [they] are democratizing health care, giving patients and [caregivers] a louder voice in designing the future.” In 2010, I was on an innovation, diversity, and inclusion panel. I focused on what I believed was the inherent diversity/inclusion of human-centered design and talked about how we ensured there was a diverse group of users who were co-creating with us. Ten years later, I now know that was not enough. Justice and equity must be bedrock design principles for the innovation AND the innovation team – they are inseparable.
In one of my final projects at Kaiser Permanente, our design team focused on improving the transgender-person care experience. While sharing at a conference that we were about to launch this work, a woman approached me and said, “I am a designer. I am a trans-woman, and I am a KP patient. How can I help?” Within weeks she was on our team helping kick off this work, contributing to and reviewing the design research plan, and ensuring we were doing our homework BEFORE entering the field.
And so ten years later, it is still about the humans, about driving real value, and the ideal of innovation democratization. I don’t imagine this will change as I look out to 2030, but I do see a continue deepening and sometimes re-imagining as we solve real problems that real people have and ensure we do so in a just and sustainable way.
At least a few times a year I am asked by a senior healthcare leader, “How can I systematize innovation?”. And while I’ve been privileged to lead and execute innovation at Kaiser Permanente, Hopelab, and the Innovation Learning Network, never I have been able to articulate as thoroughly as the WISH 2018 Design in Health Care Report.
In early 2018, I joined a group of esteemed design leaders of healthcare to develop a WISH point-of-view on the human-centered health system. We pooled our collective experience to generate nine recommendations in three categories. And while it was developed for policymakers in government, as I reread the report with fresh eyes this week in Doha, it’s also an excellent starter set for healthcare leaders who are serious about transformation.
Whether your organization is just getting started or needs a transformation tune-up, these nine principles will leapfrog your organization into the future.
Make a visible commitment to human-centeredness
Teach design thinking principles to every staff member
Invest in targeted design expertise
Special thank you to Aaron Sklar who led and organized the committee and the production of this report.
Last week (Sept 26) I was part of a Denver StartUp Week panel featuring the collaboration of Hopelab and Grit Digital Health. Expecting 50 attendees, the afternoon sizzled with over five times that. Many questions illuminated a fascination that a startup and a foundation would find common ground to partner. Below is a quasi-recap and additional pondering on this fascination:
Innovation often has a focus on tools, techniques and approaches. And while these are important building blocks, there are more nuanced ones that accelerate the path to impact. One of these is the innovation mindset. While we all have a “natural” mindset that is ours and ours alone, while it may be perfect for some parts of the innovation cycle, it can be detrimental to others.
For example, let’s assume your natural mindset is “operational” – one that is all about rapidly solving problems, optimizing your system, and putting out fires. Your team is in the earliest phases of an innovation project – trying to more deeply understand the challenge. An operational mindset will reduce the divergent and intentional wandering that the team must do in this phase. You, the leader, would be in unintentional conflict because of your natural mindset.
What to do? With focus and energy, we can temporarily change mindsets to match the phase of work. This is not natural and requires intention. But the leader only needs to hold the unnatural mindset for short periods of time – just long enough to be in sync with the team. One technique I’ve been using is an innovation meditation. It is designed to be used with a sponsor group, board or other advising body, and can be easily applied at the personal level as well.
It could feel risky to conduct a group meditation to the start of a leadership meeting. However, what is the risk of having a super-smart group of advisors who are unintentionally advising with the wrong state of mind?
And so, below is the meditation. As always, I would love to hear your thoughts, comments, or even better, how it went adding in to your leadership practice.
The Innovation Leader’s Mindset Meditation
by Chris McCarthy
Take one deep breath and get comfortable in your meditative pose. Eyes open or shut, whatever you are most comfortable with. (pause 10 seconds)
Take two more deep, cleansing breaths. (pause 10 seconds)
Breathe naturally, except for the cleansing breaths when indicated…or whenever you feel like.
The Four Leadership Mindsets for Innovation are the strategic, the explorative, the generative and the operational. Each mindset powerful in its own way.
The Strategic – the blue sky, the big picture, seeing beyond the horizon. Take a breath and ponder the sophisticated Strategic mindset. (pause 15 seconds)
The Explorative – the curious, the deepening, the pushing past boundaries, wandering and wondering. Take another breath and ponder the ever inquisitive Explorative mindset. (pause 15 seconds)
The Generative – the crayons, the paper, the scissors and glue. It’s the “what if”s and the “Aha!”s. The desire for alternatives. Take another breath and ponder the playful Generative mindset. (pause 15 seconds)
Ahhh… And finally, the Operational – perhaps the most common and most maligned of the mindsets. The Devil’s Advocate, the realist, the analyst, the value-maker. Take another breath and ponder the brass-tack Operational Mindset. (pause 15 seconds)
The four mindsets: equal in need, equal in value, but rarely equal in expression.
Consider for a moment what is your natural mindset? (pause 5 seconds)
What mindset do you bring to this moment? (pause 5 seconds)
What mindset should you move to for today’s work? (pause 5 seconds)
Two more deep breaths. (pause 5 seconds)
We will each check-in with: “My mindset today is <fill in the blank>. And I am here and present.”
Open your eyes.
Who wants to go first?
Originally published on the UK Improvement Alliance blog
What would an “innovation learning network” for healthcare look like? Coming off of two successful years of co-launching an internal innovation group at Kaiser Permanente in 2005, it was time to build and connect to a larger community, and it was clear that to be successful, the network had to be different and valuable. The “value” piece emerged quickly in two of the three Innovation Learning Network pillars: 1) Share innovations across systems and 2) Teach innovation and design technique. These were important, valuable and obvious.
Read more here = > http://www.ukimprovement.co.uk/blog/threepillars
It comes down to the human experience, passion and real needs. My three takeaways from an evening conversation between Edward Boudrot of Optum, Adam Dole of Better and myself of KP’s Innovation Consultancy/ILN hosted by Continuum’s Augusta Meill in Boston on June 2.
(See Continuum’s Summary of the event here.)
Impressive was Edward’s exploration of people and empathy at Optum and his Fusion! method. One element is “building passion”, and how the very nature of connecting to the human experience is the call to action for change. Rapid change from rapid experimentation, causing a shift from old-fashioned product management to the more progressive experience management. He is pushing on virtuous cycles. His tip: Be tenacious for the possible.
Adam of Better fills a gap that most of healthcare refuses to adequately address. For a small fee, Better provides a personal health assistant to help navigate the complexity of getting, receiving and paying for care. Adam is optimizing the healing/wellness experience. He created a product that addresses a real deep need. I particularly love his singular focus of need and use of design to create a superior service. The first audience question was a concern that this would not be affordable to all. The real question, is why can’t mainstream healthcare deliver this? Until then, Better is here.
I explored how to accelerate innovation and uptake of ideas from a human-centered design lens; uniting design research and minimum specifications. For example, with our nurse shift change innovation, the tools used to discover the need were repackaged so that at each implementation the unit nurses could rapidly (re)discover the need for themselves. Then using minimum specs, they could jumpstart fitting the solution into their environment. It’s a longer upfront cost but tied to longer-term value as the solutions are stickier.
One point of clarification about employee innovation capability building trainings: organizations should not solely rely on this for transformation. It is a piece of the transformation puzzle. It does amp up improvement activities in a big way, and lays the foundation for participating in bigger change efforts. Paired with other puzzle pieces, like honest-to-goodness design teams, clear strategic direction, and end-to-end idea “mentoring”, the puzzle of innovation capability becomes clearer.
And so the evening ended with far more concordance than expected. Although, how can you go wrong with the human-experience as your focus, passion as your driver, and real needs as your compass?
There* was a palpable change in the room. The previous hour ILNers were transfixed in the School for Health & Care Radicals, exploring the differences between rebels and troublemakers. The discussion was fascinating: rebels have a natural energy of change, a “what can we do together?” attitude, and a greater good perspective. The troublemaker on the other hand is negative, grounded in “me”, and focused on success for their chunk of the world.
And then she said it. The “she” being none other than the NHS Chief Transformation Officer Helen Bevan. She made that statement that immediately became the mantra:
“Go for No.”
“What?!?” we all thought-gasped. Heads popped up; keyboards stopped clicking.
If you look at the big, audacious successes, they are built on a stockpile of “no”. No after no, planting seeds. No after no, chipping away at barriers. No after no, offering pivots. No after no, finding back alleys and back doors. No after no, until yes.
No is the indicator that you are provoking. No is the signpost that you are in a space others dare not enter. No is your pathway to Yes.
There was a palpable change in the room: junkyards of no transformed into treasures of no. And we felt… happy …and relieved.
And so, go for no. Keep on inNOvating.
*”Go For No “came from our Ninth Year of ILN InPerson Meetings. May 12 – 14, 2015, Centura Health and the National Health Service co-hosted 80 ILNers who explored how the everyday healthcare person can step up as a change thinker, change maker and change doer.
It was just over two years ago (in Dec 2012) that I heard that employees were pledging to make healthcare better. At the Institute for Healthcare Improvement Forum in Orlando, Helen Bevan of the UK’s National Health Service (NHS) talked about being a healthcare radical. She shared that employees all over the NHS were committing to change and bringing their passion and ideas to life. Furthermore, NHS executives were celebrating and championing the ability and passion for change; instead of choosing the change that all employees would make.
It was a simple and novel approach. And I wondered how this would work in the United States. And over time, so did Tim Rawson, and Mike Lin…and Yasmin Staton and Claudia Perez. So too did Jim Rawson, Richard Corder, Debra Barrath, and Amy Woodrum…Along with Dina Piccoli, Josh Rutkoff…and….
We crafted simple principles to move the work forward 4 months ago (October -2014):
We jumpstarted and divvied the work 3 months ago (November 2014) splitting into technology, marketing and social, and resources.
And so just over two years ago from when I first heard about NHS healthcare employees pledging to make healthcare better, I posted my first pledge “to launch Change Day in the United States”.
Want to make your own pledge? Visit: http://usachangeday.org
And follow @USAChangeDay on Twitter.
Thank goodness for Peter Fuda. More on that in a moment.
For the past decade, the “sky is falling” change management approach seemed to be THE way. The sky did seem like it was falling, and it was a quick way to get employees and organizations to rally around a new concept, initiative or change. And it worked…for a time. But then the sky kept falling more and more, faster and faster, and with little fanfare the sky was perpetually falling. Without exception, gloom and doom ruled.
“It’s like trying to turn the Titanic.”
“Can we link this to a burning platform?”
If innovation is the breath of fresh air to build new, valuable stuff, the burning platform is the life-sucker that stole the joy. I wish I was the one smart enough to know this. But alas, it wasn’t until two years ago when my friends at the National Health Service Helen Bevans and Lynne Mayer (now at Ko Awatea) introduced the ILN.org to a poweful youtube video by a researcher named Peter Fuda. (Please watch it and share widely). He laid the foundation of moving from “burning platform” to “burning ambition.”
Now I have to admit one of my fabulous fails. Ten years ago I proudly used the burning platform metaphor, and didn’t even use it correctly. I thought a burning platform was an intensely important political issue (as in a plank in the Democratic platform). However I actually used the image of a real burning oil rig platform for the presentation. Indeed as most of you know the oil rig is the metaphor. And it’s a dark, scary, death-y one to boot.
And so, two years ago I stopped using it. Then lo and behold while teaching at an innovation event it reared its ugly, fiery head. An attendee shared and asked, “Fear is our motivator. How are we supposed to get stuff done if there isn’t a burning platform?”
Its a good question, and paraphrased, here is my response (knowledge courtesy of Fuda):
The “burning platform” is only a metaphor. Its not real. We are not on fire. We don’t need to jump off a real burning platform into the dark freezing ocean. It is a paradigm shift; an intellectual choice to view our current challenges from a different len and with a different metaphor. You can choose any lens or metaphors you want. But why are we so sure that fear is the only tool we have?
So let me say loud and clear:
We are not the dinosaurs.
We are not on the Titanic.
We are not on a burning platform.
Our asses are not on fire.
We are working really hard to make a difference in the lives of patients and the people who serve them.
We are making healing and wellness the best it can be.
We are doing this work with our hearts, minds and souls.
It’s our Burning Ambition, not a Burning Platform.
Thank you, Peter, for shattering this fear metaphor.