Becker's Hospital Review

36 INNOVATION organization, as certain fundamentals that people can track and un- derstand. at's where those five pillars were born, and I think we've had tremendous success with that. Q: I've heard from other physician-innovators like your- self that in the future, slowly but surely, more clinicians will be moving into innovation in healthcare. I'd love to hear your perspective on that. BS: I always start with, "What's my lens? Why is this something that I'm passionate about?" When I came to Hartford HealthCare, which was Hartford Hospital at the time, we developed some cardiovascular MR angiography techniques, and it struck me that there was no real support system, not only in our healthcare system, but also in most others. We did some very impactful things globally and changed the paradigm, but what I realized was that there's no understanding in healthcare of how to manage entrepreneurship and innovation and startups. As I progressed, I had the opportunity to go to MIT to do my busi- ness degree, specifically for me to focus on analytics, innovation and entrepreneurship. While I was there, I continued to think about how to develop an ecosystem with their principles and frameworks in the healthcare system. I came back and I started embedding what I'd learned, and it took off amazingly. As a clinician, I've been on the ground, I've taken care of patients, I know the pain points. e folks that are going to be helping translate these ideas, they look at me as one of them; they are my colleagues. It's as simple as that. It's the credibility, it's the relationships that you've built, it's the understanding of their pain points. When I stand up, they look at me as a guy who has done procedures with them for their pa- tients. It does make a difference, and it doesn't mean that you're smart- er or less smart — it's street credibility. ese are my colleagues; I'm not an administrator to them, I'm their colleague that happens to have the opportunity to help the organization collectively move forward. My privilege is that I've also got this other dimension of knowing how to develop innovation ecosystems with incredible partners and friends that I developed up at MIT. I'm hoping in the future that healthcare organizations understand how important it is that we've got to be solving relevant clinical health- care delivery problems. e best advocates for those are the folks that actually do the work, and if you can assist them in an educational way to provide the frameworks and the sophistication around the business and marry the two, I think you have a really great chance of moving your organization very far. Q: Another thing we're seeing is that a lot of clinicians are also now going on to get MBAs, like you did, and taking courses in data analytics, innovation and digital technolo- gy. Can you describe why you pursued your MBA? BS: I love how you said that — "combining" all of it. Having the clinical skillset — having been on the ground, treated patients, taken care of them and understanding the language, and then having all these other capabilities exposed to you. I went to do my MBA for that reason. ere's another big piece here: the system dynamics thinking. To get these kinds of things going in your organization, there are multiple pillars, com- ponents, wheels that you have to get going. And once you get them all go- ing, they start reinforcing one another. You've got more to communicate, you've got more to teach, you've got more people coming in, you've got a richer portfolio, you need better governance, and so forth. And then the last thing that I have to pitch is this: It's all a relational play; this is 100 percent relational. It's about touching people, figuratively, in a way that's important for them. at takes a lot of effort and time to make sure that everybody feels involved. is relational piece, I cannot stress enough. It all comes down to how you make the other person feel, that Maya Angelou quote, "People will forget what you said, people will forget what you did, but people will never forget how you made them feel." n Mayo Clinic, Kaiser Permanente invest in cybersecurity startup By Andrea Park R ochester, Minn.-based Mayo Clinic and the ven- ture arm of Oakland, Calif.-based Kaiser Perma- nente have contributed funding to Ordr, a devel- oper of security software for internet of things and other unmanaged devices. The new investments come after Ordr closed a $27.5 million Series B funding round in Decem- ber. Though the amount of additional funding from Mayo Clinic and Kaiser Permanente Ventures was not disclosed, Ordr noted in a March 5 news release that it has now raised about $50 million. "The number of IoT devices is rapidly expanding across all industries and with it the potential for data breaches. It is critical for healthcare organizations to be proactive in securing such devices and the network on which they operate, to protect the patients who depend on them," said Daniel van den Bergh, principal at Kaiser Permanen- te Ventures, said. "Ordr has developed a powerful platform that leverages machine learning and behavioral analytics to protect IoT devices automatically, preemptively and at scale across the enterprise," Mr. van den Bergh added. n AHA launches $100K innovation challenge to improve behavioral health By Andrea Park T he American Hospital Association began accepting proposals Feb. 13 for its 2020 innovation challenge, which calls for ideas and strategies to increase ac- cess, reduce costs and improve outcomes in the realm of behavioral health. All AHA members and their partners are eligible to sub- mit proposals until the May 15 deadline. The top three ideas will receive awards of $100,000, $25,000 and $15,000, respectively, to support further development. "Hospitals and health systems are a hotbed for innova- tive ideas for transforming healthcare," Jay Bhatt, DO, senior vice president and CMO of the AHA, said in a statement. "This year's challenge is an opportunity to combine human compassion with innovative thinking to improve behavioral healthcare and save lives." n

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