Issue link: https://beckershealthcare.uberflip.com/i/1383677
59 INNOVATION 7 big ideas in healthcare innovation By Katie Adams F rom their thoughts on delivering hos- pital-quality care to patients' homes to tech companies' disruption of health- care to why tech professionals want to work in healthcare, here are seven key quotes about the role of innovation in healthcare that executives from hospitals and health systems shared with Becker's Hospital Review: Rich Rogers. Senior Vice President and CIO at Prisma Health (Greenville, S.C.): The CIO's job is to build high-per- forming teams and organizations that are completely engaged in the health system mission. Big tech and retail companies are providing great new advanced tech- nology tools to our industry and provid- ing new ways to improve patient access to care. This is necessary and welcomed. Reality is that the vast majority of care is still provided locally, to our neighbors and community members. The feeling our IT staff get while walking through a pediatric oncology unit supporting our nurses and physicians taking care of patients is some- thing that cannot be duplicated by big tech or retail companies. Daniel Durand, MD. Chief Innovation Officer at LifeBridge Health (Balti- more): What excites me the most about ["hospital-at-home" programs] is how rapidly innovations in remote monitoring and point-of-care diagnostics are expand- ing its potential. Advancements in sensor technology, miniaturization and machine learning are allowing for real-time remote monitoring of physiological parameters that traditionally could only be measured with costly hospital-based labs and equip- ment. I'm referencing breakthroughs like pocket ultrasound devices, portable MRI machines, noninvasive blood chemistry assessment, multiparametric cardiopul- monary testing and even smart toilet seats that can help monitor congestive heart failure patients. Jennifer Doorly Magaziner. Senior Direc- tor of Strategy and Digital Innovation at Boston Children's Hospital: Optum and Amazon's national telehealth expansions re- mind us that if a hospital is using telehealth to replicate their current care model, they are missing the mark. ese players have scale and integration points across the care con- tinuum, and the tech and analytics to draw insights on their members' health, habits and needs. We know that the life-saving pediatric care and clinical innovation we provide is not easily replicated, but we also know that we need to continue to partner with disrupters ourselves. Claus Torp Jensen, PhD. Chief Digital and Technology Officer at Memorial Sloan Ket- tering Cancer Center (New York City): To compete for talent we are actively changing the narrative of what it means for a tech- nologist to work in healthcare. We have an active technical leadership culture, and we consider ourselves cutting edge in our ability to apply technology to real-world healthcare challenges. e best jobs, in my opinion, are the ones with the most meaningful mission — and curing cancer is a very meaningful mission to all of us at MSK. Tom Andriola. Vice Chancellor of IT and Data at University of California Irvine: e availability of technology is opening people's minds on how we might deliver services dif- ferently, consider a more patient-centric ex- perience, and discuss where this type of care is appropriate and where not. Technology is the enabler, but clinicians and caregivers will always be in the lead. Richard Zane, MD. Chief Innovation Offi- cer at UCHealth (Aurora, Colo.): e most important questions are: What's next? What is connected? What will be connected, and how does it bridge the void between virtu- al and brick-and-mortar, synchronous and asynchronous care and communication? Where do remote patient monitoring, de- vice integration, prescriptive intelligence and human adjudication become intertwined, and how does this help patients navigate the maze of healthcare? And can this improve access, efficiency and quality while reducing cost? at would be something. Connecting a patient with a provider via a smartphone, tablet or computer is not the promise of virtual health. Nick Patel, MD. Chief Digital Officer at Prisma Health (Greenville, S.C.): External disruptors can serve as accelerators instead of threats if you have the right organizational support to grow your digital health strategy in an agile way. Healthcare routinely doesn't move at the speed of business. Healthcare is hard, and no one group has figured it out. Health systems need to learn from these disruptors and on occasion, even partner with them. n Amazon gives sneak peek at plans for $2.5B Virginia headquarters: 4 details By Jackie Drees A mazon unveiled the designs of its second headquarters in Arlington, Va., on May 12, along with the company's plans to hire nearly 2,000 more employees at the campus. Four details: 1. The second phase of construction at HQ2 features proposals for a "forest plaza" at the foot of the campus' centerpiece, a 350-foot-tall tower named The Helix. The tower features two spiraling outdoor walkways with trees and plants that intertwine and twist to the top of the structure. 2. Amazon's $2.5 billion second headquarters will have an outdoor, woodsy theme with three 22-story office buildings and smaller retail buildings in the development flanked by woodlands and an outdoor amphitheater. 3. Amazon said it plans to hire 1,900 employees at HQ2 for various technical and nontechnical jobs. 4. The office and retail buildings will accommodate 13,000 employees. n