Becker's Hospital Review

40 INNOVATION 7 big ideas in healthcare innovation By Katie Adams F rom their thoughts on artificial intelligence's potential to trans- form healthcare to how to better engage patients digitally to what the hospital room of the future will look like, here are sev- en quotes about the role of innovation in healthcare that hospital and health system executives shared with Becker's Hospital Review in June: D. Geoffrey Vince, PhD. Executive Director of Cleveland Clinic Innovations. It all comes back to helping patients. at's the reason why we have an innovations office. We have some of the best physi- cians, scientists and engineers in the world right here in Cleveland who come up with brilliant ideas every day. And we need a way of bringing these to the market to help patients today and in the future. We want to reduce healthcare costs if we can come up with a less ex- pensive way of doing something. We need to innovate around what we traditionally do but then also look at new avenues that we can explore to impact patient care. Shaun Miller, MD. Chief Medical Information Officer at Cedars-Sinai (Los Angeles). One specific tool that likely will see rapid growth and maturity in 2021, given the need to efficiently cap- ture and synthesize such data, is the expanded use of previsit dig- ital patient questionnaires. ese allow clinicians to collect more data in the EHR up front, so the visit, either in person or virtual, is streamlined, including the associated required documentation. Ide- ally, these questionnaires will facilitate more face-to-face time with patients and improve the ability to focus on key issues that need to be addressed during each visit. Daniel Durand, MD. Chief Clinical Officer at LifeBridge Health (Baltimore). The physical space of the hospital will be gradually digitized until virtually every object and sensor becomes part of the so-called 'Internet of Things.' These innovations can broad- ly be categorized as either clinical or experiential, though some will be both. Clinical innovations will involve gathering ever more "signals" from the patient (infrared, sound, electrophysiology, pulse-oximeter, facial expression, etc.) to be sifted in real time through machine-learning algorithms that will help physicians re- fine their understanding of diagnosis and prognosis in ways we can only imagine today. Experiential innovations will allow health systems and their partners to take a page from Netflix, using the engagement opportunity of the acute care episode to stream digital content to patients and families through TVs, tablets and their own devices from home. Aaron Martin. Chief Digital and Innovation Officer at Providence (Renton, Wash.). e most promising technology is AI combined with what we call "digital endpoints" for each service we provide. Dig- ital endpoints are technologies like online scheduling, asynchronous, video visits, voice and application programming interfaces. e com- bination of AI and these endpoints mean that we can enable more sophisticated navigation, new business models, reduce friction and improve care delivery. Nick Patel, MD. Chief Digital Officer at Prisma Health (Greenville, S.C.). e most evolutionary change coming to hospital rooms of the future is that they will be in your own home. For certain acute condi- tions, the hospital room will come to you. You will be able to conva- lesce in the comfort of your own home by using portable technology and next-generation healthcare equipment. is will allow for high quality care to be rendered in a person's home by medical profession- als both on-site and virtually. Nader Mherabi. Executive Vice President and Vice Dean and Chief Digital and Information Officer at NYU Langone Health (New York City). Two-way digital communication with patients is a promising technology that allows patients and their families to have even greater participation in their own care. Following the rapid adoption of telemedicine in 2020, two-way digital communi- cation enables us to get direct feedback and securely engage with patients throughout their care journeys. is technology plays a crucial role in the patient experience at our organization and will remain an important tool as digital patient and consumer adoption continue post-COVID. Amelia Bischoff Gainey. Director of Digital Health Services at Prisma Health (Greenville, S.C.). Digital therapeutics targeting the "science of happiness" are notably transforming the health re- tail market. Simple yet entertaining mental diversions like games, exercises and daily tips keep consumers engaged without feeling like they just le the doctor's office. When people feel better from the inside out, we create a better, healthier world. n Tampa General partners with innovation accelerator: 5 things to know By Jackie Drees T ampa (Fla.) General Hospital is teaming up with the Florida-Israel Business Accelerator on a slew of innovation projects that aim to improve care delivery across the health system and Tampa Bay region, the organizations said June 29. Five things to know: 1. For the first project of the collaboration, Tampa General and FIBA picked seven Israeli startup com- panies to develop new quality and efficiency tools for Tampa General Medical Group's outpatient physician offices. 2. Tampa General chose the seven startups, which participated in weekly group one-on-one coaching sessions over six weeks with FIBA advisers. 3. Tampa General's partnership with FIBA is a project of TGH Innoventures, the health system's innovation arm. 4. The seven startups have developed solutions focused on streamlining administrative tasks, organizing patient health information for pre-visits, improving administrative workflows and improving the exam room experience. 5. FIBA is a Florida-based economic development program supported by the state's economic oppor- tunity department, Hillsborough County and other corporate sponsors. n

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