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67 INNOVATION What kills innovation? 4 hospital innovation leaders weigh in By Naomi Diaz T o make innovation a priority, hospi- tals and health systems must harness innovation efforts from the pandemic to stay ahead of the curve. Here, four health system and hospital innovation leaders share habits that are killing innovation in March. Editor's note: Responses were lightly edited. Christine Brocato. System Vice President of Strategic Innovation at CommonSpirit Health (Chicago). Health systems are just recovering from the last COVID-19 surge and there's a lot of concern about staffing levels and financials, which has hindered innovation as health systems have been focusing on immediate issues rather than future investments in innovation. Kolaleh Eskandanian, PhD. Vice President and Chief Innovation Officer of Children's National Hospital (Washington, D.C.). What kills innovation is inaction and not le- veraging pandemic lessons to continue devel- oping novel solutions for patient care models, novel therapies and effective diagnostics. e innovation-killer would be going back to the pre-pandemic state of mind. Hospitals, payers and startups need to keep the momentum and push forward to continue the innovations that were intro- duced during the pandemic. To accomplish this, we need innovative healthcare legisla- tion and policies at the national level as well as incentives to push innovation. We also must retire policies that are no longer rele- vant but are used to hamper innovation. Brad Shaink. Administrative Director of Innovation at Houston Methodist. ere's too much concern over failure, which is lead- ing to a lack of innovation. Hospitals and health systems should have an appreciation and deep respect for learning, and be OK with the idea that not all innovative ideas will have quick solutions, and not all innovative ideas will work. Scott Joslyn. Chief Information and Inno- vation Officer at University of California Irvine. What will kill innovation in an or- ganization is the lack of commitment, dis- proportionate funding and not placing the right talent in the right place. Over the past few years, the healthcare industry has seen tremendous growth in investment and new approaches to delivering care. It is imperative that hospitals and health systems plan for this growth trajectory and explore new care deliv- ery models. Innovation is a key means to help close rampant gaps in patient care delivery. It's not an option. n Samsung unveils 'healthcare TV' By Andrew Cass S amsung introduced a healthcare TV March 15 aimed at improving in-room patient care. Four things to know: 1. The Samsung 4K QLED Smart Healthcare TV can display several types of content at once. Multimedia content can be displayed along with information like schedules and caregiver details, eliminating the needs for whiteboards and paper signs, according to a March 15 Samsung news release. 2. The TVs work with ShareSafe's healthcare mobile application ShareView to create a secure casting connection from a mobile device. This allows for the TVs to integrate EHRs and other sources of content. 3. ShareSafe is HIPAA-secure and built on a Zero Trust architecture. 4. Consulting clinicians can be connected with live via a telehealth feature. n 3 signs a health technology company won't be a good partner for your hospital By Katie Adams W hen it comes to health technology partnerships, hospitals have a seemingly endless list of startups and companies from which to select. Becker's talked to three hospital executives to determine red flags that reveal a company is not partnership material: 1. It doesn't have a genuine mission. Companies are not partnership material if they are "mostly focused on the art of the sale and not on the overall patient outcomes the partnership is intended to drive," accord- ing to Jason Wells, chief strategy, consumer and innovation officer at Roseville, Calif.-based Adventist Health. 2. It hasn't earned your trust. When assessing a company, Geisinger talks to the company's current customers to see if it has lived up to its commitments, Karen Murphy, PhD, RN, the Danville, Pa.-based system's chief innovation and digital transformation officer, told Becker's. Inade- quate funding and the terms of the partnership fluctuating during ne- gotiations are some red flags to look out for, according to Dr. Murphy. 3. It lacks responsiveness. Responsiveness doesn't necessarily mean fixing problems instantly or custom-modifying a tech service overnight, but it does mean a willingness to listen to and address pain points in "the never-ending troubleshooting that is contemporary healthcare op- erations," according to Daniel Durand, MD, chief clinical officer at Life- Bridge Health in Baltimore. He said responsiveness is ultimately what allows hospitals to implement and tweak technology to a point where it can be used reliably. n