Project Japan seemingly has a huge appetite for transformation. But in an industry that changes direction at glacial speed, the most sustainable innovations may in fact come from more targeted—dare we say, incremental—approaches.
That’s not to say the industry should shy away from experimentation—being willing to “fail fast, fail forward” as Loren Brink, CEO of HealthPointe Solutions, suggested during a panel discussion at Project Japan’s Transformation Summit, May 16-17, in Austin. Just the opposite. Leaders need to set a tone that stimulates innovative thinking and embraces new ways of doing business. But they can’t be reckless.
Even at some of the most forward-thinking organizations, like Jefferson Health, understanding the “what” comes before pushing the “how.” Technology leaders at the Philadelphia-based health system often spend two or three weeks with a division trying to figure out what problems need to be solved, according to Neil Gomes, chief digital officer and senior vice president for technology, innovation and consumer experience at Jefferson Health.
“Technology is a great driver of change, but the first conversation can’t be about technology,” he said.