Mayo Clinic Center for Innovation 2010 Year in Review
We are pleased to share the Center for Innovation (CFI) 2010 highlights and year-end review. We hope you will join us in celebrating our accomplishments. Established in June 2008, the Mayo Clinic CFI is becoming nationally and internationally recognized as a leader in transforming the delivery and experience of health care. We have accomplished this by leveraging internal and external collaborations and partnerships around our five guiding platforms: Destination Mayo Clinic, Mayo Clinic Connection, Prediction and Prevention, Wellness, Culture and Competency of Innovation. Central to the methodology used by CFI is a focus on the patient and on design thinking. When practicing design thinking, we step back from the immediate issue and seek a broader perspective. We understand that most problems are part of a larger whole, and that the solution lies in uncovering hidden truths. Design thinking requires deep immersion into the problem to be solved. When you are trying to transform health care, Mayo Clinic is the ideal place to practice it. By pulling together multidisciplinary teams that bring varied expertise to the problem and working with Mayo patients and other partners, we continue to learn, grow and refine our methodologies. As you will learn in this report, we are building strong internal and external relationships around some very exciting projects aligned with Mayo Clinic’s strategic plan. We would like to thank you for your support, and we invite you to make 2011 the year that you engage with us. Whether you attend Transform 2011, take a class in the innovation curriculum, or work with us on a project, we look forward to connecting with you to transform the experience and delivery of health care. In the meantime, we encourage you to think big, start small and move fast!
Nicholas F. LaRusso, M.D.
Barbara R. Spurrier, M.H.A.
Gianrico Farrugia, M.D. GI
Cores, Labs and Technology
Curriculum 2010 Results: • 144 unique participants attended a class • 24 classes were offered • 63 departments were represented
In 2010, David Rosenman, M.D.,
be solved by the level of thinking that
and Ronald Amodeo developed
created them.”
and directed “Thinking Differently: The Innovation Curriculum at Mayo Clinic,” an opportunity for Mayo Clinic employees to learn key principles of innovation. This occurs in an innovative teaching environment aimed at helping employees learn how to incorporate
In these classes, CFI’s goals are to: • Awaken attendees’ raw instincts for observing and reflecting and inventing • Improve their ability to see things from multiple points of view
innovation principles into their daily activities.
• Point out the constraints and contradictions of innovation in
Why “Thinking Differently”? Because,
organizations so they know when to
Albert Einstein said, “The problems
think differently
that exist in the world today cannot
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• Diminish fear around lack of control
Storytellers were invited from across the institution to share a relevant real-life example from their
• Provide tools to innovate
experience at Mayo, and were an integral part of the class.
• Give attendees practice at innovation • Deliver and adapt the curriculum using the same principles taught in the classes
Classes were organized into 4 themes: • The Language of Innovation
The curriculum was developed through extensive
• Opposing Forces in Innovation
research and discussion, prototypes, feedback, iteration, and redesign. Classes were participatory with small-group activities as an integral part
• Experiences in Innovation (also called
of a facilitated dialogue around the class topic.
April 2010
• Tools of Innovation
Experiments)
Language
Forces
Tools
Risk
Survival v. Advancement
Start with Dialogue
Experiments Vivisecting
May 2010
Thinking
Operations v. Innovation
Mapping Boundaries
June 2010
Failure
Better v. Different
Thinking with Your Hands
Luck
Optimal v. Good Enough
Unlearning
Conflict
Routine v. Experiment
Subtraction
Process v. Project
Design Thinking
July 2010
August 2010
October 2010
Variation
Innovation Graveyard
Entrepreneurism
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Transform 2010 Results: • Over 500 attendees • 40 speakers presenting around 8 themes • Over 3 million impressions to the public made on the World Wide Web
Is it possible to connect ideas with
of thought leaders and entrepreneurs
the most promising mechanisms for
from many walks of life to share their
bringing about real change in health
experiences.
care delivery? CFI thinks so! It’s TRANSFORM!
Attendees totaled more than 500,
On Sept. 12–14, 2010, the Center for
Canada, Switzerland and Singapore.
Innovation hosted our third event,
This multidisciplinary event creates
Transform 2010 – Thinking Differently
a unique symposium identity that
about Health Care, a collaborative
complements the mission, vision and
symposium on innovation in health care
values of Mayo Clinic.
representing 24 states as well as
experience and delivery. Led by a small, enthusiastic and experienced team, CFI pulled together an amazing group
Throughout the two-day event, there were plenty of opportunities for
“If we only address the symptoms and not the causes, the same problem comes back again.” -Dean Ornish, M.D.
“We are starting to see
“If only we cared as much about
“Health and health care are a
information as portable,
our Net Health as we do our Net
human right for all people.”
personalized and participatory
Wealth.” – Sekou Andrews
– Patch Adams, M.D.
because of mobile technology.” – Susannah Fox
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networking and dialogue with an impressive list
TRANSFORM 2011 will take place in Rochester,
of speakers: Jamie Heywood, Thomas Goetz,
Minn., on Sept. 11–13, 2011. Registration has
Susannah Fox, Jesse Dylan, James Levine, M.D.,
already begun. Please visit our website for more
Ph.D., Patricia Moore, Robert Fabricant, Esther
information: http://centerforinnovation.mayo.edu/
Dyson, Patch Adams, M.D., Dean Ornish, M.D.,
transform/index.html.
Tahir Amin, Priti Radhakrishnan, Sanne Magnan, M.D., Ph.D, Lyle Berkowitz, and dozens of others. There were also presentations given by the winners of a global competition that we host, known as iSpot.
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Launchpad 2010 Results: • Launchpad is now
group allows teams to be as transparent
tool, the Launchpad ideation system.
or private as needed.
Launchpad now provides an online
available to all Mayo
collaborative space where groups
employees across all sites
can follow through with ideas they’ve
• Currently Launchpad has 1,937 users forming 105 groups • Over 40 departments are using Launchpad
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In 2010, CFI enhanced our collaborative
generated. Groups can now be formed by anyone at Mayo Clinic. The intended use of Launchpad includes facilitating teams or departments with a need and a desire to collaborate. The flexibility of adjusting security settings for each
A new feature with the updated Launchpad system is Single Sign On. This allows all employees of Mayo Clinic to access the system from within the firewall, without having a different password from their Mayo Clinic password.
CoDE Innovation Funds (Connect, Design, Enable) The CoDE (Connect Design Enable)
opportunity to partner with the CFI team
Innovation Awards, sponsored by CFI,
and resources.
was created to encourage collaboration throughout Mayo Clinic by linking good ideas with the right resources and tools. In 2010, the awardees from 2009 completed their projects, and changes were made to the 2011 competition based on the lessons learned. One
Through this partnership, awardees will: • Learn new skills for crafting ideas to tell a powerful story
• Completed all 2009 CoDE projects • Co-create with the 2010 recipients by offering CFI resources, networking and
• Build a network of collaborators
conversations
at Mayo
big change was to provide awardees with a range of financial support (from
2010 Results:
• Received 119 applications • Connect with key leaders, innovators
for CoDE 2010 funding
$5,000 to $100,000), depending on
and idea champions to help solve
from Mayo Clinic
their proposal, rather than a single
real-world challenges
Rochester (87), Mayo
set amount. Recipients also had the
Clinic Arizona (8), Mayo Clinic Florida (4), and Mayo Health System (20) • Allied health staff
2010 Recipients of the CFI CoDE Innovation Funds Application Titles
Proponents
e-Concierge Service
John Murphy
Electronic Pathway
David Cook, M.D.
Exposure-based Therapy
Stephen Whiteside, Ph.D., L.P.
Oxistimulator
Joan Kilger, R.N., C.R.N.A.
Patient Travel Assistance
Phillip Burton
Pediatric Phlebotomy Chair
Aida Lteif, M.D.
submitted 58 applications • Eight groups received funding
No Time to Wait: Redesigning the ED Brent Asplin, M.D. Transfusion Synergetics
Mark Ereth, M.D.
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Outpatient Lab 2010 Results: • A new two-room
patients into a space that allows
leadership of Michael Brennan, M.D.,
experimentation with care model
and Nicholas LaRusso, M.D., the
prototypes. The goal is to create the
consultation suite called
Mayo Clinic Department of Medicine
optimum health care experience.
the “Jack and Jill Rooms”
envisioned a “living lab” that would
• Exam room with equipment is loacated between two conversation rooms • Removing equipment from the conversation space allows for furniture design and placement to enable more meaningful conversations
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Nearly eight years ago, under the
allow specialists to study how health care is experienced and delivered to patients. The outcome was Mayo Clinic’s unique Outpatient Lab, a versatile environment that brings health care providers together with
Modeled on a scientific research laboratory, where hypotheses are generated, tested, and communicated, the Outpatient Lab functions in a clinical setting in which providers experiment with health care delivery methods.
The Outpatient Lab is ideal for prototyping,
monitoring of experiments and real-time
observing, and running pilots because of these
debriefing between researchers and research
features:
participants.
• The environment is designed for flexibility to
• A video monitoring room, designed to ensure
facilitate different ways of thinking. Walls may be
privacy, allows live observation with video
expanded or collapsed to meet the unique needs
recording to a secure video server with DVD
of various experiments.
backup, video analysis software, and audio-
• Cameras and glass walls assist in observation
transcription tools.
and analysis with the informed consent of
Techniques used in the Outpatient Lab may also
participants.
be used in a department’s physical space, where
• Each room includes audio and video mute buttons so clinicians and patients can have privacy during moments of the visit. • Project management space includes video
CFI Outpatient Lab coordinators can facilitate real-time studies to identify needed improvements. The Outpatient Lab is available to all Mayo Clinic departments and providers to help identify problems and create evolving solutions.
monitors and debriefing areas to allow
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Technology Team 2010 Results: • Technology team worked
As part of Re-imagining Integration
Core team, whose members provide
in the Outpatient Setting (RIOS)
expertise in technology including
project, CFI Technology team
on 94 projects supporting
knowledge of trends, ideas and support
supported RIOS in developing and
the CFI portfolio of
for all of our projects. In 2010, the CFI
implementing technology rollout of
projects
IT team had an opportunity to work on
Office Communicator and Skype for two
multiple projects and initiatives. Some
departments external to CFI (General
highlights include:
Internal Medicine and Neurology). This
• Virtual Mayo Clinic created • CFI Gonda 16 move preplanned in Second Life
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A strength of CFI is our Technology
will help us determine the effective use • RIOS Phase 2 Technology Implementation for General Internal Medicine and Neurology
of collaboration technologies to enable efficient communication between clinical
providers and between providers and patients. The
• Second Life
objective of this project is twofold: Through supporting the Second Life Prototype o Virtual consultation where one physician shares
project, CFI has used the technology and resources
patient information with a second physician
to visualize in 3-D the new space for CFI prior to
located some distance away. Both physicians
our move to Gonda 16 in 2011. By creating a scale
would have simultaneous access to Mayo
mock-up in Second Life, space design, furniture
Electronic Medical Record for viewing patient-
layout, and collaborative space were designed
specific data. Live video and audio imaging of
and modified at considerably less cost then a real
each physician would aid this process.
move-in and yet allowed the team to develop and
o Virtual consultation where patient and nurse pair in one room with consultation being provided by a clinician in a distant room. Quality audio/video
refine with the space planners, thus creating what we believe to be the optimum space for our team and innovation in health care.
connectivity will facilitate interaction and clinical observation among all three.
3-D visualization of new space in Second Life
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Project Highlights
Yale Case Study In 2010, CFI was asked to partner with
innovation in health care. The case is
Yale University as a case study subject
divided into six parts: Mayo’s tradition
for the Yale School of Management and
of innovation, changes in care delivery,
its business innovation studies. Funded
founding of CFI, establishing the CFI,
by the Rockefeller Foundation and
selected projects and an evaluation
facilitated by William Drentel, a member
of CFI. The case study is open to the
of the CFI external advisory committee,
public, has already been highlighted
it was an honor to be asked by Yale to
by the Design Observer Group in their
School of Management
be a case study.
online publication CHANGEOBSERVER
Masters in Business
and can be found at http://nexus.som.
program in 2011
The case study went live in late 2010, and focuses on Mayo Clinic’s and CFI’s history and role as a catalyst for
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yale.edu/design-mayo/.
2010 Results: • Yale case study available to the public • Articles and blog postings • Will be part of the Yale
Virtual Mayo Clinic in Second Life The Center for Innovation (CFI) uses
total immersion, including realistic
virtual, augmented and facilitated
sights, sounds and social interaction.
reality — a virtual Mayo Clinic — to
2010 Results: • In 2010, Virtual Mayo
help create global access to Mayo-
CFI uses Virtual Mayo to facilitate public
hosted five interactive
branded products and services without
and professional education, patient
medical presentations,
the constraints of physical, cultural or
recruitment and support, affinity support
focused on atrial
geographical barriers.
groups, architectural process modeling
fibrillation, colon cancer,
and virtual efficiency studies. “Virtual
Marfan syndrome,
Virtual Mayo delivers a three-
Mayo makes it very efficient to interact
premature ventricular
dimensional, collaborative experience
globally,” says Brian Kaihoi, technology
complexes and radiology,
that allows physicians and allied health
lead. “It gives physicians the ability to
as well as sections of the
staff to interact with patients, the public
address the public, consult with other
Transform symposium
and each other in a computer-simulated
physicians, and ultimately to provide
environment. Created in Second Life
remote patient care through eConsults
Grid™ (Internet-based technology that
conducted in a three-dimensional, real-
provides the platform where the virtual
time environment without geographic
world resides and tools to develop its
limitations.”
virtual presence), Virtual Mayo provides
• The CFI recently partnered with the Mayo Clinic Global Products and Services to design infrastructure for a new facility in Virtual Mayo
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eConsults 2010 Results:
Asynchronous eConsults
• Expanded to 158
Asynchronous eConsults are a unique
the necessary documentation for
conditions and 39 areas
way to provide specialty consultations
scheduling, billing and tracking. This
within Mayo Clinic
for specific questions that are more
benefits the patient by eliminating the
Rochester
complex than a “curbside phone
need for a face-to-face visit, and the
call” can complete (due to charts, or
referring care provider by allowing the
• Completed 2,393
documentation review needed) and
care management to stay within his or
eConsults in 2010 (twice
when seeing the patient face-to-face
her control. eConsults also benefit the
what we completed in
isn’t required. This text-based service
care provider by opening up utilization
2009)
is designed to be easy-to-order and
on his or her calendar since these can
within the care providers workflow
be accomplished in about one-third the
while providing quick turnaround and
time as a face-to-face appointment.
• >95% quality metrics obtained • Initiated pilots with select physicians in Franciscan Skemp and Albert Lea 14
Synchronous eConsults
2010 Results:
Synchronous eConsults provide
in Cannon Falls, Minn., and are now
patients with a specialty consult using
expanding to underserved populations
examination-based
audio/visual technology for real-time
such as between our Mayo Clinic Breast
eConsults for Mayo Clinic
collaborations, typically with the patient
Clinic and a clinic in Anchorage, Alaska.
Health System
in the room. Different technologies have been piloted to help determine quality
In both types of eConsults, CFI has
• Performed >30
• Initiated a partnership
collaborated with Mayo departments,
between a clinic in
including Referring Physician Office,
Anchorage, Alaska, and
Internal Medicine Outreach Office,
Mayo Clinic Rochester
Office of Access Management, and
Breast Clinic to provide
scenarios).
Clinical Operations, in order to ensure
synchronous eConsults to
successful pilots can be operationalized
the underserved
Evaluations were conducted with our
for further rollout.
and satisfaction of the consultation (e.g., Cisco HealthPresence with examination peripherals; Tandberg conferencing equipment for more discussion-based
Mayo Clinic Health System partner
• Quality outcomes exceeded 98% in appropriateness of order and clarity of questions
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EMR for small practices 2010 Results: • CFI designers unveiled
All medical practices with less than
identify the functionality and features
10 physicians must implement an
the EMR software requires.
electronic medical record (EMR) system
three themes: teamwork,
by 2012. CFI teamed with Mayo Health
workflow and transition
System — a network of clinics and
needs
hospitals that serve the health care
• Developed concept models to demonstrate how the software might look and function
needs of people in 70 communities throughout Iowa, Minnesota and Wisconsin — to investigate and identify
“We were challenged to create the ideal EMR software for small practices,” says Designer Caroline Lu. “We had to learn their idiosyncrasies — team dynamics, customs and culture — and design software that responded to their needs.”
user and support system needs and
• Feedback confirmed the need for an intuitive, user-friendly interface that allows:
Understanding through observation
o Easy-to-order prescriptions, imaging, labs, specialty and
PATIENT CHECK-IN WITH REGISTRATION
NURSE TAKES PATIENT VITALS AND MAIN COMPLAINT
NURSE UPDATES PATIENT CHART
NURSE NOTIFIES PHYSICIAN THAT PATIENT IS ROOMED
PHYSICIAN BRIEFLY REVIEWS PATIENT INFORMATION
PHYSICIAN BEGINS PATIENT EXAM
PHYSICIAN DIAGNOSES PROBLEM
NURSE FUNCTIONS AS SUPPORTING ROLE DURING DIAGNOSIS
PATIENT MOVES ON TO BILLING AND SCHEDULING
PHYSICIAN MOVES ON TO DICTATION OR NEXT PATIENT
NURSE BRINGS BACK PATIENT
follow-up consults o Relevant information tracking for chronic
NURSE DOES HEALTH MAINTENANCE
disease management (particularly diabetes) o Efficient interaction with outside services such
PHYSICIAN ADDRESSES MAIN COMPLAINT
PHYSICIAN DOES PATIENT EDUCATION
as billing, e-referrals and auto-generated health maintenance reminders
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PHYSICIAN ENDS THE EXAM
NURSE MOVES ON TO THE NEXT PATIENT
Early Cancer Detection In 2010, the CFI design team worked
process influencing the design of
with Exact Sciences Corporation
the stool collection kit. The team
and the Mayo Clinic Division of
expanded the notion of who the “user”
Gastroenterology and Hepatology
was beyond the patient to include
to develop a patient-friendly stool
physicians, nurse technicians and
collection kit for use in colorectal
laboratory technicians in developing a
cancer screening. In just three months,
discreet, easy-to-use stool collection kit
CFI conducted primary research,
for all users.
synthesized insights, developed concepts, tested preferences,
The team created stool collection kits
refined concepts, and made final
after researching available medical and
recommendations used in the creation
pet industry alternatives and identifying
of a discreet, easy-to-use stool
22 variables. Their kits included
collection kit that ensures accurate
directions, collection devices, and
results. The research enhanced
sampling containers.
understanding of the entire service
2010 Results: • More than 20 volunteer patients were recruited to test the assembled kits and provide feedback • CFI representatives presented their finding to Exact Sciences Corporation and Mayo Clinic Division of Gastroenterology and Hepatology in June 2010 • Exact Sciences Corporation anticipates the colorectal cancer screening test will enter clinical trials in 2011 and be submitted for Food and Drug Administration (FDA) approval in 2012
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2010 Results:
Re-imagining Integration in the Outpatient Setting
• Experimented with
Integration is the act of assembling
the organization of the physician’s day to
technology to connect
clinical data, opinion and action about
allow for different ways of delivering care.
physicians and provider
an individual patient from many different
teams both internally
sources into an assessment and plan.
and remotely to improve
The Center for Innovation (CFI) and
communication pathways
the Re-imagining Integration in the
• Continued efforts to partner with clinical practice areas around practice redesign • Introduced Mayo staff to principles of design thinking and the CFI methodology of observational research and co-creation 18
Outplacement Setting (RIOS) initiative are generating processes, tool and strategies to improve integration in
CFI team members partner with divisions and departments to address administrative burden. They collaborate with IT, communications and clinical practices to create prototype efforts related to how a physician’s day
Mayo Clinic’s outpatient practices.
might be better organized. “We’re
CFI is guiding the re-imagination of
systems at once, within structured
care team and practice models in two
departmental environments,” says
priority areas: reducing the physician’s
Maggie Breslin, design researcher,
administrative burden and restructuring
“so successful innovation depends on
implementing change in many different
both top-down and bottom-up investment and
with institutional partners builds confidence in the
implementation.”
viability and value of the solution.
CFI’s design method is built on experimentation.
Many of the interviews with care teams conducted
“CFI creates new models and strategies for
as part of RIOS research produced the same
departments to explore,” says Breslin. The process
insight: Mayo Clinic needs to ensure that its
requires a thorough understanding of situation,
integrated care model evolves to support changing
initial prototyping, testing and more prototyping.
patient needs and the changing nature of Mayo’s
Designers learn everything they can about how
medical practice.
systems, processes and tools currently work. They conduct prototyping research to identify concepts
“The only way to create systems that can
and find low-fidelity — usually quickly built
constantly evolve is to build for dynamic change,”
prototypes — ways to build them.
says Breslin. “Especially in large, complex systems such as Mayo Clinic, the process requires that
Department physicians and allied health staff
success is measured in small increments. We
then use the concepts in a live clinical setting
encourage the departments we work with to think
to determine their value. Through a constant
in terms of solving this problem today. One small
process of hypothesis generation, prototyping
answer leads to other considerations and ultimately
and evaluation, CFI designers advance the best
builds to dynamic solutions.”
ideas to develop a systemic solution. Collaboration
GIM Dermatology
Endocrinology
Urology
Neurology
Outpatient Lab Coordinator GI
Orthopedic Surgery
Radiology
Cardiology
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Patient Centered Medical Home 2010 Results:
In 2009, Austin Medical Center (AMC)
• Design an efficient, effective delivery
and Mayo Clinic Center for Innovation
system through the development and
Our work and support with
partnered to develop a patient centered
implementation of a patient-centered
Austin continued in 2010
medical home model in Austin, Minn.,
medical home model.
with the following:
which may ultimately serve as a model
• Austin Community Health & Wellness Summit on June 17, 2010 – 80 Austin community leaders participated • Initiated 4 communitybased participatory engagement teams to continue the work from June 17, 2010
of patient centered medical home care for the rest of the nation. As an initial step, an overall strategic plan toward the delivery of a patient centered medical home was developed. The plan identified five concurrent goals: • Understand and incorporate the needs and expectations of patients and their families in the redesign of the way community-wide health care
• Create a structure that provides value to payers and employers and capitalizes on funding opportunities at state and federal levels. • Measurably improve the health of the community. • Position Austin Medical Center as the employer of choice for physicians and allied health staff in the region.
is experienced and delivered.
• Coordinated the AMC and Austin Chamber of Commerce event – 60 community business leaders participated • Participated in the Institute for Healthcare Improvement (IHI) Triple
Patient registries
Disease management
Aim meeting in Chicago with the AMC team • Received certification Remote monitoring
from the state of
Evidence-based medicine
Medical team
Minnesota as a medical home (new revenue of care coordination dollars to the practice)
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Austin, Minn. Electronic medical record
24/7 access
eConsults
The patient-centered medical home is intended to improve the experience and health of the individual, improve the overall health of the community and reduce the per capita costs of providing health care services to the community. The CFI provided a design team to do on-site
navigation of services in terms of physical access,
research to identify the needs and expectations
cost and visibility is helpful. Creation of additional
of the community of Austin. The design research
individual products and services is not.
team helped to identify objectives and goals for its research into the mindset in Austin. The messages
The point is to empower individuals to care for
gathered and lessons learned in Austin resonate
themselves throughout their lifetime in a manner
throughout the world:
appropriate to each life stage. People want to be equipped to handle specific individual situations.
Right now, life is filled with complexity and a certain
That communication will simplify their lives and
level of anxiety. What is needed most is to ease
make long-term behavior change and adherence to
that complexity and anxiety. Greater integration and
a personalized regimen easier.
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Mixed Media Campaign on Colorectal Cancer Awareness 2010 Results: • Campaign promotes
This project is a collaboration among
ACS/NCCRT welcomed a partnership
CFI, the American Cancer Society
with the CFI to help provide a new
(ACS) and the National Colorectal
and unique approach for an upcoming
knowledge of family
Cancer Roundtable (NCCRT) to
media campaign launch. Together, we
history targeting a pre-50
create a national campaign to
contracted with the Art Center College
age market
increase awareness and encourage
of Design in Pasadena, Calif., to come
preventive screening for colorectal
up with a media approach that utilizes
cancer. According to the Centers for
different communication technologies
Disease Control and Prevention (CDC),
with a focus on family history and the
colorectal cancer is the second leading
use of extended family for support.
• Engages both the intended patient and family members • Incorporates the “Blue Star” symbol for colorectal cancer awareness (where deemed applicable) to correlate to other ACS initiatives • Video premier is expected in March 2011 to time with Colon Cancer Awareness Month
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cause of cancer-related deaths in the United States.
Language Language
Forces Forces
Tools Tools
Risk Risk
Survival v. v. Survival Advancement Advancement
Start with with Start Dialogue Dialogue
Our Public Presence April 2010 April 2010
The CFI public presence has been
Experiments Experiments
in existence since June 2009. We are
Mapping Operations v. v. Mapping Operations Boundaries connected to the MayoBoundaries Clinic blog Web Innovation Innovation
Thinking May 2010 2010 Thinking enhanced. We’ve set out to engage with May
the public by inviting guests to visit Mayo
Vivisecting 2010 Results: Vivisecting
• 253 tours were given
page on MayoClinic.com and are excited
at CFI
Failure Clinic as well as respond to requests June 2010 Failure June 2010
Better Thinking with that we arev.v.growing a Thinking following. We had Better with
from internal and external organizations
quite a bit of traffic in 2010, thanks in
to experience the2010 physical space, share July
largeOptimal part tov.v.Transform and our efforts to Optimal
our methodology and the history and
Good with Enough engage the public with blog posts on
composition of the CFI team.
our work in CFI. We had over 20,000 views
Luck Luck
July 2010
August 2010 2010 August
Different Different
Good Enough
Innovation Innovation • Website and blog has had Graveyard Graveyard
Unlearning Unlearning
over 100,000 visits, with
260 views on our busiest
day. Routine v. v. Routine Subtraction Subtraction andExperiement Sept. 14, during Transform 2010, was EntreExperiment Entrepreneurism • Transform touched over our busiest day. (Transform occurred Sept.preneurism
Conflict Conflict
The Transform symposium had an enormous amount of traffic on Twitter, Variation October 2010 October 2010
Your Hands Hands Your
Variation
and had many media mentions. The public continued to “tweet” about
#TXFM10 before, during and after the
Process v.
Design
Project
Thinking
Process14 v. Design 12 through We had over Project during 2010.) Thinking
3 million people on the
34 blog posts with over 800 comments
Web through media
from the public.
mentions, Twitter activity, blogs and advertising
event, with tweets continuing to mention
Speaking of the public, our Center for
our hash tag even into the New Year!
Innovation Facebook page is also getting attention! Two years ago we didn’t have a
260 20,533 presence 78or a blog, and, Facebook today, 260 20,533 78
Our external website created in CFI 2009 has A year's worth of traffic traffic on the the CFI blog A year's worth of on blog
impressions • Over 11 articles in national media outlets on CFI
views on on your busiest busiest day, day, views all-time all-time views today today views views our Facebook page has over 200 views friends! your September 14, 2010 September 14, 2010
had over 100,000 views and over 35,000
visits, with our greatest activity during the
We are looking forward to more traffic and
Transform symposium. Our Mayo Clinic
friends in 2011.
Center for Innovation blog site has been
A year's year's worth worth of of traffic traffic on on the the CFI CFI blog blog A
A year's worth of traffic on the CFI blog 20,533 views all-time
260 views youron busiest day, September 7820,533 views today views all-time 260 on views our busiest day, Sept. 14, 14, 2010 2010
2,500 2,500 2,000 2,000 1,500 1,500 1,000 1,000 500 500 00
Jul 2009 2009 Jul
Nov 2009 2009 Nov
March 2010 2010 March
Jul 2010 2010 Jul
Jan 2011 2011 Jan
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2010 Collaborations “Connecting” is part of the methodology at CFI. We
Externally, we have established relationships
know how important it is to partner with others who
with world-class leaders in their fields: Purdue
are experts in their fields. The CFI has connected
University, University of Illinois, MIT, Cisco, GE,
internally with many committees, departments,
IDEO, Kaiser Permanente, Yale University … and
divisions and business units and externally with
the list goes on and on. We are inviting more
companies, universities and academic centers.
people into our conversations around transforming
Our collaborations are characterized by thinking
health care delivery. Our approach, combined with
big, starting small and moving fast, with refinement
the resources and infrastructure we bring and our
through observational research, prototyping,
internal and external collaborations, is a dynamic
piloting and implementation.
combination that innovation requires to solve problems in new ways.
Internal
External
Over 29 departments, including Medicine, Dermatology, Family Medicine, Orthopedics, Neurology, Pediatrics, Radiology and Urology
Patients The Conference Board SG2
Internal Advisory Council Employee Community Health Charter House
External Advisory Council GE Kaiser Permanente Yale University
Global Products and Services
Purdue University
Dan Abraham Healthy Living Center
University of Minnesota
Mayo Clinic Health System
MIT Steelcase
Mayo Clinic Northwest Clinic
IDEO Doblin Cisco Alaska Native Medical Center (ANMC)
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The Future – 2011 Initiatives In 2010, John Noseworthy, M.D., Mayo Clinic’s President and CEO, unveiled a new strategic plan. CFI has responded by re-evaluating our work and organizing to better align with Mayo Clinic’s refreshed plan, also known as The Mayo Effect. A new lab and new working space are also part of our 2011 initiatives.
Care at a Distance • WHAT: Develop three sustainable models that extend specialty care from traditional clinic/ hospital settings. • HOW: Pilot by mid-2012 in three venues – an underserved area in the United States, an affiliated practice, and a patient’s home.
Practice Redesign • WHAT: Reduce outpatient practice costs by 30 percent while improving the patient experience and maintaining/enhancing quality outcomes. • HOW: Conduct radical experiments to develop new practice models by the end of 2012. Implement the new model(s) to a substantial
Culture and Competency of Innovation Lab • WHAT: Create a culture and competency of innovation in health care for Mayo Clinic employees and the public. • HOW: o Next generation LaunchPad and CoDE
part (>40 percent) of the Mayo Clinic outpatient practice by end of 2014.
o Toolkit @ CFI o TRANSFORM symposium (Sept. 11–13, 2011)
Community Health Transformation • WHAT: Accomplish a Triple Aim* model in the Mayo Clinic Health System (MCHS) Central Region and Employee Community Health (ECH) (* improve the health of the population; enhance the patient experience; and reduce the per capita cost of care). • HOW: Create Triple Aim prototypes by end of 2011. Implement a pilot of the new model in the MCHS Central Region and ECH practice by 2012.
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New Lab Healthy Aging and Independent Living Lab
place to prototype and pilot services and products designed to promote aging in place — keeping
Inspired by the success of the Outpatient Lab,
seniors at home and independent. Projects will
we have begun to build a Healthy Aging and
center around three themes: caregiver education
Independent Living (HAIL) Lab, in collaboration
and support, the living environment, and transitions
with the Kogod Center for Aging. The HAIL Lab is
of care. The first experiments are being designed
embedded within the Charter House, a continuous
and will go live by the second quarter 2011.
care retirement community. The HAIL Lab will be a
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New Space In 2010, CFI began planning for our move to Gonda 16, bringing our multidisciplinary team together in one physical space in 2011.
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Summary
The first few years of any new organization are filled with triumphs and growing pains. We look back with pride in our accomplishments and look to the future with enthusiasm and eagerness for our innovation team to help advance Mayo Clinic’s strategic plan. The CFI’s commitment to transforming the delivery and experience of health care is huge, but together with our patients and internal and external collaborators, we can do it. Our recognition is growing, and we look forward to it increasing even more. We have established a world-class symposium with Transform, and we hope you can join us Sept. 11–13, 2011, either in person, on the Web, our blog, and maybe even virtually in Second Life. We thank you for your continued support of our efforts, and we look forward to what 2011 will bring to the Center for Innovation, Mayo Clinic and, most importantly, the patients and people we serve.
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