The innovation talent of healthcare professionals
The speakers talked in depth –despite their short time of 10minutes per presentation- about very interesting issues around innovation, technology and health, especially in the 2.0 field. Yet, the one that caught my attention most was not centered in technology, but in people. Manuel Bayona, manager of the Hospital “Virgen de las Nieves” in Granada, explained how they had integrated several hospitals and healthcare units into one due to the current cuttings in the Spanish health system, but without compromising quality and citizen service.
Like many other employee driven innovation projects, co-creation projects in health and livings labs I have been working at, technology is a secondary aspect. Manuel Bayona has achieved that hospital employees work bottom up, thus innovating and obtaining big savings, as well as the integration of the maternal and child units. The work has created efficiencies that a finance guy or a controller might not have achieved without sever co-lateral damages.
Better than me Manuel Bayona himself can explain all these great achievements in this link (in Spanish)I have tested myself this model often -including not only employees, but also customers, patients and other stakeholders- at Mercedes-Benz, DaimlerChrysler Solution Center, SeniorLab, the Spanish Vocational Training Authority, several pharma companies I am not authorized to disclose, as well as fertility clinics: listen to people and involve them in innovation works.
How middle management resists innovative talent
Despite clear results and strong evidence, middle managers and many senior officials do not want to listen. At the beginning I believed I wasn’t able to communicate well the advantages, that I was not good at marketing, that tangible value was not clear … but more and more cases like the one of Manuel Bayona or GE Healthcare in big hospitals show that this method works. Numbers speak for themselves: 80% of employees working under collaborative innovation feel that they are much more productive. External figures support this perception and show increase of patient visits of 12% (in private clinics) and savings of several million euros, depending of the organization’s size. Managers are simply afraid to lose control. Bravo for Manuel Bayona, for he did not fear ideas and innovation talent of his employees.
Social Good Summit Madrid 2013 lectures
I do not want to fail in appreciating the other lectures. All of them were very interesting, as well as the debates with key figures of the 2.0 medicine in Spain like Joan Carles March, Mónica Moro, Frederic Llordachs or Miguel Ángel Mañez. For those of you able to understand Spanish, you can find them here.