Skip to main content

"UAB Health System Announces Inaugural Innovation Award Winners."

While many health systems find it difficult to expand their focus much beyond day-to-day survival, a few recognize the power of teams with innovative ideas to drive measurable, long-term improvements in key strategic indicators. Example: the UAB Health System...
"The UAB Health System has announced the winners of its inaugural Innovation Awards, which acknowledge novel and inventive programs, policies, ideas and processes implemented in the last two years that have led to significant, measurable improvements in patient care and/or operational efficiency.

"The awards recognize best practices in UAB Health System entities and affiliates, with a goal of promoting widespread adoption of exceptional programs and ideas. Montgomery-based Baptist Health took first place in this first year of the program after the Health System CEO Council reviewed 36 nominations and selected three winners in each of two categories: Impact, for programs that have had the greatest positive effects on patient care or operations, and Creativity, for programs that demonstrate exceptional vision and imagination."
The ideas are out there to take your organization to the next level too. They're within your walls...locked up in your team's fearful heads, maybe?

Doesn't matter how big or how small your organization is, urban or rural, teaching or non-teaching. But here's the problem: ideas can be tough to recognize when they don't just show up on their own at the executive suite's oak-paneled doors. They need finding, nurturing, recognizing, supporting, funding and, yes, a little risk-taking. They need a process and a culture that values improvement and inquiry.

But they're out there, as long as you have teams of people asking What if...? Why not...?

What was first on the agenda at your most recent leadership meeting? Budget cutting or innovative problem-solving? I'll bet I know where UAB started.


Popular posts from this blog

Being Disrupted Ain't Fun. Deal With It.

Articles about disrupting healthcare, particularly those analogizing, say, Tesla's example with healthcare's current state, are frequently met with a chorus of (paraphrasing here) "Irrelevant! Cars are easy, healthcare is hard." You know, patients and doctors as examples of "information asymmetry" and all that. Well, let me ask you this: assuming you drive a car with a traditional internal combustion engine, how much do you know about the metallurgy in your car's engine block? I'll bet the answer is: virtually nothing. In fact it's probably less than you know about your own body's GI tract. Yet somehow, every day, us (allegedly) ignorant people buy and drive cars without help from a cadre of experts. Most of us do so and live happily ever after (at least until the warranty expires. Warranties...another thing healthcare could learn from Tesla.) Now, us free range dummies - impatient with information asymmetry - are storming healthcar…

Becoming Consumer Friendly In Five Easy Steps...Or Not

An article at offers hospitals 5 steps to becoming more consumer friendly.

If you still think there's a secret sauce to your hospital becoming more "consumer friendly," these 5 steps are as good a place to start as any.  Unfortunately, it's a little like that old Steve Martin comedy bit where he says he'll teach you how to be rich. The first step is to go find a million dollars.

Step 1 from the article is realizing that "...a Medicare beneficiary with chronic conditions is different from a young mom who brings her kids in for an annual check-up." This is market segmentation for beginners, and, yes, one size decidedly does not fit all. I'm sure your marketing team's been saying this for a while.

Steps 2-5: have a strategy, metrics, a champion and resources. OK. Hard to argue with any of those.

But those things, alone or together, won't overcome culture. They're important components to be sure, but insufficient without a …

Behind Every Resume Is A Potential Customer...and Karma.

I recently heard from an executive colleague who, thanks to a merger, found herself looking for her next opportunity. Her story, probably depressingly familiar to many of you, was all about the big black hole of rudeness and non-responsiveness that so often sums up employers' attitudes toward candidates.

This colleague, thinking she'd see the healthcare world from a new vantage point, pursued opportunities with consultants, IT vendors, architects and other suppliers who, far from appreciating her solid resume, were like the 3 Stooges of clueless.

So back to a senior health system role she went, WHERE SHE NOW INITIATES AND MANAGES RFPs FOR SOME OF THE VERY SAME COMPANIES who wouldn't talk to her as a candidate, but profess their LOVE for her now that she's got money to spend on their services.

Not gonna happen. Any guesses who's off the RFP list?

I smiled when I heard her story, imagining the BusDev people working hard to grow the revenue pipeline, all the while b…