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Presentations from the first VIT-MIT-MGH Healthcare Hackathon. Healthcare and Medical Design Thinking to help scale medicine and spur innovations that can impact healthcare in India, China & emerging healthcare systems.
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WHY HACKING MEDICINE?WHY NOW?WHY INDIA?
ZEN CHUMIT HEALTHCARE VENTURES
INNOVATOR CONCLAVE FOR MED TECHVELLORE INSTITUTE OF TECHNOLOGY
CHRISTIAN MEDICAL COLLEGEMASSACHUSETTS GENERAL HOSPITAL
MARCH 15, 2013
© ZEN CHU 2010
WHY NOW?
• HEALTHCARE CRISIS
• ALTRUISM INSUFFICIENT
• GLOBAL CLINICAL INNOVATION
• MACRO TECHNOLOGY TRENDS
• SUSTAINABLE VENTURES
• ENTREPRENEURS CRITICAL
© ZEN CHU 2010
WHY INDIA?
• UNIQUE NEEDS
• DEMOGRAPHICS
• NEW CLINICAL INNOVATION
• RACIAL/REGIONAL DIFFERENCES
• EMERGING MIDDLE CLASS
© ZEN CHU 2010
• CLEVER SOLUTIONS
• IDEAS ARE CHEAP
• PROVE OR FAIL FAST
• LEAN STARTUPS + DESIGN THINKING
• ACCELERATE DATA + PROOF
• ENTREPRENEURSHIP + MISSION
H@CKING MEDICINE
© ZEN CHU 2010
WHAT DOES A MEDICAL HACKATHON
LOOK LIKE?
The birth of one of the first HackingMedicine venture-backed companies…Amazing things happen in 36 hours!
H@ckMed Sessions on Top Floor of the MIT Media Lab
Craig Lipset, Director of Clinical Innovation, PfizerFaster, Better, Cheaper Data Generation = Central to Pharma Productivity
Joe Smith, Chief Med Officer of West Health Institute & MIT/HST AlumDemonstrating disconnect between health spending and quality outcomes
The Pitch as central vehicle to test & hone mission, solution, business model
TEAM + SHARED MISSION
ONLY REQUIREMENTS: PAPER + COFFEE + DIVERSE TEAM
VISUALIZE & PROTOTYPE ON PAPER
MEDICAL DEVICE RAPID PROTOTYPING
GINGER.IO + VINOD KHOSLA
FRESH EYES ON PROBLEMSFROM OUTSIDE HEALTHCARE
MENTORS VS. EXPERTS“The problem with experts is that they do not know what they do not know…
The problem is that we like to have maps–and seem to prefer to have the wrong map of reality to no map at all.
~ Nassim Nicholas Taleb
The Black Swan
SURROUND TEAMS WITH MENTORSPULL EXPERTS IN LATER, BUT START WITH NEEDS
© ZEN CHU 2010
HEALTHCARE METRICS
CHEAP IS NOT ENOUGH!
FASTERCHEAPER
BETTER
© ZEN CHU 2010
HEALTHCARE METRICS
CAPACITY
TRUST + WORKFLOW ESSENTIAL
CONVENIENCE
TRUST
FASTERCHEAPER
BETTER
© ZEN CHU 2010
HEALTHCARE FRAMEWORK
PREVENTION
EDUCATION
MONITORING
EFFECTIVE TREATMENTS
DIAGNOSTICS
SYSTEMS &
TECH FO
R
ROUTING &
TRIA
GE
TECH ENABLES SCALABLE MEDICINE© ZEN CHU 2010
WHICH RISKS TO PRIORITIZE?TYPICAL ORDER OF UNIVERSITY SPIN-OUT
Value
Market RiskPayment
Physician & Patient AdoptionPackaged Whole Solutions
Regulatory RiskSafety & Efficacy
Management Risk
Technology IP Risk
Time
1
2
3
4
© ZEN CHU 2010
Value
Time
Market RiskPayment
Physician & Patient AdoptionPackaged Whole Solutions
Regulatory RiskSafety & Efficacy
Management Risk
Technology IP Risk
ATTACK FIRST!
CHOOSE BASED ON COST/PERFORMANCEREQUIREMENTS
WHICH RISKS TO PRIORITIZE?BEST ENTREPRENEURS + INVESTORS PRIORITIZE IN REVERSE
© ZEN CHU 2010
LET’S GET HACKING!
HACKATHON PROCESS
• START WITH PROBLEMS + JOBS TO DO
• EMPATHY FOR USER
• DIVERSE TEAMS AROUND THEMES
• LOTS OF WILD IDEAS
• DEFER JUDGEMENT
• BUILD ON IDEAS COLLABORATIVELY
• RAPID CLINICAL FEEDBACK
© ZEN CHU 2010
OPEN INNOVATION
• OPEN YOURSELVES TO CRAZY IDEAS
• OPEN UNIVERSITY TO INDUSTRY NEEDS
• SEEK DIVERSE TEAMS
• SEEK CRITICAL FEEDBACK EARLY
• DEFER PATENTING UNTIL LATER INSIGHTS
© ZEN CHU 2010
JUST THE BEGINNING1st WEEKEND ACCELERATES PROCESS
• CHOOSE THE MISSION
• MAXIMIZE COLLISIONS
• MAXIMIZE FEEDBACK
• IDENTIFY CRITICAL EXPERIMENTS
IPDATAPROTOH@CK VENTURE
© ZEN CHU 2010
THANK YOU VIT + MGH!IMAGINATION IS MORE IMPORTANT
THAN KNOWLEDGEALBERT EINSTEIN
AboutMe.com/ZenVen
HackingMedicine.MIT.eduTwitter: #HackingMedicine @hackmedMIT
H@CK VIT - DAY 29 ORDER OF THE DAY
NEW CLINICIANS
10 JUDGING CRITERIA
11 BIG PIVOT PITCHES
MAD LIB PITCH
12 LUNCH
2 FIRST ROUND JUDGING - BREAKOUT ROOMS BY THEME
3 SEMI FINAL JUDGING - MAIN ROOM 412 GALLERY
4:30 JUDGES ANNOUNCE WINNERS
VALUE OF THE PITCH
• 56 PITCHES YESTERDAY!
• LIMIT TO 3 MINUTES + 2 MIN Q&A
• MISSION: WHY SHOULD ANYONE CARE?
• RAPID FEEDBACK
• FORCE CHANGE IN PROBLEM, SOLUTION, TEAM MIX
• ROLE-PLAY AS ENTREPRENEURS
• COMMUNICATE SOLUTION CONCISELY + ELOQUENTLY
• PROVE OR DIS-PROVE VALUE + APPROACH
© ZEN CHU 2010
PIVOT ON YOUR IDEA
• IDEAS GET CEMENTED IN OUR MINDS
• ESPECIALLY AROUND TECHNOLOGY ORIGIN
• SEEK JOBS THAT CANNOT BE DONE TODAY
• START WITH DESCRIBING THE USER EXPERIENCE
• NEW SERVICE, NEW LOCATION, FASTER, CONVENIENCE...
• GET RAPID FEEDBACK FROM INTENDED USERS
WHO LEARNED + PIVOTED?© ZEN CHU 2010
SCALING MEDICINE
• CREATE NEW EXPERIENCE
• INCREASE CAPACITY
• NEW SERVICE / PROVIDER with CAPACITY
• CREATE NEW PLACE FOR SERVICE
• DE-SKILL COMPLEX DIAGNOSTIC / TREATMENT
• PATIENT SELF-SERVICE
© ZEN CHU 2010
WHAT IS NEW SERVICEENABLED BY YOUR TECH?
DESCRIBE THE EXPERIENCE, EXPERIENCE, EXPERIENCE!
© ZEN CHU 2010
WHERE DOES SERVICETAKE PLACE?
SPECIALIZATION / INFREQUENCYCITYCONV
ENIENCE
VILLAGE
PATIENT HOUSE
TRAIN STATION
CLINICHOSPITAL
MUMBAI
BOSTON
PHARMACY
SCHOOL
© ZEN CHU 2010
FUNDING IS A CRUTCH
• CONSTRAINTS FORCE CREATIVITY
• SEEK JOBS THAT CANNOT BE DONE TODAY
• START WITH DESCRIBING THE USER EXPERIENCE
• NEW SERVICE, NEW LOCATION, FASTER, CONVENIENCE...
• GET RAPID FEEDBACK FROM INTENDED USERS
EXPERIMENT CHEAPLY + QUICKLY© ZEN CHU 2010
JUDGING CRITERIA5+ CASH AWARDS FOR HACKING VALUES
• PROBLEM STATEMENT CLEAR + BRIEF
• DETAILED USER EXPERIENCE DESCRIPTION
• PITCH + SHOWMANSHIP
• WOW FACTOR = UNIQUE SOLUTION
• MOST CLINICAL FEEDBACK
• GENERATED NEW DATA OVER WEEKEND
• PROTOTYPE EXPERIENCE (PAPER, DRAWINGS, ETC.)
• TEAM DIVERSITY
• GET OUT OF THE BUILDING TO TEST
• SUSTAINABLE ECONOMICS
• WEIGHT: 1/3 PUBLIC HEALTH 1/3 TECH 1/3 BIZ MODEL
© ZEN CHU 2010
MAD LIB PITCH TEMPLATE• I AM A _____________________
• MY GOAL IS TO IMPROVE
• QUALITY OF _________ (CLINICAL METRIC, EXPERIENCE, PAIN…)
• ACCESS TO _________ (SERVICE, SKILL,
• FREQUENCY/RATE OF _________________ (TEST, BEHAVIOR, DX, SURG)
• EFFICIENCY OF _________________ (TEST, DX, EXPERIENCE, SURG…)
• PROFITS OF _____________________ (PHARMACY, DOC, HOSP, FIELD…)
• FIRST TARGET CUSTOMER IS _________ (DESCRIBE SUB-POPULATION)
• THEY SUFFER FROM _________ (DISEASE, EXPERIENCE, PAIN…)
• WE CAN IMPROVE THEIR EXPERIENCE/HEALTH BY _________
• TODAY THEY SOLVE THIS BY _________ BUT THE PROBLEM IS _________
• OUR SOLUTION IS TO ATTACK _________
• STARTING WITH _________ (FOCUSED POPULATION)
• THEY WILL BE EARLY ADOPTERS BECAUSE (HIGHER SUFFERING, PAIN, COST, RISK, FEAR…)
• WE WILL REACH THEM THROUGH _________ (CHANNEL, SPECIALTY, RETAIL, PHARMACIES…)
• BUT WE CAN ALSO ATTACK LARGER MARKET OF _________ (NEXT USER TYPE)
• OUR PRODUCT/SERVICE WILL BE PAID FOR BY _________ BECAUSE THEY VALUE _________ (UNIQUE QUALITY,
© ZEN CHU 2010
THANK YOU VIT + MGH!SEE ONE - DO ONE - TEACH ONE
APPLY HACKING PRINCIPLES TO WHAT YOU OBSERVETO REMAKE THE FUTURE
AboutMe.com/ZenVen
HackingMedicine.MIT.eduTwitter: #HackingMedicine @hackmedMIT
BACKUP
37
CLINICAL INNOVATIONCRITICAL SUCCESS
• DESIRE TO HELP PATIENTS
• RIGOROUS ANALYSIS + DATA
• FOCUSED PLAN TO EARLY PROOF
• CREATIVE TEAM
• ADAPT TO NEW DATA
• EVIDENCE-BASED
• SUSTAINABLE MODEL FOR PRODUCT/SERVICE
© ZEN CHU 2010
INNOVATION RULES• MINIMIZE TIME TO DEMONSTRATION• BUILD SMALLEST POSSIBLE TEAM• DEVELOP ONLY THE BARE MINIMUM• PROVE ONE IDEA / VARIABLE AT A TIME• ITERATE FREQUENTLY BEFORE MANUFACTURING
CONTROLS REQUIRED• NEVER DEVELOP WHAT CAN BE BOUGHT• INSIST ON HIGHEST QUALITY WORKMANSHIP FOR
FINAL PRODUCT
EMPHASIS ON SPEED & PROOF
© ZEN CHU 2010
BUILD TEAM TO EXECUTEValue
Time
Market RiskReimbursement
Physician & Patient AdoptionPackaged Solutions
Regulatory RiskSafety & Efficacy
Management Risk
Technology Risk2) Te
am Exe
cutio
n
1) Plan
in Rev
erse
© ZEN CHU 2010
TIME IS LIFEACCELERANT DECCELERANT
REGULATORY Device 510(k)Euro CE Literature ClaimsPredictive animal models
New materials & claimsUnclear endpoints
CLINICAL Existing human dataReproducible published studiesAcute episodic symptoms
Non-superiorityEntrenched behaviorChronic disease endpoints
REIMBURSEMENT Existing Codes DRGsExisting insurer coverage policiesPrivate-pay, consumer
Cost-Benefit StudiesNew codes required
MARKET Reduce skills neededPhysician buying powerUnambiguous diagnostic
Capital equipment purchase No physician benefit
SALES Focused physician popul.Existing distribution
Learning curvesEntrenched behavior
© ZEN CHU 2010
INCREMENTAL vs BREAKTHROUGHPlenty of Incremental Value, BUT Different Strategy
METRIC INCREMENTAL BREAKTHROUGHFunding $$ $$$$$$
Market Size Varies depending on funding needed
>$100MMNo current therapies
Time NeededAdoption & Exit
ShorterMatch opportunity to strategy
LongerRegulatory path dependent
Value @ Exit Less More
Major Risks Window of opportunityExecution quality & critical pathCompetition
Technical/Clinical unknownsMarket adoption hurdlesReimbursement
Success Factors Focused executionManagement experienceManufacturing economics
Patents, Franchise ValueMarket adoption, Std of CareInvestor expectations
Patent Protection Less More
Competition More Less
© ZEN CHU 2010
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