General Information
Instructor(s)
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- Health Sector Management (c)
- Innovation and Entrepreneurship (c)
Note: This course was previously known as RSM2083
Description
Zayna Khayat is adjunct faculty in the Health Sector Strategy stream at the Rotman School of Management (since 2012). She is the Future Strategist at SE Health (“Saint Elizabeth Healthcare”), a national seniors aging and home care company. She leads a team that is creating next practices and business models through innovation. In 2017 she was on secondment in the Netherlands as Health Innovation Sherpa with the REShape Innovation Center at Radboud University Medical Centre. From 2014 to 2017, Zayna led the health system innovation platform at MaRS Discovery District. Dr. Khayat had an 11-year career in strategy consulting, first with the Boston Consulting Group’s Toronto office from 2001 to 2010, and then as an associate principal with SECOR/KPMG. She holds a PhD in biochemistry from the University of Toronto and Sickkids, with a focus on insulin action and diabetes. She is also faculty with Singularity University in the Exponential Medicine stream.
Target Audience
Learners seeking to understand the drivers, landscape, barriers, models, and future direction of health innovation* in Canada and globally.
Health Innovation consists of new or better ways of creating value in health and care. It does not mean technology or commercialization of R&D, although technology can be a key enabler to unlock value from health innovations. Technology commercialization, pharma, medtech, etc. are not the focus of this course, although the evolving roles of these agents in modernizing healthcare through innovation is incorporated at several points.
Format
Weekly two hour sessions from 7:00 a.m. – 9:00 a.m. (Wednesdays)
12 weeks, beginning Thursday, January 20 and ending on April 7, 2022
Innovation Safari scheduled for Friday, February 18, 2022 13:00-17:00 EST
Course Mission
The learner will:
- Understand what health innovation is, what it is not, the types of innovation, and how it is distinguished from creativity, invention, commercialization, and quality improvement
- Explore why health innovation is an imperative for 21st century health organizations from multiple lenses – the patient, health providers, health delivery organizations, health systems, regulators, academia, and private agents in industry
- Understand and critically reflect on how the COVID-19 pandemic has accelerated, decelerated, or had nominal impact on key aspects of health innovation covered in the course, with an emphasis on the Canadian landscape
- Understand how to “do” health innovation – starting from a problem or idea, through to impact and value capture at scale. Understand what tools and methods health innovators effectively deploy, and what methods are appropriate for different contexts
- Explore how complex and regulated health care organization and systems drive innovation in their clinical, strategic and operational contexts. Understand how they are internally building capacity for “intra-preneurship”, and organizing for health innovation
- Appreciate the systemic facilitators and barriers to capturing the full value from health innovation – with an emphasis on culture, policy, technology, business models and data flow
- Apply the frameworks and concepts of the course via individual and group assignments that appraise health innovation responses across multiple agents in the healthcare system through a COVID pandemic lens
Course Scope
In this course, students will gain a “state of the state” understanding of the health innovation landscape in Canada and globally, a landscape that is changing monthly as healthcare is in the midst of radical change on multiple fronts. Through the use of two core textbooks, relevant thought pieces in the literature, real world examples, field work, and guest speakers who are leading thinkers and practitioners in health innovation, the course will cover the following key topics:
I. Health Innovation Fundamentals – Context for this course including Why? -The Innovation Imperative – for patients, clinicians, health systems and governments/economies; What Health Innovation Is (and is not), Types of Innovation, including a deep dive on Christensen’s disruptive innovation theory
II. Future of Health Innovation (and Enabling Technologies) – where health and healthcare is going (trends, shifts); how and where exponential technologies are enabling new business models that were not previously possible; how health innovation itself is evolving
III. Health Innovation Actors – Understand the Landscape and implications of Health Innovation from Key Lenses: Patients & families, Providers/health workforce, Delivery Organizations, Health Systems, Industry, Startups, Academia, Government, New Entrants, and more.
IV. Barriers to Health Innovation – systemic policy, technology, business models, data flow, and other barriers to health innovation adoption at scale; how managers navigate them; how system innovators tackle these barriers
V. Organizing for Innovation – different models that complex health organizations are adopting in order to build capacity to lead innovation in the new health economy
VI. Health Innovator’s Toolbox – The key tools, methodologies and practices that health innovator’s deploy in their work, whether they are startups, incumbents, or new entrants, public or private, or nonprofit.
Evaluation and Grade Breakdown
| Component | Due Date | Weight |
|---|---|---|
| Class Engagement Participation in class discussions, adding ideas/tips, showing up on time, attendance | Ongoing | 15% |
| Learning Journal Biweekly reflection on learnings & insights related to the content from the past two weeks: ~300-500 words every two weeks | Sunday after lectures on Weeks 2, 4, 6, 8, 10, & 12 | 10% |
| Innovation Safari Report – visit or interview the innovation team at a major Canadian health organization. Write a report about their approach to “organize for innovation” using the framework provided in class | End of Week 6 | 10% |
| Startup Critique Paper – up to 4 high growth health startups will pitch in our class. Using the Business Model Canvas and other tools/concepts from the class, make the case for which of the startups you would invest in if you were an angel or VC investor, and why you would not invest in the others | End of Week 10 | 15% |
| Group Assignment Innovation Project – Cold Case. Choose a “cold case” innovation that was proven to have value in a Canadian or other context, but has not been implemented to scale in a given jurisdiction or care pathway. Come up with a pivot or better execution plan to fully capture the potential value from the solution. Demonstrate how you use key tools and methods for health innovation taught in the course: mainly Christensen Disruption theory, Doblin types of innovation, barriers to innovation, design sprint & business model canvas | 2 weeks after final class (April 24) | 25% |
Required Resources
Core text (selected chapters):
Clay Christensen: The Innovator’s Prescription
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