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2010 Year in Review
Mayo Clinic Center for Innovation
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
In 2010, David Rosenman, M.D.,
and Ronald Amodeo developed
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
innovation principles into their daily
activities.
Why “Thinking Differently”? Because,
Albert Einstein said, “The problems
that exist in the world today cannot
be solved by the level of thinking that
created them.”
In these classes, CFI’s goals are to:
• Awakenattendees’rawinstinctsfor
observing and reflecting and inventing
• Improvetheirabilitytoseethings
from multiple points of view
• Pointouttheconstraintsand
contradictions of innovation in
organizations so they know when to
think differently
Curriculum
2010 Results:
• 144uniqueparticipants
attendedaclass
• 24classeswereoffered
• 63departmentswere
represented
Cores, Labs and Technology
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Risk
Thinking
Failure
Luck
Conflict
Variation
Vivisecting
InnovationGraveyard
Entre-preneurism
Start with Dialogue
Mapping Boundaries
Thinking with Your Hands
Unlearning
Subtraction
DesignThinking
April 2010
May 2010
June 2010
July 2010
August 2010
October 2010
• Diminishfeararoundlackofcontrol
• Providetoolstoinnovate
• Giveattendeespracticeatinnovation
• Deliverandadaptthecurriculumusingthesame
principles taught in the classes
The curriculum was developed through extensive
research and discussion, prototypes, feedback,
iteration, and redesign. Classes were participatory
with small-group activities as an integral part
of a facilitated dialogue around the class topic.
Storytellers were invited from across the institution
to share a relevant real-life example from their
experience at Mayo, and were an integral part of
the class.
Classes were organized into 4 themes:
• TheLanguageofInnovation
• OpposingForcesinInnovation
• ToolsofInnovation
• ExperiencesinInnovation(alsocalled
Experiments)
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ExperimentsToolsForcesLanguageSurvival v.
Advancement
Operations v. Innovation
Better v. Different
Optimal v. Good Enough
Routine v.Experiment
Process v. Project
Is it possible to connect ideas with
the most promising mechanisms for
bringing about real change in health
care delivery? CFI thinks so! It’s
TRANSFORM!
OnSept.12–14,2010,theCenterfor
Innovation hosted our third event,
Transform2010–ThinkingDifferently
about Health Care, a collaborative
symposium on innovation in health care
experience and delivery. Led by a small,
enthusiastic and experienced team,
CFI pulled together an amazing group
of thought leaders and entrepreneurs
from many walks of life to share their
experiences.
Attendees totaled more than 500,
representing 24 states as well as
Canada, Switzerland and Singapore.
This multidisciplinary event creates
a unique symposium identity that
complements the mission, vision and
values of Mayo Clinic.
Throughout the two-day event, there
were plenty of opportunities for
Transform
2010 Results:
• Over500attendees
• 40speakerspresenting
around8themes
• Over3millionimpressions
tothepublicmadeonthe
WorldWideWeb
“We are starting to see
information as portable,
personalized and participatory
because of mobile technology.”
–SusannahFox
“If only we cared as much about
our Net Health as we do our Net
Wealth.”–SekouAndrews
“Health and health care are a
human right for all people.”
–PatchAdams,M.D.
“If we only address the symptoms and not the causes, the same problem comes back again.” -Dean Ornish, M.D.
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networking and dialogue with an impressive list
of speakers: Jamie Heywood, Thomas Goetz,
Susannah Fox, Jesse Dylan, James Levine, M.D.,
Ph.D., Patricia Moore, Robert Fabricant, Esther
Dyson,PatchAdams,M.D.,DeanOrnish,M.D.,
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.
TRANSFORM2011willtakeplaceinRochester,
Minn.,onSept.11–13,2011.Registrationhas
already begun. Please visit our website for more
information: http://centerforinnovation.mayo.edu/
transform/index.html.
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In 2010, CFI enhanced our collaborative
tool, the Launchpad ideation system.
Launchpad now provides an online
collaborative space where groups
can follow through with ideas they’ve
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
group allows teams to be as transparent
or private as needed.
A new feature with the updated
LaunchpadsystemisSingleSignOn.
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.
Launchpad
2010 Results:
• Launchpadisnow
availabletoallMayo
employeesacrossallsites
• CurrentlyLaunchpadhas
1,937usersforming105
groups
• Over40departmentsare
usingLaunchpad
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2010 Results:
• Completedall2009CoDE
projects
• Co-createwiththe2010
recipientsbyofferingCFI
resources,networkingand
conversations
• Received119applications
forCoDE2010funding
fromMayoClinic
Rochester(87),Mayo
ClinicArizona(8),Mayo
ClinicFlorida(4),and
MayoHealthSystem(20)
• Alliedhealthstaff
submitted58applications
•Eightgroupsreceived
funding
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The CoDE (Connect Design Enable)
Innovation Awards, sponsored by CFI,
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
basedonthelessonslearned.One
big change was to provide awardees
with a range of financial support (from
$5,000 to $100,000), depending on
their proposal, rather than a single
set amount. Recipients also had the
opportunity to partner with the CFI team
and resources.
Through this partnership, awardees will:
• Learnnewskillsforcraftingideasto
tell a powerful story
• Buildanetworkofcollaborators
at Mayo
• Connectwithkeyleaders,innovators
and idea champions to help solve
real-world challenges
CoDE Innovation Funds (Connect, Design, Enable)
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.
No Time to Wait: Redesigning the ED Brent Asplin, M.D.
Transfusion Synergetics Mark Ereth, M.D.
2010 Recipients of the CFI CoDE Innovation Funds
Nearly eight years ago, under the
leadership of Michael Brennan, M.D.,
and Nicholas LaRusso, M.D., the
Mayo Clinic Department of Medicine
envisioned a “living lab” that would
allow specialists to study how health
care is experienced and delivered
to patients. The outcome was Mayo
Clinic’suniqueOutpatientLab,a
versatile environment that brings
health care providers together with
patients into a space that allows
experimentation with care model
prototypes. The goal is to create the
optimum health care experience.
Modeled on a scientific research
laboratory, where hypotheses are
generated, tested, and communicated,
theOutpatientLabfunctionsinaclinical
setting in which providers experiment
with health care delivery methods.
Outpatient Lab
2010 Results:
• Anewtwo-room
consultationsuitecalled
the“JackandJillRooms”
• Examroomwith
equipmentisloacated
betweentwoconversation
rooms
• Removingequipment
fromtheconversation
spaceallowsforfurniture
designandplacementto
enablemoremeaningful
conversations
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TheOutpatientLabisidealforprototyping,
observing, and running pilots because of these
features:
• Theenvironmentisdesignedforflexibilityto
facilitate different ways of thinking. Walls may be
expanded or collapsed to meet the unique needs
of various experiments.
• Camerasandglasswallsassistinobservation
and analysis with the informed consent of
participants.
• Eachroomincludesaudioandvideomute
buttons so clinicians and patients can have
privacy during moments of the visit.
• Projectmanagementspaceincludesvideo
monitors and debriefing areas to allow
monitoring of experiments and real-time
debriefing between researchers and research
participants.
• Avideomonitoringroom,designedtoensure
privacy, allows live observation with video
recording to a secure video server with DVD
backup, video analysis software, and audio-
transcription tools.
TechniquesusedintheOutpatientLabmayalso
be used in a department’s physical space, where
CFIOutpatientLabcoordinatorscanfacilitate
real-time studies to identify needed improvements.
TheOutpatientLabisavailabletoallMayo
Clinic departments and providers to help identify
problems and create evolving solutions.
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A strength of CFI is our Technology
Core team, whose members provide
expertise in technology including
knowledge of trends, ideas and support
for all of our projects. In 2010, the CFI
IT team had an opportunity to work on
multiple projects and initiatives. Some
highlights include:
• RIOSPhase2Technology
Implementation for General Internal
Medicine and Neurology
As part of Re-imagining Integration
intheOutpatientSetting(RIOS)
project, CFI Technology team
supportedRIOSindevelopingand
implementing technology rollout of
OfficeCommunicatorandSkypefortwo
departments external to CFI (General
Internal Medicine and Neurology). This
will help us determine the effective use
of collaboration technologies to enable
efficient communication between clinical
Technology Team
2010 Results:
• Technologyteamworked
on94projectssupporting
theCFIportfolioof
projects
• VirtualMayoClinic
created
• CFIGonda16move
preplannedinSecond
Life
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providers and between providers and patients. The
objective of this project is twofold:
o Virtual consultation where one physician shares
patient information with a second physician
located some distance away. Both physicians
would have simultaneous access to Mayo
Electronic Medical Record for viewing patient-
specific data. Live video and audio imaging of
each physician would aid this process.
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
connectivity will facilitate interaction and clinical
observation among all three.
• SecondLife
Through supporting the Second Life Prototype
project, CFI has used the technology and resources
to visualize in 3-D the new space for CFI prior to
our move to Gonda 16 in 2011. By creating a scale
mock-up in Second Life, space design, furniture
layout, and collaborative space were designed
and modified at considerably less cost then a real
move-in and yet allowed the team to develop and
refine with the space planners, thus creating what
we believe to be the optimum space for our team
and innovation in health care.
3-D visualization of new space in Second Life
Project Highlights
In 2010, CFI was asked to partner with
Yale University as a case study subject
for the Yale School of Management and
its business innovation studies. Funded
by the Rockefeller Foundation and
facilitated by William Drentel, a member
of the CFI external advisory committee,
it was an honor to be asked by Yale to
be a case study.
The case study went live in late 2010,
and focuses on Mayo Clinic’s and
CFI’s history and role as a catalyst for
innovation in health care. The case is
divided into six parts: Mayo’s tradition
of innovation, changes in care delivery,
founding of CFI, establishing the CFI,
selected projects and an evaluation
of CFI. The case study is open to the
public, has already been highlighted
bytheDesignObserverGroupintheir
onlinepublicationCHANGEOBSERVER
and can be found at http://nexus.som.
yale.edu/design-mayo/.
Yale Case Study
2010 Results:
• Yalecasestudyavailable
tothepublic
• Articlesandblogpostings
• WillbepartoftheYale
SchoolofManagement
MastersinBusiness
programin2011
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The Center for Innovation (CFI) uses
virtual, augmented and facilitated
reality — a virtual Mayo Clinic — to
help create global access to Mayo-
branded products and services without
the constraints of physical, cultural or
geographical barriers.
Virtual Mayo delivers a three-
dimensional, collaborative experience
that allows physicians and allied health
staff to interact with patients, the public
and each other in a computer-simulated
environment. Created in Second Life
Grid™ (Internet-based technology that
provides the platform where the virtual
world resides and tools to develop its
virtual presence), Virtual Mayo provides
total immersion, including realistic
sights, sounds and social interaction.
CFI uses Virtual Mayo to facilitate public
and professional education, patient
recruitment and support, affinity support
groups, architectural process modeling
and virtual efficiency studies. “Virtual
Mayo makes it very efficient to interact
globally,” says Brian Kaihoi, technology
lead. “It gives physicians the ability to
address the public, consult with other
physicians, and ultimately to provide
remote patient care through eConsults
conducted in a three-dimensional, real-
time environment without geographic
limitations.”
Virtual Mayo Clinic in Second Life
2010 Results:
• In2010,VirtualMayo
hostedfiveinteractive
medicalpresentations,
focusedonatrial
fibrillation,coloncancer,
Marfansyndrome,
prematureventricular
complexesandradiology,
aswellassectionsofthe
Transformsymposium
• TheCFIrecently
partneredwiththeMayo
ClinicGlobalProducts
andServicestodesign
infrastructureforanew
facilityinVirtualMayo
Asynchronous eConsults
Asynchronous eConsults are a unique
way to provide specialty consultations
for specific questions that are more
complex than a “curbside phone
call” can complete (due to charts, or
documentation review needed) and
when seeing the patient face-to-face
isn’t required. This text-based service
is designed to be easy-to-order and
within the care providers workflow
while providing quick turnaround and
the necessary documentation for
scheduling, billing and tracking. This
benefits the patient by eliminating the
need for a face-to-face visit, and the
referring care provider by allowing the
care management to stay within his or
her control. eConsults also benefit the
care provider by opening up utilization
on his or her calendar since these can
be accomplished in about one-third the
time as a face-to-face appointment.
eConsults
2010 Results:
• Expandedto158
conditionsand39areas
withinMayoClinic
Rochester
• Completed2,393
eConsultsin2010(twice
whatwecompletedin
2009)
• >95%qualitymetrics
obtained
• Initiatedpilotswithselect
physiciansinFranciscan
SkempandAlbertLea
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Synchronous eConsults
Synchronous eConsults provide
patients with a specialty consult using
audio/visual technology for real-time
collaborations, typically with the patient
in the room. Different technologies have
been piloted to help determine quality
and satisfaction of the consultation (e.g.,
Cisco HealthPresence with examination
peripherals; Tandberg conferencing
equipment for more discussion-based
scenarios).
Evaluations were conducted with our
Mayo Clinic Health System partner
in Cannon Falls, Minn., and are now
expanding to underserved populations
such as between our Mayo Clinic Breast
Clinic and a clinic in Anchorage, Alaska.
In both types of eConsults, CFI has
collaborated with Mayo departments,
includingReferringPhysicianOffice,
InternalMedicineOutreachOffice,
OfficeofAccessManagement,and
ClinicalOperations,inordertoensure
successful pilots can be operationalized
for further rollout.
2010 Results:
• Performed>30
examination-based
eConsultsforMayoClinic
HealthSystem
• Initiatedapartnership
betweenaclinicin
Anchorage,Alaska,and
MayoClinicRochester
BreastClinictoprovide
synchronouseConsultsto
theunderserved
• Qualityoutcomes
exceeded98%in
appropriatenessoforder
andclarityofquestions
All medical practices with less than
10 physicians must implement an
electronic medical record (EMR) system
by 2012. CFI teamed with Mayo Health
System — a network of clinics and
hospitals that serve the health care
needs of people in 70 communities
throughout Iowa, Minnesota and
Wisconsin — to investigate and identify
user and support system needs and
identify the functionality and features
the EMR software requires.
“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.”
EMR for small practices
2010 Results:
• CFIdesignersunveiled
threethemes:teamwork,
workflowandtransition
needs
• Developedconcept
modelstodemonstrate
howthesoftwaremight
lookandfunction
• Feedbackconfirmed
theneedforanintuitive,
user-friendlyinterfacethat
allows:
o Easy-to-order
prescriptions,imaging,
labs,specialtyand
follow-upconsults
o Relevantinformation
trackingforchronic
diseasemanagement
(particularlydiabetes)
o Efficientinteractionwith
outsideservicessuch
asbilling,e-referrals
andauto-generated
healthmaintenance
reminders
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Understanding through observation
NURSE UPDATES PATIENT CHART
PHYSICIANBEGINS PATIENT
EXAM
PHYSICIAN DOES PATIENT EDUCATION
NURSE MOVES ON TO THE NEXT
PATIENT
PATIENT CHECK-INWITH REGISTRATION
NURSE BRINGS BACK PATIENT
NURSE TAKES PATIENT VITALS AND MAIN
COMPLAINT
NURSE DOES HEALTH MAINTENANCE
NURSE NOTIFIES PHYSICIAN THAT
PATIENT IS ROOMED
PHYSICIAN BRIEFLY REVIEWS PATIENT
INFORMATION
PHYSICIAN ADDRESSES MAIN
COMPLAINT
PHYSICIAN DIAGNOSES PROBLEM
NURSE FUNCTIONS AS SUPPORTING ROLE DURING DIAGNOSIS
PHYSICIAN ENDS THE EXAM
PATIENT MOVES ON TO BILLING AND
SCHEDULING
PHYSICIAN MOVES ON TO DICTATION OR NEXT PATIENT
In 2010, the CFI design team worked
with Exact Sciences Corporation
and the Mayo Clinic Division of
Gastroenterology and Hepatology
to develop a patient-friendly stool
collection kit for use in colorectal
cancer screening. In just three months,
CFI conducted primary research,
synthesized insights, developed
concepts, tested preferences,
refined concepts, and made final
recommendations used in the creation
of a discreet, easy-to-use stool
collection kit that ensures accurate
results. The research enhanced
understanding of the entire service
process influencing the design of
the stool collection kit. The team
expanded the notion of who the “user”
was beyond the patient to include
physicians, nurse technicians and
laboratory technicians in developing a
discreet, easy-to-use stool collection kit
for all users.
The team created stool collection kits
after researching available medical and
pet industry alternatives and identifying
22 variables. Their kits included
directions, collection devices, and
sampling containers.
Early Cancer Detection
2010 Results:
• Morethan20volunteer
patientswererecruited
totesttheassembledkits
andprovidefeedback
• CFIrepresentatives
presentedtheirfinding
toExactSciences
CorporationandMayo
ClinicDivisionof
Gastroenterologyand
HepatologyinJune2010
• ExactSciences
Corporationanticipates
thecolorectalcancer
screeningtestwillenter
clinicaltrialsin2011and
besubmittedforFoodand
DrugAdministration(FDA)
approvalin2012
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Integration is the act of assembling
clinical data, opinion and action about
an individual patient from many different
sources into an assessment and plan.
The Center for Innovation (CFI) and
the Re-imagining Integration in the
OutplacementSetting(RIOS)initiative
are generating processes, tool and
strategies to improve integration in
Mayo Clinic’s outpatient practices.
CFI is guiding the re-imagination of
care team and practice models in two
priority areas: reducing the physician’s
administrative burden and restructuring
the organization of the physician’s day to
allow for different ways of delivering care.
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
might be better organized. “We’re
implementing change in many different
systems at once, within structured
departmental environments,” says
Maggie Breslin, design researcher,
“so successful innovation depends on
Re-imagining Integration in the Outpatient Setting2010 Results:
• Experimentedwith
technologytoconnect
physiciansandprovider
teamsbothinternally
andremotelytoimprove
communicationpathways
• Continuedeffortsto
partnerwithclinical
practiceareasaround
practiceredesign
• IntroducedMayo
stafftoprinciplesof
designthinkingandthe
CFImethodologyof
observationalresearch
andco-creation
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both top-down and bottom-up investment and
implementation.”
CFI’s design method is built on experimentation.
“CFI creates new models and strategies for
departments to explore,” says Breslin. The process
requires a thorough understanding of situation,
initial prototyping, testing and more prototyping.
Designers learn everything they can about how
systems, processes and tools currently work. They
conduct prototyping research to identify concepts
and find low-fidelity — usually quickly built
prototypes — ways to build them.
Department physicians and allied health staff
then use the concepts in a live clinical setting
to determine their value. Through a constant
process of hypothesis generation, prototyping
and evaluation, CFI designers advance the best
ideas to develop a systemic solution. Collaboration
with institutional partners builds confidence in the
viability and value of the solution.
Many of the interviews with care teams conducted
aspartofRIOSresearchproducedthesame
insight: Mayo Clinic needs to ensure that its
integrated care model evolves to support changing
patient needs and the changing nature of Mayo’s
medical practice.
“The only way to create systems that can
constantly evolve is to build for dynamic change,”
says Breslin. “Especially in large, complex systems
such as Mayo Clinic, the process requires that
success is measured in small increments. We
encourage the departments we work with to think
intermsofsolvingthisproblemtoday.Onesmall
answer leads to other considerations and ultimately
builds to dynamic solutions.”
Outpatient Lab Coordinator
GIM
Endocrinology
Neurology
GI
CardiologyRadiology
Orthopedic Surgery
Urology
Dermatology
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In 2009, Austin Medical Center (AMC)
and Mayo Clinic Center for Innovation
partnered to develop a patient centered
medical home model in Austin, Minn.,
which may ultimately serve as a model
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:
• Understandandincorporatethe
needs and expectations of patients
and their families in the redesign of
the way community-wide health care
is experienced and delivered.
• Designanefficient,effectivedelivery
system through the development and
implementation of a patient-centered
medical home model.
• Createastructurethatprovides
value to payers and employers and
capitalizes on funding opportunities
at state and federal levels.
• Measurablyimprovethehealthofthe
community.
• PositionAustinMedicalCenterasthe
employer of choice for physicians and
allied health staff in the region.
Patient Centered Medical Home
2010 Results:
Ourworkandsupportwith
Austincontinuedin2010
withthefollowing:
• AustinCommunityHealth
&WellnessSummit
onJune17,2010–80
Austincommunityleaders
participated
• Initiated4community-
basedparticipatory
engagementteamsto
continuetheworkfrom
June17,2010
• CoordinatedtheAMC
andAustinChamberof
Commerceevent–60
communitybusiness
leadersparticipated
• Participatedinthe
InstituteforHealthcare
Improvement(IHI)Triple
AimmeetinginChicago
withtheAMCteam
• Receivedcertification
fromthestateof
Minnesotaasamedical
home(newrevenueof
carecoordinationdollars
tothepractice)
Diseasemanagement
Remotemonitoring
Medicalteam
24/7access
Evidence-basedmedicine
eConsultsElectronicmedicalrecord
Patientregistries
Austin, Minn.
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The CFI provided a design team to do on-site
research to identify the needs and expectations
of the community of Austin. The design research
team helped to identify objectives and goals for its
research into the mindset in Austin. The messages
gathered and lessons learned in Austin resonate
throughout the world:
Right now, life is filled with complexity and a certain
level of anxiety. What is needed most is to ease
that complexity and anxiety. Greater integration and
navigation of services in terms of physical access,
cost and visibility is helpful. Creation of additional
individual products and services is not.
The point is to empower individuals to care for
themselves throughout their lifetime in a manner
appropriate to each life stage. People want to be
equipped to handle specific individual situations.
That communication will simplify their lives and
make long-term behavior change and adherence to
a personalized regimen easier.
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.
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This project is a collaboration among
CFI, the American Cancer Society
(ACS) and the National Colorectal
Cancer Roundtable (NCCRT) to
create a national campaign to
increase awareness and encourage
preventive screening for colorectal
cancer. According to the Centers for
Disease Control and Prevention (CDC),
colorectal cancer is the second leading
cause of cancer-related deaths in the
United States.
ACS/NCCRT welcomed a partnership
with the CFI to help provide a new
and unique approach for an upcoming
media campaign launch. Together, we
contracted with the Art Center College
of Design in Pasadena, Calif., to come
up with a media approach that utilizes
different communication technologies
with a focus on family history and the
use of extended family for support.
Mixed Media Campaign on Colorectal Cancer Awareness
2010 Results:
• Campaignpromotes
knowledgeoffamily
historytargetingapre-50
agemarket
• Engagesboththe
intendedpatientand
familymembers
• Incorporatesthe
“BlueStar”symbol
forcolorectalcancer
awareness(where
deemedapplicable)to
correlatetootherACS
initiatives
• Videopremierisexpected
inMarch2011totime
withColonCancer
AwarenessMonth
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The CFI public presence has been
enhanced. We’ve set out to engage with
the public by inviting guests to visit Mayo
Clinic as well as respond to requests
from internal and external organizations
to experience the physical space, share
our methodology and the history and
composition of the CFI team.
The Transform symposium had an
enormous amount of traffic on Twitter,
and had many media mentions. The
public continued to “tweet” about
#TXFM10 before, during and after the
event, with tweets continuing to mention
our hash tag even into the New Year!
Ourexternalwebsitecreatedin2009has
had over 100,000 views and over 35,000
visits, with our greatest activity during the
Transformsymposium.OurMayoClinic
Center for Innovation blog site has been
in existence since June 2009. We are
connected to the Mayo Clinic blog Web
page on MayoClinic.com and are excited
that we are growing a following. We had
quite a bit of traffic in 2010, thanks in
large part to Transform and our efforts to
engage with the public with blog posts on
our work in CFI. We had over 20,000 views
and Sept. 14, during Transform 2010, was
our busiest day. (Transform occurred Sept.
12 through 14 during 2010.) We had over
34 blog posts with over 800 comments
from the public.
Speaking of the public, our Center for
Innovation Facebook page is also getting
attention! Two years ago we didn’t have a
Facebook presence or a blog, and, today,
our Facebook page has over 200 friends!
We are looking forward to more traffic and
friends in 2011.
Our Public Presence2010 Results:
• 253toursweregiven
atCFI
• Websiteandbloghashad
over100,000visits,with
260viewsonourbusiest
day.
• Transformtouchedover
3millionpeopleonthe
Webthroughmedia
mentions,Twitteractivity,
blogsandadvertising
impressions
• Over11articlesinnational
mediaoutletsonCFI
Language Forces Tools Experiments
Survival v. Advancement
Operations v. Innovation
Better v. Different
Optimal v. Good Enough
Routine v.Experiement
Process v. Project
Risk
Thinking
Failure
Luck
Conflict
Variation
Vivisecting
InnovationGraveyard
Entre-preneurism
Start with Dialogue
Mapping Boundaries
Thinking with Your Hands
Unlearning
Subtraction
DesignThinking
April 2010
May 2010
June 2010
July 2010
August 2010
October 2010
2,500
2,000
1,500
1,000
500
0Jul 2009 Nov 2009 March 2010 Jul 2010 Jan 2011
20,533views all-time
78views today
260views on your busiest day,September 14, 2010
A year's worth of traffic on the CFI blog
20,533 views all-time 78 views today 260 views on your busiest day, September 14, 2010
A year's worth of traffic on the CFI blog
23
A year's worth of traffic on the CFI blog
Language Forces Tools Experiments
Survival v. Advancement
Operations v. Innovation
Better v. Different
Optimal v. Good Enough
Routine v.Experiment
Process v. Project
Risk
Thinking
Failure
Luck
Conflict
Variation
Vivisecting
InnovationGraveyard
Entre-preneurism
Start with Dialogue
Mapping Boundaries
Thinking with Your Hands
Unlearning
Subtraction
DesignThinking
April 2010
May 2010
June 2010
July 2010
August 2010
October 2010
2,500
2,000
1,500
1,000
500
0Jul 2009 Nov 2009 March 2010 Jul 2010 Jan 2011
20,533views all-time
78views today
260views on your busiest day,September 14, 2010
A year's worth of traffic on the CFI blog
20,533 views all-time 260 views on our busiest day, Sept. 14, 2010
A year's worth of traffic on the CFI blog
“Connecting” is part of the methodology at CFI. We
know how important it is to partner with others who
are experts in their fields. The CFI has connected
internally with many committees, departments,
divisions and business units and externally with
companies, universities and academic centers.
Ourcollaborationsarecharacterizedbythinking
big, starting small and moving fast, with refinement
through observational research, prototyping,
piloting and implementation.
Externally, we have established relationships
with world-class leaders in their fields: Purdue
University, University of Illinois, MIT, Cisco, GE,
IDEO,KaiserPermanente,YaleUniversity…and
the list goes on and on. We are inviting more
people into our conversations around transforming
healthcaredelivery.Ourapproach,combinedwith
the resources and infrastructure we bring and our
internal and external collaborations, is a dynamic
combination that innovation requires to solve
problems in new ways.
2010 Collaborations
Over29departments,includingMedicine,Dermatology,FamilyMedicine,Orthopedics,Neurology, Pediatrics, Radiology and Urology
Internal Advisory Council
Employee Community Health
Charter House
Global Products and Services
Dan Abraham Healthy Living Center
Mayo Clinic Health System
Mayo Clinic Northwest Clinic
Patients
The Conference Board
SG2
External Advisory Council
GE
Kaiser Permanente
Yale University
Purdue University
University of Minnesota
MIT
Steelcase
IDEO
Doblin
Cisco
Alaska Native Medical Center (ANMC)
Internal
24
External
In 2010, John Noseworthy, M.D., Mayo Clinic’s
PresidentandCEO,unveiledanewstrategicplan.
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.
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
part (>40 percent) of the Mayo Clinic outpatient
practice by end of 2014.
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.
Care at a Distance
• WHAT: Develop three sustainable models that
extend specialty care from traditional clinic/
hospital settings.
• HOW:Pilotbymid-2012inthreevenues–an
underserved area in the United States, an
affiliated practice, and a patient’s home.
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
o Toolkit @ CFI
o TRANSFORMsymposium(Sept.11–13,2011)
The Future – 2011 Initiatives
25
New Lab
Healthy Aging and Independent Living Lab
InspiredbythesuccessoftheOutpatientLab,
we have begun to build a Healthy Aging and
Independent Living (HAIL) Lab, in collaboration
with the Kogod Center for Aging. The HAIL Lab is
embedded within the Charter House, a continuous
care retirement community. The HAIL Lab will be a
place to prototype and pilot services and products
designed to promote aging in place — keeping
seniors at home and independent. Projects will
center around three themes: caregiver education
and support, the living environment, and transitions
of care. The first experiments are being designed
and will go live by the second quarter 2011.
26
New Space
In 2010, CFI began planning for our move to Gonda
16, bringing our multidisciplinary team together in
one physical space in 2011.
27
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.
Ourrecognitionisgrowing,andwelookforwardtoitincreasingevenmore.
We have established a world-class symposium with Transform, and we hope
youcanjoinusSept.11–13,2011,eitherinperson,ontheWeb,ourblog,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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