A Proven Method To Implement The Latest Medical Technology.
Studies suggest failure rates for implementing healthcare innovations range from 30% to 90% [BMC Health Services Research, Determining the predictors of innovation implementation in healthcare: a quantitative analysis of implementation effectiveness].
Even the most promising innovations can fail if poorly integrated into our medical practices. Conversely, success can mean improved patient outcomes, cost reduction, faster diagnosis, or smoother workflow integration.
The most successful companies in the world use a step-by-step approach called Phase Gate to discover, select, and implement new products and technologies successfully.
The medical field research and development budgets are the most extensive worldwide compared to other sectors.
More non-medical businesses are investing in healthcare —artificial intelligence, wearable gadgets, and body sensors have emerged at staggering speeds. Because of the healthcare market size, "everyone" wants a piece.
New technologies are becoming increasingly required for healthcare providers, so instead of discussing when tech entrepreneurs will replace services currently provided by physicians (such as diagnostics), we need to look for ways to help your practice stay competitive, keep growing, and offer patients with "the latest" treatment options.
Here is a basic example and explanation of the Phase-Gate process:
This methodology is about spending the least amount of time and money looking for a failing point – if this exists – or confirming, step by step, that the new tech will be a successful decision for your practice.
Each step shall include a decision point after being completed: 1) moving forward to the next step, 2) modify/adjust before moving forward, or 3) cancel the project.
This process involves answering critical questions about the new technology and helping us make the right decision, for example:
1. Idea Research.
What specific patient needs are we solving with the new technology?
Why is this option better than what we are currently offering? (cheaper, faster, more accurate, user-friendly).
Who else is using it? Is this tech new to my field? Or similar to other industries? How successful is it, and why? Check every review you can find about the same or similar technology – especially in your field.
Does the new tech require regulatory approvals or requirements, licenses, or specialized technicians? Is it approved by the FDA, in the process, or a grey area?
Decision Point: Continue/Modify/Cancel
2 Business Case.
Are we replacing or complimenting our current services? Will this technology increase our patient volume or revenue or reduce costs? All of these? By how much?
How much will it cost to purchase (or lease), install, train my staff, mkt/advertise, and launch the new tech?
How will it be financed, classified in our books, and depreciated?
What is our expected return on investment (ROI)?
Decision Point: Continue/Modify/Cancel
3. Proof of Concept.
Time to test the technology.
Negotiate a testing protocol with the technology vendor. List all the deliverables you need to confirm before committing to a purchasing agreement.
These deliverables can include how this new technology integrates with your current infrastructure (ex. APIs). Please do not take their word for it; have the vendor test this and confirm.
Ask for examples of successful implementations with similar practices (or EHR if needed). Ask for references and interview other practices about their experience with the new technology.
Have your staff, friends, and family (if applicable) try the new tech and provide as much feedback as possible with transparency and complete honesty.
Decision Point: Continue/Modify/Cancel
4. Limited Offer
Increase the test sample. Finding the quirks and failure points is a question of time and volume.
A soft launch or beta test becomes a critical and valuable exercise to reduce risks of unforeseen outcomes. Every new technology has surprises; look at the history of every new product launched by Apple, Tesla, Microsoft, Toyota, Google, Boeing, GE, etc. These are the greatest innovators in the world, and they still have recalls and unexpected situations.
Monitor these limited tests very closely. Create a comprehensive survey and ask for feedback from every user or patient who has experienced the new tech.
Decision Point: Continue/Modify/Cancel
5. Product Launch
Congratulations on reaching this step by completing the first four!!
You have a sales and marketing plan ready to be executed.
Plan a VIP event to roll out your new technology and leverage all social media at your disposal.
At this point, you are laser-focused on monitoring the whole process, from offering, scheduling, and providing to patient outcomes and follow-ups.
As mentioned, there will be surprises. Be ready to react and overcome whatever comes up. Do not panic; every new product launched in history goes through this process.
Conclusion
After managing over a thousand new product development projects, I can testify that curiosity and hope keep people interested and excited about our services.
Being "innovative" may be a wonderful thing for our practices. Still, please verify that the new product or technology you are considering is the best choice for your practice goals by using a tried-and-true method rather than relying on the accomplishments of others or just hearing from a technology sales representative.