Keynote: Conscious Evolution
The things that occupy us are often important but not transforming. It is easy to immerse ourselves entirely in the routines and responsibilities essential today. Without a conscious focus on the future, all energies and resources flow into the immediate. The great management imperative of our time is to create a new kind of organization--one that continuously evolves and regenerates itself. Here innovation becomes a cultural imperative. It is approached with as much intentionality as cost and quality. Leaders think about future prosperity as much as present survival, and change is a proactive choice rather than a reactive response.
Keynote: Cheap and Smart—Racing Down the Pyramid
The race is on. Entering it are entrepreneurs and healthcare organizations around the world. The goal is a new generation of services with strong outcomes and stunningly low cost. This challenge is much more daunting than innovating for the top of the wealth pyramid. But those who create novel solutions will own the future markets of the world. Look at what we can learn from innovators designing healthcare solutions for those with the least resource. Their breakthroughs ultimately reshape healthcare for everyone.
Keynote: Innovate or Perish
As competition among healthcare facilities increases, high quality and low cost become the norm. They will no longer distinguish the superior provider in the marketplace. Quality and cost are eclipsed in importance by innovation.
Workshop: Entering the SlipStream
The slipstream is a conscious life space where through a unique combination of conditions, you can accomplish a great deal in a very short period of time.
Keynote: Conscious Leadership
There is an explosion of interest in consciousness and its role in creating extraordinary leaders and extraordinary organizations. And an increasing awareness that who we are is as important as what we do. Learn how to live a more conscious life and lead a more conscious organization.
Keynote: Flourishing Against the Odds
For many organizations, the odds and norms seem almost irrelevant. Somehow they flourish where others struggle. Often these exceptional places are invisible to us--we rarely hear about them, learn from them, or celebrate them. How, for example, did a hospital organize for innovation and unleash its human potential? How is another system approaching $100 million in retail? Where are the flourishing exceptions in clinical quality, organizational culture, and philanthropy? Hidden within the majority is a minority of positive deviants breaking all the rules and flourishing.
Keynote: Future on a Small Scale
What if you could visit the future today somewhere inside your hospital? What would it be like to touch the future and interact with it? Every day in healthcare, we make decisions about the future. But we rarely create the futures we are considering on a small scale first. Now this is beginning to change. Look at how to approach prototyping and learn from leading healthcare organizations. Consider a world beyond healthcare that has greater experience prototyping new services and products. From these organizations on the edge, we have many clues about how to create the future in small ways today.
Keynote: Innovate or Perish
Leland R. Kaiser
As competition among healthcare facilities increases, high quality and low cost become the norm. They will no longer distinguish the superior provider in the marketplace. Quality and cost are eclipsed in importance by innovation.
In the future, innovation becomes the winning card for any healthcare provider. It alone will lead to product differentiation and will permit the provider to tap into the developing discretionary spending market.
R&D and Innovation
The question is, have you developed an innovation culture in your organization? Do you have a formal R&D program? How many new products did you bring to the marketplace last year?
The emerging discretionary market is driven by perceived value not by third-party reimbursement. Consumers will travel for unique healthcare products and they will pay out-of-pocket for them.
Your goal is to develop signature services and become a destination institution. Ideally, you will develop local, regional, national and international products. Health tourism is becoming a big business.
Innovation is a team sport. You need to determine who should be on your team. You may also need other organizational allies to help you offer turnkey services.
How savvy are you in internet marketing? Many consumers of the future will purchase major health packages over the internet.
What is your product strategy for the next decade? Remember, we are entering the experience economy. This requires a different mindset than simply being a medical service provider.
In the last analysis, innovation is about thrival, not just survival. How do you plan to thrive as healthcare becomes a commodity?