Here is an excerpt of Mr. Dunns discussion with Beckers Healthcare Publisher Scott Becker in the podcast. Subscribe and download the complete episode to the podcast here.
Todd Dunn, vice president of innovation at Atrium Health in Raleigh, N.C., joined the Beckers Healthcare Podcast to discuss his role as an innovation leader and best recommendations for up-and-coming executives. Mr. Dunn joined Atrium in February after spending more than 7 years as an innovation leader at Salt Lake City, Utah-based Intermountain Healthcare.
Q: What would you tell your three kids and better half if they asked what innovation indicates?
Todd Dunn: Really the heart of who we are and the method Jean, our CEO discuss it, is health, hope and healing for all. My function is to develop a system for innovation or ideas that make it much easier for somebody to deliver and experience health care and to make it better. I see innovation as a servant function in the business and Im here to bring those brand-new ways of behaving and thinking to raise all boats, whether you are a patient or a clinician. I remain in a position that makes that work well for everyone.
Q: What are the top three top priorities you look at currently?
I do not think you need a massive development team to create a culture of innovation; I believe you need one that is exceptionally focused. The 2nd one is to put a system in place that can drive the culture to be far more evidence-based and consumer-centric throughout development.
Q: What guidance do you have for a brand-new chief development officer?
My role is to develop a system for innovation or concepts that make it much easier for someone to experience and provide healthcare and to make it much better. I do not think you need an enormous innovation group to produce a culture of development; I think you need one that is extremely focused. The second one is to put a system in place that can drive the culture to be far more evidence-based and consumer-centric throughout innovation. Put a system in place if you do not already have one that develops a scalable language and toolset and behavior expectation and state of mind to drive the culture of innovation, much like some of the terrific customer organizations do. Act II, in my viewpoint, needs to sound down the halls; what is your system for driving evidence-based decisions around the time and money we spend towards development.
The 2nd piece of suggestions I would say is sit back and ask the question: Is development an activity in your company or is it an impact in your business and how do you know? Put a system in place if you do not currently have one that creates a scalable language and toolset and habits expectation and frame of mind to drive the culture of innovation, similar to some of the fantastic consumer organizations do. Act II, in my viewpoint, requires to sound down the halls; what is your system for driving evidence-based decisions around the time and cash we invest toward innovation.
© Copyright ASC COMMUNICATIONS 2020. Interested in LINKING to or REPRINTING this material? View our policies by click on this link.
More short articles on digital change: Health innovation insider: 11 rapid-fire Qs with Hoags Chief Digital Officer Kathy Azeez-NarainUPMC joins $15M funding round for AI start-up, offering summary transcripts of clinical encountersCleveland Clinic: Top 10 medical innovations for 2021
TD: Two key pieces of advice; one is in technique. The way I approached it, I had good coaches that assisted me think through this, is to truly go understand what the history of development has been in your system.
The factors I believe that is necessary is that youll get a great sense of the impact of development, its history and where people are willing to dedicate going forward and what they want.