BC innovation v. AC innovation

In the face of the latest pandemic, articles like this one are asking why did innovation take so long? Henceforth, the history of innovation will, no doubt, be punctuated by before COVID (BC) and after COVID (AC).

Harvard Professor John Kotter is getting another 15 minutes of fame. He first grabbed the spotlight after the publication of his HBR article in 1995 entitled "Leading Change: Why Transformation Efforts Fail". Several books followed shortly thereafter. Now, he is being revered as the godfather of urgency.

Here is his change management model in a nutshell

Leading Change: Introduction

Step 1 Summary: Create a Sense of Urgency

Step 2 Summary: Create the Guiding Coalition

Step 3 Summary: Develop a Change Vision and Strategy

Step 4 Summary: Communicate the Change Vision

Step 5 Summary: Empower Broad Based Action

Step 6 Summary: Generate Short-Term Wins

Step 7 Summary: Consolidate Gains and Implement More Change

Step 8 Summary: Anchor Change in the Culture

Conclusion: Limitations of the Kotter Model Conclusion: Limitations of the Kotter Model

As noted, there are some limitations to the model, particularly in heavily regulated industries like sick-care. The key is to identify the barriers to not only creating new products and services but removing the barriers to stakeholder dissemination and implementation as well.

Here are some barriers to AI dissemination and implementation.

Here are some barriers to physician entrepreneurship.

Here are some barriers to moving sick-care to healthcare.

Here are some barriers to digital transformation.

Anchoring changed behavior and making it last is perhaps the most formidable challenge. Doing so will, in large part, take removing the rules, regulations and laws that interfere with the creation of ecosystems that foster business models that spur creativity, imagination and new, useful things. Public health information and education processes will have to change as well.

Even then, let's see how long the present expedited innovation lasts. To prevent inNOvation recidivism, practice the 3E's: experiment, extend and create stretch goals, and exhort the innovators and the team.

Telemedicine and global healthcare information exchanges continue to evolve. However, like the movie "Groundhog's Day", we keep replaying the same conversation year after year. Until the regulators and legislatures get serious about liability, licensure, certification, standards and reimbursement, we'll be having the same conversation, the same conversation, the same conversation.

To avoid that from happening, try some of these tips on where to find AC markets and customers.

After all, in many instances, what we call progress is not one thing after another, it's the same thing over and over again. Necessity might be the mother of invention, but many innovations are orphans.

Arlen Meyers, MD, MBA is the President and CEO of the Society of Physician Entrepreneurs and Facebook