The physician intrapreneurship learning management system

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Most organizations — especially large corporations — are awash in creative ideas that never get executed. Entrepreneurship is the process that turns those ideas into actual innovations, and when it occurs in large corporations, we tend to refer to it as intrapreneurship or corporate innovation. This means acting like an innovative entrepreneur, but within the ecosystem of a larger, more traditional, organization. Research shows that being intrapreneurial tends to elevate both employee engagement and productivity scores, and that short redesigns — and even a simple reframing — of your role can make your work more intrapreneurial and meaningful. Having an entrepreneurial/intrapreneurial mindset will also make you a better doctor, help build career satisfaction and success, relieve burnout, and adapt to working for someone else.

Intrapreneurs are employees trying to act like entrepreneurs. Some call them?rebels at work,? others disruptive physicians and most refer to them as troublemakers, a pain in the neck or former employees. All are trying to create change and survive the process.

Intrapreneurship and the sick care intrapreneurial roadmap is harder than entrepreneurship because intrapreneurs have to fight a two front war: one against the obstacles to new product or project development and launch and the other against the corporate immune system. Academic intrapreneurship is, in several ways, harder than non-academic physician intrapreneurship because of the culture, politics, motivations and multisided missions.

Hospitals aren’t the only ones doing this. Insurers and private-equity firms all have been competing to acquire medical practices, with three out of every four doctors now working for either a hospital or a corporate owner. But sprawling health systems are by far the most dominant players, employing more than half of the country’s doctors.

Some companies are moving away from the idea that stand-alone, startup-style labs are the best way to drive innovation.?

The re-evaluation comes as big businesses feel the pressure to harness cutting-edge generative artificial intelligence for new discoveries. The best ideas come from within the business, these companies say, rather than from colleagues in detached groups who then have to get buy-in from the company.

in January announced plans to close Store No. 8 , an idea-incubation arm that had some associates based in California’s Silicon Valley. The stand-alone lab was no longer needed, the Arkansas-based retailer said, because it had developed a new method that embedded innovation deeper across the company, giving more employees the opportunity to contribute.

However, intrapreneurs can't be successful alone.

In many instances, rocking the boat will sink you because your boss gets seasick.

When it comes to a "how to do it", though, there are few resources for physician intrapreneurs, despite the fact that their numbers are growing.

Here is an example of a course for intrapreneurs leading the dissemination and implementation of sickcare AI solutions. Learning objectives are :

• Understand key principles, technical aspects and potential pitfalls of deep learning and emerging AI approaches
• Appraise which problems are best suited for an AI solution and how AI adds value, drawing from established examples
• Think strategically about operational aspects and real-world AI implementation, such as data infrastructure and quality, annotation (e.g., clinical, biological or chemical), workflow integration, human/computer interface and regulatory pathways
• Assess organizational needs, capabilities and structure to leverage AI in a variety of contexts (from large organizations to start-ups)
• Anticipate and address bias in AI
• Engage with your network of faculty and participants from this program as sources of knowledge, feedback and support. A new study mapped LinkedIn connections among firms woven out of 2 billion individual employee relationships at 7,715 public US companies representing 19 industries. The researchers found that companies whose real-world employee connections put them at the center of their professional communities performed better than peer companies whose workforces were less well-connected and, as a result, on the periphery of the same community.

Here is McKinsey's take on how to launch a new business.

Here's what the table of contents of the Textbook of Physician Intrapreneurship should include:

Chapter 1: Assessing your organization's innovation readiness

Chapter 2: How to manage your boss

Chapter 3: Survival strategies

Chapter 4: Communications and Corporate Politics

Chapter 5: Negotiation and Persuasion

Chapter 6: Conflict Resolution Strategies

Chapter 7: Managing People Who Fear You

Chapter 8: Finding scarce and uncontrolled resources

Chapter 9: Leaderpreneurship

Chapter 10: Exit strategies

Chapter 11: The politics of innovation

Chapter 12: Status, power, influence and sponsors

Chapter 13: Data literacy Here's how we should teach it to health professionals.

Chapter 14: How to work with outside partners and collaborators

Chapter 15: How to get out of digital pilot purgatory

Chapter 16: What to do when there is a cultural mismatch

Chapter 17: How to create and sustain an organizational culture of innovation

Chapter 18: Negotiation and persuasion

Chapter 19: How to design your project like a startup

Chapter 20: Soft skills

Chapter 21: Mentors, coaches, and sponsors

Chapter 22: Why you should hire physician intrapreneurs and what to do with them once you have

Chapter 23: How to be an intrapreneurial clinical champion

Here are some other chapters:

Intrapreneur Survival Skills

10 Opportunities for Patient Experience Intrapreneurs?

Raise Your Innovation Bar

Why you should hire physician intrapreneurs...and what to do with them

The intrapreneurs' factory

There are four psychological reasons for intrapreneurial failure:

Physician intrapreneurs wage guerrilla warfare against a formidable foe-bureaucrats and members of the C-site protecting the status quo. You need a tactical operations manual that changes almost every day and turns you into a good rebel.

There are four models of intrapreneurial innovation

Try to avoid these 5 intrapreneurial rookie mistakes:

You fail to prioritize your ideas.

You go solo.

You flunk the pitch meeting.?

You give up too soon.

You ignore personal danger signals.

Here are some rookie mindset mistakes

Here are some business model canvas rookie mistakes.

Here are two words that kill innovation where you work.

Here is why your innovation initiative will fail.

Innovate or Die: Be a corporate explorer

But, at least The Textbook of Physician Intrapreneurship is a start that you can read prior to your deployment. If you liked the course , you might be interested in Medical Practice Entrepreneurship and Digital Health Entrepreneurship

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