INNOVATION

I believe that innovation and transformation are two sides of the same, evidence-aligned coin that is otherwise known as “practical application”. As Dad always said, “Don’t educate yourself out of your common sense.”

Approximately 70% of health care redesign efforts do not achieve desired results. (1)
Rapid rates of change and ever-increasing customer diversity re-positions leaders to simultaneously guide and optimize efforts across both operational and innovation systems. (1-4)
People who persistently exercise the courage to challenge assumptions and shift perspective throughout the process of managing day-to-day operations and implementing change help to initiate, accelerate and sustain successful systems transformation. (1-3,5)

Transformation involves pulling people together to be a part of something bigger, something more.

Successful systems transformation is a multi-faceted, iterative process that requires routine and relentless opportunity capture. Intelligent interpretation of high-quality data, evidence-aligned model and framework design, methodical testing, iterative adaptation and pulling stakeholders together to achieve shared goals are just a few of the key ingredients to successful systems transformation.

Kindred at Home’s strategic leadership has challenged, and incredibly talented teammates have enabled me to contribute toward and lead innovation and transformation efforts that aim to optimize care delivery effectiveness and efficiency for one of the nation’s preeminent Home Health and Hospice providers.

TRANSITIONS

I collaborated with Gentiva and university colleagues to develop a Wholistic Care Planning Model that incorporated the International Classification of Functioning and Disability (ICF) and accounted for the J-curve phenomenon commonly observed among older adult populations who present with chronic conditions and/or multi-morbidity.

RESOURCE STEWARDSHIP

I teamed up with exceptionally talented Kindred at Home (KAH) and university colleagues to translate successive data analyses into a resource stewardship model that equips clinicians to optimize intervention effectiveness and improve care delivery efficiency via improved prioritization of patient needs and evidence-aligned orchestration of intra/interdisciplinary intervention pacing/spacing.

COMPREHENSIVE PERSPECTIVE

Kindred at Home teammates and I cross referenced information from Center for Medicare and Medicaid Services with claims data and scientific publications to develop an adaptable, positive health behavior framework that is readily applied across primary, secondary and tertiary spectrums of the healthcare care continuum.

HEALTH PLANNING

I partnered with university colleagues to cross-reference analysis findings from high-quality mega-data with health behavior economics models and formulated a Framework that supports multifaceted, proactive and personalized Health Planning with adaptability to span across population cohorts, health domains and care delivery settings.

Select References
1.    Scott K, Steinbinder A. Innovation cycle for small land large-scale change. Nurs Adm Q. 2009;33(4):335-341.
2.    Guerrero E, et. al. Advancing theory on the multilevel role of leadership in the implementation of evidence-based health care practices. Health Care Manage Rev. 2018 Jun 25. doi: 10.1097/HMR.0000000000000213. [Epub ahead of print]. Author manuscript; available in PMC 2019 December 25.
3.    O’Reilly CA, Tushman ML. The ambidextrous organization. Harv Bus Rev. 2004; 82(4): 74-83.
4.    Kumar V. Understanding cultural differences in innovation: a conceptual framework and future research directions. J Int’l Marketing. 2014; 22(3): 1-29.
5.    May CR. Agency and implementation: understanding the embedding of healthcare innovations in practice. Soc Sci Med. 2013;78:26-33