TY - GEN
T1 - SJD Barcelona Children's Hospital's Journey to Innovation
AU - Jenkins, Suzanne Jeanette
AU - Planellas Arán, Marcel
AU - Peiró Posadas, Manuel
PY - 2020/12/1
Y1 - 2020/12/1
N2 - The CEO and Director of Innovation of SJD Barcelona Children's Hospital are preparing to present the hospital's new innovation strategy to the Management Committee. Having defined a number of strategic innovation priorities, they now need to decide how best to approach implementation and whether to adopt a more centralized or decentralized approach. As part of this decision, questions regarding the management of budgets, performance metrics, and speed also need to be considered. During the previous ten years, the two doctors had introduced innovation slowly, using minimal resources and fostering the voluntary contributions
of the hospital professionals. Over time, the focus evolved from isolated projects that solved specific problems for specific groups of patients to cross-departmental projects that affected the core business, such as digital health and new business models. During the same time period, the hospital sought new revenue via internationalization in order to sustain financially the complex level of care it offered. Given the hospital's evolution, the two doctors debated how to strengthen and accelerate the change effort going forward.
AB - The CEO and Director of Innovation of SJD Barcelona Children's Hospital are preparing to present the hospital's new innovation strategy to the Management Committee. Having defined a number of strategic innovation priorities, they now need to decide how best to approach implementation and whether to adopt a more centralized or decentralized approach. As part of this decision, questions regarding the management of budgets, performance metrics, and speed also need to be considered. During the previous ten years, the two doctors had introduced innovation slowly, using minimal resources and fostering the voluntary contributions
of the hospital professionals. Over time, the focus evolved from isolated projects that solved specific problems for specific groups of patients to cross-departmental projects that affected the core business, such as digital health and new business models. During the same time period, the hospital sought new revenue via internationalization in order to sustain financially the complex level of care it offered. Given the hospital's evolution, the two doctors debated how to strengthen and accelerate the change effort going forward.
M3 - Case study
ER -