- Time to head to Washington, DC – for #AMIA2014! November 12, 2014
- Time for a “biomedical informatics singularity” – Part I? August 29, 2014
- Help us improve healthcare … by joining the Regenstrief Team! January 6, 2014
on biomedical informatics and health information technology
The other day, the Indiana Business Journal ran a column entitled BioCrossroads drops dreams for hospital innovation. In it, the columnist commented fairly negatively on a report by BioCrossroads entitled Healthcare Driven Innovation: An assessment of opportunities in Central Indiana. As a new arrival to Indianapolis, I thought the commentary was a little bit disingenuous and somewhat of a needless putdown of what is really possible. So, I took the initiative and wrote a few comments, many of which are applicable to healthcare innovation in general.
Instead of bidding adieu to “dreams for hospital innovation,” the report simply confirmed what many health systems already know: It is hard to emulate the Cleveland Clinic, whether that is with regard to clinical processes, outcomes, and quality of care, or its innovation model. What the report said loud and clear between the lines, however, is worthwhile repeating: Healthcare in the US needs innovation to chart its way out of the mess it is in. And that is why I moved to the Indiana University School of Medicine/the Regenstrief Institute from the University of Pittsburgh and its juggernaut medical center.
I am a biomedical informatician, since my earliest uses of a computer always focused on solving practical problems. Whether it was writing software to calculate the value of standing timber for my father (a forest superintendent) or programming algorithms for materials testing in a manufacturing company, improving real-world outcomes was always front and center for me. Now, I work for an Institute that has the same priority.
The report astutely examines current local healthcare innovation efforts and outlines a path forward. Many aspects of this path are unknown, but its general shape is clear: Innovating successfully in healthcare requires a balanced amalgam of healthcare institutions (specifically hospitals), clinicians (not just physicians), and entrepreneurship embodied by companies large and small. In this triad, it is often the institutions who are their own worst enemies. While most want to be like Stanford, MIT, or, in this case, the Cleveland Clinic, academic and clinical institutions often create a dizzying array of disincentives and barriers to the innovations they intend to produce. At Temple University in 1989, my first job in the US, the research office was so dysfunctional that any thought of commercializing an innovation was ludicrous. When I started at the University of Pittsburgh in 2002, one of my senior colleagues in biomedical informatics said to me: “If you want to innovate and commercialize, go elsewhere.” Six or so unsuccessful innovation disclosures with Pitt’s Office of Technology Management later, I took his advice.
So, I decided to go to one of the historically most innovative places in healthcare informatics, the Regenstrief Institute Center for Biomedical Informatics (CBMI), as its third director. It helped that even as dental student in Germany I was familiar with the work of its founder, Clem McDonald. (I now have the honor of holding a professorship endowed in Clem’s name.)
In the aggregate, the BioCrossroads makes a few simple points. Healthcare innovation requires the involvement of physicians and other clinicians. Hospitals and other healthcare institutions need sensible strategies to support and nurture this innovation. We need the help of entrepreneurs and the business community to make these initiatives fly in the marketplace. We need to take advantage of local assets and resources. And, we need to collaborate.
I am personally not upset at all that the report concluded we can’t recreate the Cleveland Clinic Innovations model here. Maybe we shouldn’t. According to the report, the Cleveland Clinic started building its vertically integrated innovation and commercialization model in 1921. So, I’d say they have a pretty good head start. The commentary derides IU Health for its poor track record of commercialization through CHV Capital Inc. Well, if it’s any consolation, UMPC didn’t do a whole lot better, despite huge investments. So, the dream of the high-flying, royalty-gushing conveyor belt of startups might not be for many, anyway.
Taking a bright idea from its conception to successful commercialization is an extremely long and arduous road. Most startups in business in general fail. Thus it is in healthcare. As the report suggests, we may want to look at particular facets of the innovation value chain. Here are a few relevant comments:
So, what are the opportunities in Central Indiana? Stellar. Forget what the Cleveland Clinic does. Let’s do it the Hoosier way!
Titus Schleyer, DMD, PhD, MBA
Clem McDonald Professor of Biomedical Informatics
Director, Center for Biomedical Informatics
Regenstrief Institute, Inc., 410 West 10th Street, Suite 2000, Indianapolis, IN 46202-3012
Skype: titus.schleyer, Ph: (317) 423-5522 (direct), cell: (412) 638-3581, E-mail: email@example.com
Web: http://www.regenstrief.org/cbmi/, Blog: https://titusschleyer.wordpress.com, General: http://about.me/titusschleyer
With the start of my new job at the Regenstrief Institute in Indianapolis, I have also started a new blog. (Some of you may be familiar with my posts on the Dental Informatics Online Community Blog, but from now on most, if not all, of my blogging will happen here.) I wanted to tell you a little bit about what’s been going on since I moved here and what I’m planning for this blog.
My new position here is Clem McDonald Professor of Biomedical Informatics and Director, Center for Biomedical Informatics (CBMI). Here is how this came about: Early last year, I got an email from the chair of the search committee, asking me whether I would consider applying for the position of director at the CBMI. Two thoughts crossed my mind: “I didn’t know you were looking for a director” and “Why me?” After a fairly lengthy recruitment cycle (not atypical for academia) I happily joined my 15 faculty and 70 staff colleagues full-time on June 1, 2013.
So, what does the Regenstrief Institute do? Our motto is “Advancing healthcare through research, development and education” and that is what we have been doing for about 40 years. Our center, the CBMI, is a global collaborative research and learning organization. We develop and evaluate innovative informatics solutions to improve patient care. We translate these solutions into cost-effective, operational systems, including a dynamic electronic medical record system called G3 at Wishard Hospital. And, we have research programs in:
If this sounds like a pretty exciting place to work, you are onto something. It is one of the major reasons why I’m here. When I was in dental school in Frankfurt, Germany, in 1985, I was already familiar with the work of the CBMI’s founder, Clem McDonald. Under his direction, CBMI was working on the Medical Gopher (“A Microcomputer System to Help Find, Organize and Decide About Patient Data”). Gopher was one of the first computerized physician order entry systems in the world, and its development has influenced informatics and health information technology in countless ways.
One of the things I have always admired about the Regenstrief Institute is its focus on practical applications in healthcare. Our business is to impact health care, regardless of whether that is locally, regionally or nationally. This philosophy resonates strongly with me. Ever since I touched a computer, I tried to solve real-world problems, whether that was helping my Dad with calculating the value of standing lumber, writing materials testing software for Fichtel&Sachs in Schweinfurt, or writing an expert system to schedule students’ clinical rotations at Temple University School of Dentistry. When I first interviewed for the position, I thought “Wow, these people are like me.” I felt like I had come home.
So, where to from here? The Regenstrief Institute is a storied institution with a rich history of accomplishments. Yet, the world of biomedical informatics and health information technology is changing, and the CBMI must adapt and evolve in order to continue to thrive. One priority for me is to make the innovations we produce here more accessible and usable to the rest of the world. Publishing papers in high-quality journal is wonderful, but not enough. We must affect the health and lives of people with the methods we develop and software we build. I am looking forward to doing that with our current partners, including Indiana University Health, Wishard Hospital, Community Health, and St. Vincent, as well as new ones. One of my other top priorities is to attract the best and brightest minds in informatics, computer science, and medicine and other healthcare fields from the US and around the world to work at a place that has few equals in terms of opportunity.
On a personal note, I am enjoying getting acquainted with Indianapolis as a place to live. The people here are friendly, easygoing and open. Currently, I am living seven minutes away from work (by bicycle) and enjoy the short commute. Two weeks ago, I visited the Broadripple Farmers Market, and last week, my wife Alida and I bicycled around Columbus, Indiana (near the wonderful Brown County State Park.) In Indianapolis, we have already enjoyed the Indianapolis Museum of Art, the Rathskeller Biergarten and the Canal.
If you are in town, please make time to visit us! Contact me at schleyer (at) regenstrief (dot) org. I look forward to welcoming you!
PS: Official press release:
PPS: I have closed comments on this blog until I can figure out a way to keep too much spam from coming in. On the DIOC blog, we had about 600 spam messages to each real one. If someone knows how to improve on that signal to noise ratio, please let me know.