The Trustworthy Technology & Innovation in Healthcare Book Consortium as an Industry Leading Community
Where We Are, Where We’re Going, Who’s Coming Along
By Sherri Douville, CEO at Medigram, Matt Partridge, Secretary of the Trustworthy Technology Advisory Board, and Dr. Shaun Garcia, Member of the CMIO/CQO Leadership Group
With acknowledgments for inspiring this backgrounder for where we are and where we’re going as a community to our forthcoming AIMed panelist team Shaun, Josh, and Chuck:
- Dr. Josh Tamayo-Sarver, Chuck Podesta
- Our recent keynote partner, Steve Wilson
- Serial entrepreneur advisor, Ed Gaudet.
- Our whole advisory board, including members Jeff Lewis and Dr. Apurv Gupta
- Brilliant contributor to our Interoperability backgrounder, Michelle Currie
We had previously shared the enormous scope of work required for success for advanced technologies including mobility and AI in medicine. You can learn about our network’s structure here.
Leading change management in healthcare practitioners and systems thinkers who are experts in healthcare know that the key to evolution and improved performance is via strategic working groups as explained in this article.
For a high level for why networks of community like this are critical to leading business, we refer you to this Korn Ferry chart.
Korn Ferry’s new analysis identifies what skills will differentiate CEOs going forward. [1]
We wanted to share what has philosophically driven us in this work and explain our thoughts around our closed consortium with a growing waitlist. The purpose of this blog is to explain why the industry needs a consortium like this, help you the reader rapidly diagnose success factors for healthcare technology, and help our team members identify who is a good match to introduce us to.
TL;DR The new team member requirement is: Systems thinking management demonstrated by a track record of designing and running strategic industry leading working groups. This is how we identified Steve Wilson as the only tech sector representative, due to his leadership of the OWASP LLM Top 10.
For those that lack strategic working groups leadership in their professional experience; we’re exploring a partnership with a complementary industry working group where we can test talent that might be able to then get bumped into our consortium.
There is an extraordinary number of competencies in multiple areas for the level of work that catalyzes industries.
It’s my point of view that super high end SubGroups within working groups that act as “seal” teams can and should transform healthcare. This is what we aim to do. We’re well on our way.
These “seal teams” SubGroups are ideally mentally and emotionally fit teams of exceptional multidisciplinary, highly skilled executives in management and leadership. This would include market leading go to market skills. “High end talent” isn’t rich in cash per se; it’s rich in personal resources of intellect, skills, power, connections, and material resources (either access to or allocation of power). These are important distinctions for resources that are required to make things happen.
In our mission and work at Medigram which leads this consortium and of transcending and connecting IT with medicine. This is how we screen for great new members that will get the most out of the affiliation with our consortium while helping us drive shared success.
Most of our top performing members have 3–4 of these as towering strengths.
1) market prominence, widely respected in their domain and industry
2) business skills (marketing partnership breadth and depth)
3) functional subject matter depth
4) intelligent risk taking for results demonstrated
The books help address 8/9 of the top catastrophic gaps listed below in essential competence required for transformation to happen as quickly as possible for medicine, in our lifetimes. It is the *act* of building the books that accomplishes this. That’s when like ours, they’re in alignment with ACGME and ANSI accreditation standards while driving a successful GTM motion that competes at long term bestseller status.
This is for driving the 8/9 listed competence zones listed that this industry requires.
Medicine requires scholarship and business drivers from its partners. Life sciences has done this well. Consumer and Health tech has not and we see that in the pervasive lack of impact on technology to transform healthcare. How we address them:
- Strategic Management and leadership; the Advisory board (top left box)
- Technical full stack; Technical Leadership Council (bottom middle box)
- Cybersecurity; Technical Leadership Council (bottom middle box)
- Data and AI; Targeted for the CISO/CIO/CDO SubGroup (bottom right box)
- Regulatory; Advisory Board (top left box)
- Clinical; CMIO task force (bottom left box)
- Operational; CMIO task force (bottom left box)
- Go to market; Strategic Networking SG (middle left box)
- Actuarial and financial; Strategic Networking SG (middle left box)
This work requires 5 levels of leadership that we’re building and we’re close to mastering them all thanks a lot to Head of Talent, Karen Jaw Madson:
1) Industry consensus level leadership (ANSI and ACGME accredited working group process and governance leadership)
2) Board of directors leadership
3) Industry luminary who advises venture capital
4) Inter departmental leadership (cross functional working group management)
5) Care team/departmental i.e. emergency department leadership
While we’ve made tremendous progress, the reality check of workforce skill level, training needs and gaps, and the fact that 75% of all professionals never learned how to convene, orchestrate, and run high end effective strategic working groups, boards, and meetings is where we are focusing now. This is to make sure the work of transformation can get done in medicine leveraging advanced technologies with cybersecurity built in.
We have a waitlist and an underserved population in this consortium.
Our consortium’s next steps with respect to team development are to:
A) First build, align, and upskill the current teams we have
B) Activate partners to take on a number of individual contributors.
C) Develop more robust screening criteria for new coauthors/members
D) Target aspiration to develop onboarding and mentoring to allow for greater eventual industry tenure/prominence diversity at a later time.
What do you think the fastest ways are to upgrade our collective skills for driving essential meetings that deliver strategic, operational, technical, quality, financial and clinical leadership that the healthcare and health tech industry urgently needs?
[1] via Mark C. Crowley https://www.kornferry.com/content/dam/kornferry-v2/pdf/institute/korn-ferry-ceos-for-the-future.pdf
