Academic Medical Centers as digital health catalysts

DePasse, Jacqueline W.; Chen, Connie; Sawyer, Aenor; Jethwani, Kamal; Sim, Ida

doi:10.1016/j.hjdsi.2014.05.006

Cited by 36 publications

(28 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The term ‘digital health’ is used to encompass a wide range of technologies that include mHealth, telehealth, and connected health [ 1 , 2 ]. In this paper, we specifically refer to the use of complex mobile health solutions for the remote monitoring and management of patients.…”

Section: Introductionmentioning

confidence: 99%

Digital health system for personalised COPD long-term management

Velardo

Shah

Gibson

et al. 2017

BMC Med Inform Decis Mak

View full text Add to dashboard Cite

BackgroundRecent telehealth studies have demonstrated minor impact on patients affected by long-term conditions. The use of technology does not guarantee the compliance required for sustained collection of high-quality symptom and physiological data. Remote monitoring alone is not sufficient for successful disease management. A patient-centred design approach is needed in order to allow the personalisation of interventions and encourage the completion of daily self-management tasks.MethodsA digital health system was designed to support patients suffering from chronic obstructive pulmonary disease in self-managing their condition. The system includes a mobile application running on a consumer tablet personal computer and a secure backend server accessible to the health professionals in charge of patient management. The patient daily routine included the completion of an adaptive, electronic symptom diary on the tablet, and the measurement of oxygen saturation via a wireless pulse oximeter.ResultsThe design of the system was based on a patient-centred design approach, informed by patient workshops. One hundred and ten patients in the intervention arm of a randomised controlled trial were subsequently given the tablet computer and pulse oximeter for a 12-month period. Patients were encouraged, but not mandated, to use the digital health system daily. The average used was 6.0 times a week by all those who participated in the full trial. Three months after enrolment, patients were able to complete their symptom diary and oxygen saturation measurement in less than 1 m 40s (96% of symptom diaries). Custom algorithms, based on the self-monitoring data collected during the first 50 days of use, were developed to personalise alert thresholds.ConclusionsStrategies and tools aimed at refining a digital health intervention require iterative use to enable convergence on an optimal, usable design. ‘Continuous improvement’ allowed feedback from users to have an immediate impact on the design of the system (e.g., collection of quality data), resulting in high compliance with self-monitoring over a prolonged period of time (12-month). Health professionals were prompted by prioritisation algorithms to review patient data, which led to their regular use of the remote monitoring website throughout the trial.Trial registrationTrial registration: ISRCTN40367841. Registered 17/10/2012.

show abstract

Section: Introductionmentioning

confidence: 99%

Digital health system for personalised COPD long-term management

Velardo

Shah

Gibson

et al. 2017

BMC Med Inform Decis Mak

View full text Add to dashboard Cite

show abstract

“…Hospitals, and academic medical centers (AMCs) in particular, have incorporated a number of initiatives to enhance the integration of new health innovations (14)(15)(16). AMCs help determine the optimal method of integrating new innovations into existing healthcare pipelines and processes (17).…”

Section: Hospitalsmentioning

confidence: 99%

Pre-emptive Innovation Infrastructure for Medical Emergencies: Accelerating Healthcare Innovation in the Wake of a Global Pandemic

Ramadi

Srinivasan

2021

Front. Digit. Health

View full text Add to dashboard Cite

Healthcare innovation is impeded by high costs, the need for diverse skillsets, and complex regulatory processes. The COVID-19 pandemic exposed critical gaps in the current framework, especially those lying at the boundary between cutting-edge academic research and industry-scale manufacturing and production. While many resource-rich geographies were equipped with the required expertise to solve challenges posed by the pandemic, mechanisms to unite the appropriate institutions and scale up, fund, and mobilize solutions at a time-scale relevant to the emergency were lacking. We characterize the orthogonal spatial and temporal axes that dictate innovation. Improving on their limitations, we propose a “pre-emptive innovation infrastructure” incorporating in-house hospital innovation teams, consortia-based assembly of expertise, and novel funding mechanisms to combat future emergencies. By leveraging the strengths of academic, medical, government, and industrial institutions, this framework could improve ongoing innovation and supercharge the infrastructure for healthcare emergencies.

show abstract

“…Experts advise on the need for entrepreneurial education among leaders, managers, clinicians, academic medical centers, and industries now associated with health and health care, and other fields not yet aware of their future relationships. 17,20,[55][56][57][58][59][60][61][62] Just as physician entrepreneurs create organizations that can respond quickly to the financial incentives of the current hospital payment systems, the emerging hospital will need to be nimble and deliberate in using innovation to fund unfunded social missions. 19 A key task of the entrepreneurial hospital is to invent and mediate new uses for its care infrastructure and the unique resource constituted by patient populations.…”

Section: The Processmentioning

confidence: 99%

The emergence of the entrepreneurial hospital

Grazier¹

2015

IEH

View full text Add to dashboard Cite

Abstract:In creating a vision of the emerging entrepreneurial hospital, this review looks briefly to selected theories used by researchers and practitioners to explore, define, explain, project, and guide hospitals into the future; and then moves directly to how scholars have used those theories to inform their empirical work and explain the findings from that work. The discourse then addresses briefly what might be needed -now -for hospitals to emerge "entrepreneurial" in the future. This article examines some of the academic, professional, and "gray" literature to consider the future of the "hospital". Much of the literature comes from researchers and thought leaders in organizational behavior, social capital, economics, finance, social welfare, health management, and marketing. The paper explores the external environment for hospitals; the effectors, those events and conditions that bear directly on the form and function of the emerging hospital; and the organization-specific and intra-organizational dynamics that help determine how and in what form the hospital will emerge as an entrepreneurial force. While the vision of the "hospital" of the future varies across observers, the theoretical and empirical research, popular discourse, and lessons from other industries and sectors of the economy, provide guidance on why and how knowing what we can know may bring us into the future more effectively and efficiently.

show abstract

Academic Medical Centers as digital health catalysts

Cited by 36 publications

References 6 publications

Digital health system for personalised COPD long-term management

Digital health system for personalised COPD long-term management

Pre-emptive Innovation Infrastructure for Medical Emergencies: Accelerating Healthcare Innovation in the Wake of a Global Pandemic

The emergence of the entrepreneurial hospital

Contact Info

Product

Resources

About