We held a half-day workshop on the philosophy, process and tools to convene healthcare hackathons to uncover and rapidly validate unmet needs in healthcare.

1. MIT #HACKINGMEDICINE
#SXSWHealth WORKSHOP
!
ZEN CHU
ELLIOT COHEN
ANDREA IPPOLITO
ALLISONYOST
!
MARCH 10, 2014

2. SXSW WORKSHOP OVERVIEW
• ENTREPRENEURS MUST ATTACK HEALTHCARE WOES
• SYSTEMIC CHANGES NEEDED
• OPPORTUNITIES AMID HEALTHCARE REFORM
• FOLLOW THE MONEY IN HEALTHCARE
• H@CKING MEDICINE PROCESS + TOOLSET
• MAPPING BAD EXPERIENCES
• DISCOVER GAPS IN CARE + WEAK LINKS
• IDENTIFY JOBS TO BE DONE + KEY METRICS
• PRIORITIZE PLAYERYOU CARE ABOUT
• CRAFT BIZ MODEL AROUND THAT PLAYER
• CHOOSE TECH + SOLUTION LAST

3. H@CKMED LOGIC
!
HACK = CLEVER SOLUTION

4. H@CKING MEDICINE
!
NOW IS THE BEST TIME IN
THE HISTORY OF THE WORLD
TO BE A
HEALTHCARE ENTREPRENEUR
WITH
FRESH EYES
TO SOLVE BIGGEST PROBLEMS
AMID REFORM + GLOBALIZATION

5. HEALTHCARE IMPACT
!
!
!
IMPACT = INVENTION x COMMERCIALIZATION
!
!
!
!
!

6. H@CKING MEDICINE
!
FASTER - BETTER - CHEAPER
!
… STILL INSUFFICIENT
!
NEW NEEDS = NEW MARKETS
!
!
!
USER EMPATHY
DESIGN THINKING
WHOLE PRODUCT
RAPID TESTING
ACCELERATE DATA

7. SYSTEMIC CHANGE
REQUIRED
THUS
HEALTHCARE REFORM

8. SYSTEMIC
CHANGE
NEW
DX
WIDGETS
DRUGS
THESE DON’T ATTACK MEDICAL
ACCESS, QUALITY, COST

9. SYSTEMIC
CHANGE
NEW
INCENTIVES
METRICS
BEHAVIORS
WORKFLOWS
PROVIDERS
TECHNOLOGY
AGILE
DIGITAL
AFFORDABLE
SCALABLE
GLOBAL
=

10. MENTORS VS. EXPERTS
“The problem with experts is
that they do not know what
they do not know…
The problem is that we like to
have maps–and seem to prefer
to have the wrong map of
reality to no map at all.
~ Nassim Nicholas Taleb
The Black Swan
SURROUND TEAMS WITH MENTORS
PULL EXPERTS IN LATER, BUT START WITH NEEDS

11. SYSTEMIC
CHANGE
ENGINEERS
+
DESIGNERS
+
ENTREPRENEURS
+
HEALTH
PROFESSIONALS
=
HACKATHONS FOR RAPID INNOVATION

12. BLAME + FRUSTRATION
MAKE SURE THE PAIN IS HIGH ENOUGH
FOR A SINGLE PLAYER
ROBERT GALVIN, MD CMO, GE

13. PRIORITIZE MARKET RISK

14. HACKABILITY = FASTER DATA
© ZEN CHU 2013

15. DISCOVERING +VALIDATING
UNMET NEEDS
HARDEST + MOST VALUABLE STAGE
1
!
NEEDS
DISCOVERY
!
!
2
!
OFFER
+
BIZ MODEL
VALIDATION
3
!
SOLUTION
DESIGN
+
TESTING

16. OPEN INNOVATION VS
INTELLECTUAL PROPERTY
1
!
NEEDS
DISCOVERY
!
!
2
!
OFFER
+
BIZ MODEL
VALIDATION
3
!
SOLUTION
DESIGN
+
TESTING
OPEN OR CLOSED
IP DEV

17. EXAMPLE
MIT
STARTUPS

18. REINVENT PHARMACY
MULTI-DRUG COMPLIANCE ZAPPOS
PILLPACK.COM

19. PATIENT SCHEDULING
SCHEDULING ALGORITHMS
SMARTSCHEDULING.IO

20. AGAMATRIX
FDA REGULATION AS ADVANTAGE

21. MOBILE POPULATION HEALTH
FRESH EYES ON PROBLEMS
FROM OUTSIDE HEALTHCARE

22. RAPID PROTOTYPING
EVEN MEDICAL DEVICES

23. DEVICE PLUG + PLAY
INTEGRATED CLINICAL ENVIRONMENT
MDPNP.ORG

24. FOLLOW THE MONEY
!
CANNOT IGNORE COSTS

25. USA HEALTHCARE SPENDING
SOURCE: CENTERS FOR MEDICARE & MEDICAID SERVICES

26. WHO PAYS + HOW CHANGING?
SOURCE: CENTERS FOR MEDICARE & MEDICAID SERVICES

27. WHO PAYS?

28. USA POOR OUTCOMES

29. HIGH HOSPITAL COSTS

30. WRONG PLACE OF CARE

31. USA DRUG SPEND

32. TEACH
HACKING MEDICINE
PROCESS

33. • DESCRIBE WORST HEALTH EXPERIENCES
• USE HACKMED MAD LIBS
• PITCHES > ARTICULATE PROBLEM
• USER PERSPECTIVES (EMPATHY!)
• PAYER PERSPECTIVES + ROI
• ONE PAGE BUSINESS MODEL
• RE-CRAFT PITCHES
• CROSS POLLINATE TEAMS
• EXPERTS, EXPERIMENTS TO RAPIDVALIDATION
TABLE EXERCISES
VALIDATE NEED + BIZ MODEL

34. PITCH HERO NOT PRODUCT

35. PITCH AS VEHICLE TO
TEST + HONE + PIVOT
NEED, JOB TO BE DONE, BIZ MODEL, SOLUTION

36. TECHNIQUES FOR
SCALING MEDICINE
• DE-SKILL COMPLEX DX + RX
• CREATE NEW EXPERIENCE + PROCESS
• CREATE NEW PLACE or NEW SERVICE
• FIND NEW PROVIDER + EXTRA CAPACITY
• PATIENT ENGAGEMENT + SELF-SERVICE

37. TEAM IDEA SESSIONS
DPHARM HACK CLINICAL TRIALS

38. LIST BAD HEALTH EXPERIENCES

39. MAP PLAYERS

40. FOCUSVALUE PROPOSITION
HIGHLIGHT NEW ALLIANCES AMID REFORM

41. TOOLS
FOR DISCOVERING
UNMET NEEDS
!

42. BUSINESSMODELGENERATION.COM

43. BUSINESSMODELGENERATION.COM

44. The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model

45. H@CKMED SIMPLE BIZ MODEL
SIMPLE MAP OF WHO USES, PRESCRIBES, PAYS, DISTRIBUTES
USER
DECIDER
PRESCRIBER
DISTRIBUTOR
ACTIVATION
RETENTION
REVENUE
WHO PAYS?

46. HEALTHCARE BIZ MODEL CANVAS
IDENTIFY KEY ADOPTER:
!Patient
!Specialist/PCP/Nurse
!Hospital/Department
!Insurer
!Payor/Employer
Patient/DTC
!!!Specialist/Nurse
!!!Hospital
!!!Payor
DISEASE SEGMENTS
!!!NATURAL HISTORY
!!!!KEY RISKS/LIABILITIES
REGULATORY PRO/CON
!!!PERFORMANCE & EFFICACY METRICS
Clin Data Cost/Timepoints
!!!!VALUE INFLECTION MILESTONES
!!!!SUBSTITUTES & COMPETITION
EXECUTION DIFFERENTIATION
GO TO MARKET DIFFERENTIATION
Regulatory Path
!!Reimbursement Codes
Data Accelerants
HACKINGMEDICINE.MIT.EDU
Prescribers
!!!!!Payors
!!!!!Fulfillment
!!!!!

47. Michael Porter, Tiesberg
MAP EXPERIENCE + DISEASE

48. !
QUALITY OF ______________________________
!
(ENROLLMENT, CLINICAL METRIC, EXPERIENCE, PAIN...)
!
!
ACCESS TO ______________________________
!
(DATA, SERVICE, SKILL, DIAGNOSIS, TREATMENT, CARE, CAREGIVER, FUNDING/ECONOMICS…)
!
!
COST OF ______________________________
!
(DATA, SERVICE, SKILL, DIAGNOSIS, TREATMENT, CARE, CAREGIVER, FUNDING/ECONOMICS…)
!
!
FREQUENCY/RATE OF ______________________________
!
(ENGAGEMENT, TEST, BEHAVIOR, DX, TREATMENT, COMPLIANCE, ADHERENCE)
!
!
EFFICIENCY OF ______________________________
!
(TEST, DX, EXPERIENCE, SURGERY, PATIENT REPORTED OUTCOMES...)
!
!
USER VALUE PROPOSITION ______________________________
!
PAYOR VALUE PROPOSITION ______________________________
!
(PATIENT, DOCTOR, SPECIALIST, HOSPITAL, EMPLOYER, INSURER, GOV)
H@CKMED MAD LIBS
MATCHYOUR PAIN TO METRICS

49. MARKET SIZING

50. FINDING OPPORTUNITIES

51. WHAT DOES A
HEALTHCARE
HACKATHON
LOOK LIKE?
15 HACKATHONS
USA EUROPE INDIA UGANDA
>550 PITCHES >200 TEAMS >1500 INFECTED

52. 200 TO 500 =
1/3 DOCS 1/3 ENGINEERS 1/3 ENTREPRENEURS
SEE ONE > DO ONE > TEACH ONE

53. VISUALIZE & PROTOTYPE
ON PAPER

54. MEDICAL DEVICE
RAPID PROTOTYPING

55. MEDICAL DEVICE
RAPID PROTOTYPING

56. ONLY REQUIREMENTS:
PAPER + COFFEE + DIVERSE TEAM
PILLPACK.COM

57. HEALTH HACKATHON
!
DIVERSE GROUPS
PRIORITIZE PROBLEMS + NEEDS
POSTPONE SOLUTIONS
SUSPEND DISBELIEF
OPEN RAPIDVALIDATION
HACK BUSINESS MODELS
EXPERTS AS MENTORS
!
YES… AND...

58. LET’S GET H@CKING!
!
ZEN CHU
@ACCELMED
ZENVEN@MIT.EDU
HACKINGMEDICINE.MIT.EDU