Hacking Health: Bottom-up Innovation for Healthcare

Chowdhury, Jeeshan

doi:10.22215/timreview/579

Cited by 31 publications

(13 citation statements)

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“…To fully accomplish this participatory approach, trust by the local people of their government officials and health care workers will be pivotal. Therefore, a combination of centralized "top-down" and decentralized "bottom-up" approaches is proposed, as is the need to include trust-building capacities in order to work effectively (Chowdhury, 2012). In the case of the Ebola epidemic in West Africa, the use of the bottomup approach (i.e., an empowerment model that creates opportunities for public health frontline workers to engage leaders and members of local communities to discuss factors surrounding the disease) is essential.…”

Section: Resultsmentioning

confidence: 99%

“…Within the context of the bottom-up approach, community leaders are regarded as important stakeholders and knowledge reservoirs in contributing positively to programs that embrace and represent the values of their community members. The bottom-up approach has been used in several developing countries in designing effective primary health care programs (Chowdhury, 2012;Magnussen, Ehiri, & Jolly, 2004). Thus, combining an array of individual-, structural-, and community-level factors directed at curtailing the Ebola epidemic in West Africa is essential.…”

Section: Resultsmentioning

confidence: 99%

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The Ebola epidemic in West Africa: Challenges, opportunities, and policy priority areas

et al. 2015

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The ongoing Ebola epidemic in West Africa has drawn attention to global health inequalities, in particular the inadequacies of health care systems in sub-Saharan African countries for appropriately managing and containing infectious diseases. The purpose of this article is to examine the sociopolitical and economic conditions that created the environment for the Ebola epidemic to occur, identify challenges to and opportunities for the prevention and control of Ebola and future outbreaks, and discuss policy recommendations and priority areas for addressing the Ebola epidemic and future outbreaks in West Africa. Articles in peer-reviewed journals on health system reforms in developing countries and periodicals of international organizations were used to gather the overview reported in this article. We identify individual, structural, and community challenges that must be addressed in an effort to reduce the spread of Ebola in West Africa. The Ebola epidemic in West Africa underscores the need for the overhaul and transformation of African health care systems to build the capacity in these countries to address infectious diseases. Public-private partnerships for investment in developing countries' health care systems that involve the international community are critical in addressing the current Ebola epidemic and future outbreaks.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

The Ebola epidemic in West Africa: Challenges, opportunities, and policy priority areas

et al. 2015

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“…In terms of methodology, the project will explore an innovative and participatory approach that is perfectly suited to the trend of including patients and those who are involved in creating interventions (eg, a patient-centered research strategy [ 69 ]). To engage patients and partners, the use of approaches that have been adapted from design-related approaches [ 46 ] (eg, experience-based design [ 70 ] and Hacking Health hackathons [ 71 ]) has become increasingly common in health care. These approaches are appreciated and are essential, given the complexity of the interventions that are to be developed in health care [ 42 ].…”

Section: Discussionmentioning

confidence: 99%

Acceptability and Feasibility of a Return-to-Work Intervention for Posttreatment Breast Cancer Survivors: Protocol for a Co-design and Development Study

Bilodeau¹,

Gouin²,

Lecours³

et al. 2022

JMIR Res Protoc

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Background The mortality rate from breast cancer has been declining for many years, and the population size of working-age survivors is steadily increasing. However, the recurrent side effects of cancer and its treatment can result in multiple disabilities and disruptions to day-to-day life, including work disruptions. Despite the existing knowledge of best practices regarding return to work (RTW) for breast cancer survivors, only a few interdisciplinary interventions have been developed to address the individualized needs and multiple challenges of breast cancer survivors, health care professionals, and employer and insurer representatives. Thus, it seems appropriate to develop RTW interventions collaboratively by using a co-design approach with these specific stakeholders. Objective This paper presents a protocol for developing and testing an innovative, interdisciplinary pilot intervention based on a co-design approach to better support RTW and job retention after breast cancer treatment. Methods First, a participatory research approach will be used to develop the intervention in a co-design workshop with 12 to 20 participants, including people affected by cancer, employer and insurer representatives, and health care professionals. Next, a pilot intervention will be tested in a primary care setting with 6 to 8 women affected by breast cancer. The acceptability and feasibility of the pilot intervention will be pretested through semistructured interviews with participants, health care professionals, and involved patient partners. The transcribed data will undergo an iterative content analysis. Results The first phase of the project—the co-design workshop—was completed in June 2021. The pilot test of the intervention will begin in spring 2022. The results from the test will be available in late 2022. Conclusions The project will offer novel data regarding the use of the co-design approach for the development of innovative, co-designed interventions. In addition, it will be possible to document the acceptability and feasibility of the pilot intervention with a primary care team. Depending on the results obtained, the intervention could be implemented on a larger scale. International Registered Report Identifier (IRRID) DERR1-10.2196/37009

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“…Further research focuses on the general diffusion of digital innovations in healthcare (Chan et al 2004;Greenhalgh et al 2004), especially by harnessing new digital technologies (Brown et al 2014;Fernández 2017) such as telemedicine (Steinhauser 2019) or big data (Ambigavathi and Sridharan 2018). Altogether, startups bear the potential to revolutionize entire industries and might also play an important role in innovating healthcare (e.g., Chowdhury 2012;Mandl et al 2015;Christensen et al 2017;Garbuio and Lin 2019). Digital technologies in hospital care require collaborative innovation among multiple actors both within and beyond hospitals; therefore, peripheral actors such as clinicians or technology providers can bring in resources for both innovation and value creation (Aanestad et al 2019).…”

Section: Related Work: Digital Innovations In Hospitalsmentioning

confidence: 99%

“…Therefore, it is challenging to simultaneously manage the existing IT systems and continuously explore new technologies. To find a remedy for this problem, hospitals might consider integrating technologies from digital health startups, which are seen as one important driver of technology diffusion in healthcare (Chowdhury 2012;Villegas 2019).…”

Section: Introductionmentioning

confidence: 99%

Removing barriers for digital health through organizing ambidexterity in hospitals

Gleiß

Lewandowski

2021

J Public Health (Berl.)

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Aim Hospitals noticeably struggle with maintaining hundreds of IT systems and applications in compliance with the latest IT standards and regulations. Thus, hospitals search for efficient opportunities to discover and integrate useful digital health innovations into their existing IT landscapes. In addition, although a multitude of digital innovations from digital health startups enter the market, numerous barriers impede their successful implementation and adoption. Against this background, the aim of this study was to explore typical digital innovation barriers in hospitals, and to assess how a hospital data management platform (HDMP) architecture might help hospitals to extract such innovative capabilities. Subject and methods Based on the concept of organizational ambidexterity (OA), we pursued a qualitative mixed-methods approach. First, we explored and consolidated innovation barriers through a systematic literature review, interviews with 20 startup representatives, and a focus group interview with a hospital IT team and the CEO of an HDMP provider. Finally, we conducted a case-study analysis of 36 digital health startups to explore and conceptualize the potential impact of DI and apply the morphological method to synthesize our findings from a multi-level perspective. Results We first provide a systematic and conceptual overview of typical barriers for digital innovation in hospitals. Hereupon, we explain how an HDMP might enable hospitals to mitigate such barriers and extract value from digital innovations at both individual and organizational level. Conclusion Our results imply that an HDMP can help hospitals to approach organizational ambidexterity through integrating and maintaining hundreds of systems and applications, which allows for a structured and controlled integration of external digital innovations.

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Hacking Health: Bottom-up Innovation for Healthcare

Cited by 31 publications

References 0 publications

The Ebola epidemic in West Africa: Challenges, opportunities, and policy priority areas

The Ebola epidemic in West Africa: Challenges, opportunities, and policy priority areas

Acceptability and Feasibility of a Return-to-Work Intervention for Posttreatment Breast Cancer Survivors: Protocol for a Co-design and Development Study

Removing barriers for digital health through organizing ambidexterity in hospitals

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