Design thinking may be one of the hottest buzzwords echoing throughout the halls of the business and technology worlds today, but the concept is not new. Since the late 1950s, designers of products of all types have employed and adhered to principles of design thinking like empathy, prototyping, co-creation, and user-centricity to create technical and physical products we all use today. Recently, as the gap between patient and healthcare companies has narrowed, the life sciences sector has shown a heightened interest in applying design thinking to the products and services they create and offer. To dive deeper into this topic I am joined by our resident expert Mike Cottone, a Director at Vynamic.
Overnight Innovations in Response to Coronavirus
COVID-19: An Approach for Business Re-Opening
COVID-19 Business Response – Phase 1: Initial Re-Opening
The evolving business and population dynamics over the last two decades make our world more interconnected than ever before. This increases exposure and, in turn, the likelihood of more frequent disease outbreaks and pandemics. As evidenced during the initial months of the COVID-19 pandemic outbreak, businesses were ill-prepared to respond. Mitigating the effect of a pandemic on an organization requires a holistic management approach.
Initial Observations on the COVID-19 Pandemic
Solving Problems & Engaging Caregivers With Applied Lean Methodology
It's no secret that many health systems and health system leaders are always looking for ways to innovate and become more efficient, and one way to do that is through Lean Methodology. The challenge is, many times the idea of Lean and the methodology behind it are very hard to implement. Vynamic was approached by a long-standing client, a large statewide integrated delivery network, with this precise problem.
The Critical Future of Telehealth
Social Determinants and Financial Health – An Intersection
Patient Journey Mapping
A major teaching hospital wanted to better understand the end-to-end journey its patients experience for an inpatient stay. The client hoped to represent the voice of the patient, without bias or filter, identifying areas of excellence and opportunities for improvement.
A large regional health system was in a period of expansion, and had recently acquired a new hospital, with plans to acquire more. Our client needed to incorporate provider and payer credentialing activities for the new hospital into the existing centralized credentialing group. This included merging two workforces while maintaining two locations, technology systems, and credentialing processes.
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