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- Prepare to dive into the forefront

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of healthcare innovation at
our 14th annual meeting coming

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up on April 8th

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through 11th at the Hyatt Regency
in Chicago, with thousands

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of industry leaders converging
over four dynamic days

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of discussions on crucial
topics from health IT

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to executive leadership.

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It's where the future of
healthcare takes shape.

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We can't wait to connect
with you in person

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and engage in these
important conversations.

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- Welcome everyone

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to the Becker's Healthcare podcast series.

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I'm Mariah Mohamed, writer

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and moderator with Becker's Healthcare,

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and I'm absolutely thrilled
to have with me today.

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Diana sch Hornstein from
the Innovation Office at

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a Mass General Brigham.

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Diana, it's very nice to have
you on the podcast today.

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To get us started, would
you mind please introducing

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yourself and telling us a
bit about your background?

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- Hello everyone. I'm Diana Schwartzstein,

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and I'm excited to be here
today to discuss, uh, my journey

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and passion for, uh, driving growth

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and fostering talent within
the healthcare field.

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I began my journey, my career,
getting my master's in, um,

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health communication.

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This is really when I
realized my passion for, uh,

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driving change and making a significant

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impact in healthcare.

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Um, throughout my career, I've
led various, um, programs,

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uh, organizational,
financial and strategic,

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but recently I've been focusing
on building talent inclusion

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and growth programs for innovators,

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but also those contributing to innovation.

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Um, I believe if we
prioritize nurturing talent

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and fostering growth, um, we
have the ability to create a,

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a healthcare community where,

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where everyone can truly thrive.

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Thank you for having me.

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Um, I'm excited to share more, um, and,

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and to be with you today.

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- Yeah, of course. Thank
you so much for giving us

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that background, and like
I said, I'm very excited

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to have you on the podcast today.

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Um, to get us started

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and dive into the topics, uh,
a a quick overview for you,

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what are the biggest
issues you're following in

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healthcare in this year?

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- Yeah, so my passion is really
driving innovation forward

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and being part of National Brigham,

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a national leader in
medical research, education,

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and patient care, it offers
a tremendous platform

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to catalyze change.

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So I'm closely tracking
emerging technologies like AI

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and how they're reshaping
healthcare delivery.

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I'm also following how organizations are

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empowering their people,
specifically innovators,

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to get more technologies to patients.

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Also looking at how are
organizations navigating these

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complicated cost challenges

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and what are they doing
to access patient care.

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Um, so those are the the top things

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that I'm, I'm currently tracking.

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- Got it. Got it. Thank you
so much for giving us that.

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And what inspired the creation
of the Innovator Development

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and Growth Division at MGB?

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Um, and what goals does it aim

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to achieve within the organization?

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- Yes, so at Mass General Brigham,

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we have a sizable community,

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yet only a small number are

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actively contributing as innovators.

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This highlights a critical need

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to maximize the commercial
potential of our research

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by empowering more
innovation, more innovators,

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and getting more breakthrough
technologies to patients.

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Recognizing this need,
we research the barriers

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to innovation for our
community, both through surveys

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that inspired a Harvard
Business School case study

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that's actually now taught
in the classroom to MBAs

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and through executive education

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and from published research by Mark Ucci,

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who's an MGH radiologist

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and the founder of the Mesh platform,

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which is an innovation training

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and cross institutional networking hub

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with over 3000 researchers, clinicians

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and others, um, involved.

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And it continues to
grow, um, really driven

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by a shared vision.

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Mark and I decided to unite our efforts

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to do something more strategic

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and to enable transformational impact

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on the operational lead.

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And Mark is the clinical lead.

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We also have a project
lead, a new gupte, um,

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but with the full support

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of our systems chief innovation
Officer, Chris Coburn,

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this newly launched unit,
um, as you mentioned,

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the Innovator Development

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and Growth Division, IDGD, it provides

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a comprehensive innovation
training and development hub.

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We aim to enable more innovators,

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support existing innovators,

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and ultimately drive
more action innovation.

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But we're also trying to really
create and change culture.

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Um, you know, a culture

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where innovation is not only
supported, but it's encouraged.

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Um, so that that's what
we're working on right now.

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- Yeah. Thank you so much
for giving us that insight

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and, you know, being
Women's History Month,

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I think the next question
that I should ask, uh, in, in

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what ways does IDGD foster
inclusivity within the

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innovator community,
particularly in empowering

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underutilized talents such as women, um,

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and what could other health systems

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learn from this, do you think?

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- Yeah, I'm so excited
you're asking about this

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because it's an area
we've spent so much time.

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Um, our approach stems from
our research on the barriers

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to innovation, which we've
used to tailor our programs

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to reach a broader
audience, especially those

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that are currently underrepresented.

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The HBS case study led by
HBS Professor Katie Kaufman

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shares efforts to understand
why certain groups participate

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less and how to effectively engage them.

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This case, uh, features our CEO and Dr.

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Anne Lansky, who is a
transformational leader

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and champion of this work.

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Um, and the case study
findings align closely

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with Mark's findings as well.

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Um, so let give you some
tactical examples of

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how we go about this and,

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and hopefully others can learn from it.

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First, our annual Rising
Innovator program,

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it includes 50 individuals
from across the system.

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We intentionally ensure that at least half

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of the cohort are women with an aim

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to directly impact the future

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composition of the innovator community.

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Additionally, we customize content

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to address specific
barriers we've identified.

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So for example, we found that
women tend to view themselves

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as less as innovators.

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Um, so we design build
into our program content

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around empowering
participants to see themselves

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as innovators and also encouraging
them to take more risks.

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Finally, we offer programs a
variety of programs tailored

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to meet unique needs,
preferences, and learning styles.

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We've got it all covered.
We offer in-person programs,

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on demand programs, peer to
peer, our diverse range of, um,

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different formats ensures

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that everyone can find the right fit

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for their journey towards,
uh, innovation and

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and and towards growth.

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So those are some ways
we've been going about this.

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- Yeah, yeah, absolutely.

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And you know, I imagine with
all the wonderful things

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that you've discussed so
far, um, you know, data has

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to come into play at some point in time.

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So what role does data play in identifying

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opportunities and progress?

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- Yes. Um, data is key.

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Uh, data plays a a very
key role in our approach

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and we're deeply rooted
in data decision making.

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So, um, as I mentioned,
we conduct research

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to identify barriers, um,

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and then use those insights
to design effective.

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So, so that's one way.

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We also use data to identify
high potential populations and,

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and to reach those who
may have been overlooked.

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Um, and we're also committed
to tracking individuals who go

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through our programs
in our databases, and,

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and by monitoring their
progress over time,

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we can measure the
impact of our success and

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or course correct as needed.

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So, uh, data really is
key, both sort of at the,

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the research stage, the, um,
looking for your populations

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and then making sure you're
actively monitoring them

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and supporting them, um,
through their journeys.

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- Yeah, yeah, makes sense.

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Thank you so much for sharing that.

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And, uh, do you,

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can you share any early
successes in notable achievements

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that have stemmed from
initiatives led by the IDGD?

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- Thanks for asking that.

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I think one, um, you know,
good place to start is

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we have 50 people that go

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through our rising
innovator program each year.

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And what we're seeing is
that the people that go

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through our program are recommending their

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peers to go through their program.

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And we're creating a community
of like-minded people

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who are encouraging each
other to pursue innovation.

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And that's a direct, um,
impact of the programs

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that we're designing is that
we're creating this community

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where not only are they
thinking about themselves

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as innovators, but thinking
about their peers and colleagues

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and, um, bringing them in to
join us as we move forward.

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- Wonderful, wonderful.

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And, um, the last question
I wanted to ask you is

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how does the IDGD collaborate
with external partners

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to achieve its mission?

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- Yes. So we have placed, um, significant

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emphasis on leveraging partnerships

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to achieve our objectives,
both through industry

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but also academia,
especially being in Boston.

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Um, I'll give you a a few examples.

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The first one is we collaborate
closely with Babson College

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to deliver two of our, our programs

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by combining academic faculty
with our innovation experts.

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We create a highly tailored
learning experience,

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and it's been, uh, very unique and,

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and so far has played out really well.

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Um, we established a
strategic advisory council,

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which includes industry
leaders who actively shape

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and advise our initiatives.

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Getting outside perspective, um, on how

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to go about these programs and
learn from their experience

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and expertise has been,
has been invaluable.

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And, um, finally we are
committed to collaborating

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with organizations and healthcare systems

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that share our vision and objectives.

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Um, we probably, I would say
at least once a week, um,

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meet, have, uh, dedicated
meetings on these exchanges,

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sharing insights, successes,

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and addressing common challenges.

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Um, this ongoing exchange of knowledge

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and experiences enables us
to learn from one another

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and form collaborations

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that propel us towards
our collective goals.

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So, um, those are our few examples.

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- Yeah. Thank you so much
for those final thoughts.

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This has definitely been an amazing

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and informative discussion.

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So again, I wanna thank you so much

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for coming on Kers Healthcare.

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We really do appreciate it.

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Um, and I look forward to
connecting with you again soon.

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- Thank you so much for having me.

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I really appreciate it too.