How about this: in Harvard Business Review, two leaders at Johns Hopkins suggested that hospitals could learn something about buying equipment from -- drum roll, please -- the airline industry. You don't often find many people defending airlines these days, much less holding them up as good examples of anything (except, perhaps, about what not to do, what with overbooking, cramped leg space, plenty of add-on fees, and, of course, dragging paying passengers off planes). That their recommendations make sense probably says more, though, about how poorly health care often does things than how well airlines do...
John Nosta
See the following -
Good Ideas From Unexpected Places: Thinking Creatively for Healthcare Innovation
By Kim Bellard | June 20, 2017
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Healthcare Innovation: Think Bigger, Fail Often.
By Kim Bellard | April 18, 2017
Alan Kay recently outlined some of the principles that he thought made Xerox's PARC so successful (if you don't know who Alan Kay is or why PARC was so special, you should try to find out). One was: "'It's baseball,' not 'golf'...Not getting a hit is not failure but the overhead for getting hits." That doesn't quite square with my impression of golf, but I take the point. It's about the price of success. As psychologist Dean Simonton pointed out in Origins of Genius: "The more successes there are, the more failures there are as well." "Quality," he wrote, "is a probabilistic function of quantity." We talk a lot about innovation these days, especially "disruptive innovation." Why not? It sounds cool, it allows people to think they're on the cutting edge, and it often excites investors. But perhaps we've lost sight of what it is supposed to actually be...
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