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Nova Southeastern University
Wayne Huizenga Graduate School
Of Business & Entrepreneurship
Assignment for Course: MGT 5686: Leading Creativity and Innovation
Submitted to: Dr. Eleanor Lawrence & Dr. Leslie Two roger
Submitted by: Tamara Hurst , Angela Kacprowicz, Nicole Lopez, Kasandra Lastra, Ariana Cordero
Date of Submission: April 16, 2023
Title of Assignment: Data Analysis
CERTIFICATION OF AUTHORSHIP: I/We certify that I/we are the authors of this paper and that any assistance I/we received in its preparation is fully acknowledge and disclosed in the paper. I/We have also cited any sources from which I/we used data, ideas of words, whether quoted directly or paraphrased. I/We also certify that this paper was prepared by me/us specifically for this course.
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Data Analysis
Nova Southeastern University
MGT 5686: Leading Creativity & Innovation
Dr. Leslie Tworoger and Eleanor Lawrence
April 16, 2023
Data Analysis
The DNA of innovator’s textbook Figure 1.1 DNA model for generating innovative ideas. Angela
Figure 1-3 The Discovery and Delivery Skills Matrix Tamara
Baptist Health of South Florida targets on the acceleration of healthcare discovery and innovation through collaborative clinical research, which underpins the organization’s long-standing commitment to providing the highest quality of patient care guided by evidence-based practices (Baptist Health Research, n.d.). Ranked as No. 1 hospital across the South Florida spectrum, Baptist Health South Florida is well recognized as the highest performer specializing in both complex care and routine care cases as well as in ten different specialties, procedures, and conditions (Marrero, 2015). As a continuous innovator in the healthcare profession, Baptist Health South Florida has assembled a structured care team that counterbalances discovery and delivery skills. The tasks performed by the nursing team range from complex problem solving and diagnosis and treatment planning to intensive psychomotor work requiring coordination during surgery (Rosen et al., 2018). However, to sustain advancements in a growing economy, it’s vital to have an innovative team that generates fresh ideas and the ability to execute those ideas on the team (Dyer et al., 2011).
Physicians and staff gain resources so they can turn their ideas into innovative products, therapies, and valuable primary care, according to Nila Bhakuni, assistant vice president of Baptist Health (Bhakuni, 2022). However, exposure to innovation stems from assessing the four pillars of intellectual asset management, applied research and education, co-creation and global planning (Baptist Health Research, n.d.). In each of these pillars, it seeks to demonstrate out of the box thinking among healthcare workers. Given the impact of discovery and delivery skills, they are seen as necessary for the organization’s own innovative functioning. Evenso, Dyer et al., (2011) argue that discovery is important in focusing on the initial stages of product and business development. In the context of the delivery and delivery skills matrix shown in Dyer et al. (2011), Baptist Health South Florida showed a more symmetrical level of discovery driven skills. Owing to these results, BHSF is constantly keeping abreast of advances in technology and resources to help serve patient health, thus pushing their team to expand the five discovery skills of associating, questioning, observing, networking, and experimenting (Dyer et al., 2011).
Through interventions, BHSF engages their employees in associative thinking, connecting unexpected developing ideas to solve dilemmas, address challenges and open up new perspectives. According to Neurosurgeon Dr. Michael McDermott, he introduced an idea for a novel surf helmet, which he envisioned after treating surfers who died from brain injuries (Bhakuni, 2022). By incorporating associational thinking “the brain is actively absorbing new knowledge as it is more prone to trigger connections between ideas as it toils to synthesize novel inputs” (Dyer et al., 2011, p. 49). On the other hand, the biggest challenge faced is the pandemic of Covid-19 that upended nearly every aspect of life, from the personal to professional (Am et al., 2020). In this event, BHSF constantly questions on how to improve the accessibility of its site or what can they do better to fulfill patient needs. When pushing team members to ask as many questions as possible about the problem, rather than rushing to brainstorm a solution, this will increase the likelihood of breaking out of the status quo (Armstrong & Barsion, 2013b). However, through observation, the BHSF team uses the power of observation to predict the psychological and health status of patients to improve the well-being of patients. In any event, a feasible measure to improve access to care is to expand idealistic network support. According to Dyer et al. (2011) purposeful networking is often effective when innovators try to reach out to experts in a different field of knowledge. For BHSF, they have successfully worked to connect with diverse physicians throughout the region who contribute additional expertise. Ultimately, “innovators actively try out experiments by creating prototypes and launching pilot test” (Dryer et al., 2011, p. 133). Profound for it’s innovation in 2022, BHSF launched its first startup called gait boost, an inventive platform for diagnosing movement abnormalities (Baptist Health South Florida launches First Startup Company, 2022) ,a first-of-its-kind experiment on a platform.
By applying the five discoveries of Associating, Observing, Questioning, Networking and Experiencing, it establishes a habit for the BHSF team to scale innovative ideas for the company development. While BHSF excels at developing discovery skills, they also realize that delivery skills are just as important in the growth or maturity stages. (Dyer, et al., 2011). Over the next five years, Baptist Health plans to collaborate with Leidos, a leader in healthcare technology to implement more than 30 new clinical pathways to treat the most complex conditions such as heart disease, stroke, diabetes, joint replacement and many others (Baptist Health South Florida and Leidos Collaborate to Bring Real-Time Big Data to Healthcare Delivery, 2017). Thus, BHSF delivers and excels at translating goals into concrete tasks to achieve the four delivery skills of analysis, planning, detail-oriented implementation, and disciplined execution (Dyer et al., 2011).
Figure 1-4 The Business-Executive Skill Life Cycle
The business-executive skill life cycle, presented in Figure 1-4, is a framework that describes the progression of knowledge and expertise, and skills that leaders must learn as their businesses progress (Dyer et al., 2011). The life cycle is divided into four stages: start-up, growth, maturity, and decline. Baptist Health South Florida’s business-executive skill life cycle reflects a progression of talents and skills that its leaders and executives developed to become successful entrepreneurs and leaders.
Startup Stage
During the startup phase, a new business enterprise is established, and the emphasis is placed on creating a workable business model and obtaining traction in the marketplace (Dyer et al., 2011). At its founding in 1960, Baptist Health South Florida was a small healthcare facility with only 250 beds (Baptist Health, 2023). Dr. John Frost, who founded the hospital, envisioned developing a healthcare system offering the local population high-quality medical care. Dr. John Frost was prepared to take risks to make it happen. Baptist Health South Florida executives concentrated their efforts at this stage on creating a solid identity, earning the community’s trust, and developing their organization’s core competencies in healthcare provision (Baptist Health, 2023).
The key executive skills Baptist Health South Florida needed at the start-up stage included entrepreneurialism, risk-taking, innovative thinking, and strategic planning. The executive team at Baptist Health South Florida displayed these skills by building an innovation culture, devoting financial resources to cutting-edge technologies, and expanding its services. For instance, Baptist Health South Florida pioneered the neighborhood’s first minimally invasive cardiac surgery in the early 1990s (Baptist Health, 2023). The hospital gained a reputation as a pioneer in healthcare innovation owing to this substantial breakthrough championed by its leaders at the time.
Growth Stage
Increased sales, profit margin, and customer base mark the growth stage. At this stage, the business has established its place in the marketplace and is contemplating expanding its operations (Dyer et al., 2011). The growth phase for Baptist Health South Florida started in the 1990s when the medical center began expanding its operations and services (Baptist Health, 2023). The hospital executives introduced new facilities, such as urgent care, diagnostic centers, and specialty clinics. Also, the executive team worked on establishing new services in fields including cancer treatment, orthopedics, and neurology. The essential executive skills needed at the growth stage included leadership, strategy development, and operational efficiency (Au-Yong-Oliveira, M., & Walter). The executive team at Baptist Health South Florida displayed these skills by emphasizing cultivating a culture of brilliance, putting money into technological advancement, and revamping operations. For instance, in the early 2000s, the facility adopted electronic medical records (EMRs), enhancing patient care, lowering errors, and streamlining operations (Baptist Health, 2023). The facility also invested in robotic surgery technology, enhancing surgical results and healing.
Mature Stage
Stable sales, earnings, and market dominance mark the mature stage. The business has established itself as a dominant player at this stage, and the emphasis is on keeping that position (Dyer et al., 2011). Baptist Health South Florida entered its mature stage in the late 2000s after becoming a preeminent healthcare organization in South Florida (Baptist Health, 2023). The facility focused on acquiring cutting-edge equipment and technology, growing its services, and offering high-quality community healthcare. Innovation, customer relations, and corporate branding were essential executive skills at the mature stage. The executive team at Baptist Health South Florida displayed these skills by zeroing in on introducing new services, such as telemedicine, virtual care, and rehabilitation services, to accommodate the community’s ever-evolving needs (Baptist Health, 2023). Also, the facility invested in establishing a powerful brand, concentrating on offering compassionate community care and interacting with the community via different outreach initiatives.
Decline Stage
A downward sales, earnings, and market share trend typify the decline stage. At this stage, the institution could streamline and reconfigure its operations, cut expenses, and find new revenue streams. Baptist Health South Florida has not yet reached the decline stage. When this stage does materialize, the facility must be prepared for it (Dae-Geun, 2020). The executive team’s ability to overcome impediments and adjust to healthcare sector changes will depend on leadership, strategic planning, financial management, and change management. This would entail investing in new and adequate equipment and technology to enhance patient care and creating new services to address patients’ ever-evolving needs (Guenzel & Malmendier, 2020). The executive team must also be ready to make tough decisions to lower expenses while enhancing profitability.
Apply the KEYS model by Amabile in the article “Motivating Creativity in Organizations” p. 48 Table 1. Assess your organization’s environment on the following dimensions: Organizational Encouragement, Supervisory Encouragement, Sufficient Resources, Challenging Work and Freedom/Autonomy. Kasandra & Ariana
Organizational Encouragement:
According to Amabile (1997), a company promotes organizational encouragement through the constructive judgment of ideas, reward and recognition for creative work, mechanisms for developing new ideas, an active flow of ideas, and a company’s shared vision. BHSF employs strategies to enhance their organizational encouragement by creating surveys, training, and compensation strategies to provide high-quality services to patients. Baptist focused a part of the resources on creating computerized programs focused on the hospital’s use of information technology to ensure detailed and accurate documentation. In addition, the Baptist healthcare system compensates personnel teams for reducing errors and improving operational performance through creative processes to achieve the goals. BHSF has received multiple awards due to its telehealth program called “Take Your Meds!” which provides medication therapy management for home care patients with congestive heart failure. Some innovative services the hospital gives patients are counseling and encouragement via in-home video conference by pharmacists in collaboration with a home care nurse (Baptist Health Hospital, 2014). Ariana
Supervisory Encouragement:
Sufficient Resources:
Successful organizations provide workers with sufficient resources to obtain new ideas and fulfill consumers’ demands. BHSF is the region’s largest not-for-profit healthcare company which provides workers and patients with resources to provide and obtain high-quality services (Celixcpa, 2023). According to Amabile (1997), sufficient resources are defined as access to appropriate tools, including funds, materials, facilities, and information.
Baptist System has international centers with multiple healthcare professionals to serve patients with cancer, cardiovascular care, orthopedics and sports medicine, and neurosciences. Moreover, it includes Baptist Health Medical Group; Baptist Health Quality Network; and Baptist Health Care On Demand, a virtual health platform prepared to serve a broad spectrum of conditions across the state. BHSF has been nominated multiple times in recent years as one of the 20 sites ideal for working. Furthermore, employees demonstrate their satisfaction with the system due to the fair salaries they gain, the tools they have to obtain or communicate accurate information about their respective areas of work, and the compensation strategies they receive apart from the salary (Celixcpa, 2023). Ariana
Challenging Work:
Challenging work is defined as having to work hard on complex tasks and essential projects (Amabile, 1997). Successful organizations make workers part of important and challenging projects for the company. Furthermore, companies compensate employees for their creativity and hard work to achieve innovation. However, assigning hard work to employees is not the best strategy to improve performance without the right resources to fulfill the goals. For example, BHSF has many healthcare professionals to provide services in its locations. On the other hand, the population who receive services from the hospital is substantial. Therefore, the high-stress level in the hospital environment is a significant complaint from employees, which affects the physical and psychological workers’ performance (Saadeh & Suifan, 2020). Many Baptist workers have reported in surveys feeling overwhelmed with the quantity of work they should fulfill for the same wage salary they would receive in another location for less work. Ariana
Freedom:
Freedom is described as having flexibility in deciding what work to do or how to do it, a sense of control over one’s work (Amabile, 1997).
References
Am, J., Fursttenthal, L., Jorge, F., & Roth, E. (2020, June 17). Innovation in a crisis: Why it is more critical than ever. McKinsey & Company. https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/innovation-in-a-crisis-why-it-is-more-critical-than-ever
Armstrong, E., & Barsion, S. J. (2013). Creating “Innovator’s DNA” in Health Care Education. Academic Medicine, 88(3), 343–348. https://doi.org/10.1097/acm.0b013e318280cb7b
Au-Yong-Oliveira, M., & Walter, C. E. (2022). Innovators and Anti-innovators in the Digital Era–The Persecution of the Innovative by the Less Innovative. In Information Systems and Technologies: WorldCIST 2022, Volume 2 (pp. 83-92). Cham: Springer International Publishing.
Baptist Health South Florida Launches first Startup Company. (2022, March 22). Baptist Health South Florida. https://newsroom.baptisthealth.net/press-release/baptist-health-south-florida-launches-first-startup-company
Baptist Health Research. (n.d.). Baptist Health Research. https://baptisthealth.net/about-baptist-health/research
Baptist Health South Florida and Leidos Collaborate to Bring Real-Time Big Data to Healthcare Delivery. (2017, June 1). BAPTIST HEALTH SOUTH FLORIDA. https://newsroom.baptisthealth.net/pressrelease/baptisthealthsouthfloridaandleidoscollaboratetobringrealtimebigdatatohealthcaredelivery
Bhakuni, N. (2022, June 20). Advancing a culture of innovation to improve business, lives and health. THE BUSINESS JOURNALS. https://www.bizjournals.com/southflorida/inno/stories/partner-content/2022/06/20/culture-of-innovation-improve-business-life-health.html
Dae-Geun, K. (2020). A Study on the Effect of CEO Discovery DNA on Productivity. Thammasat Review, 23(2), 302-314.
Dyer, J., Dyer, J. M., Gregersen, H. B., & Christensen, C. M. (2011). The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators. Harvard Business Press.
Guenzel, M., & Malmendier, U. (2020). Behavioral corporate finance: The life cycle of a CEO career (No. w27635). National Bureau of Economic Research.
Marrero, E. (2015, July 22). Baptist Health South Florida Hospitals Named Best in Region by U.S. News & World Report | Resource | Baptist Health South Florida. https://baptisthealth.net/baptist-health-news/baptist-health-south-florida-hospitals-named-best-in-region-by-u-s-news-world-report
Rosen, M. J., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D. R., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433–450. https://doi.org/10.1037/amp0000298
Amabile, T. (1997). Motivating Creativity in Organizations. Review of Motivating Creativity in Organizations. Carolina Management Review.
Baptist Health South Florida Recognized Among Health Care’s Most Wired | Newsroom | Baptist Health South Florida. (2014). Baptisthealth.net. https://newsroom.baptisthealth.net/press-release/baptist-health-south-florida-recognized-among-health-cares-most-wired
Celixcpa. (2023, April 4). Baptist Health South Florida Named One of the 100 Best Companies to Work For® by Fortune and Great Place To Work®. Florida Hospital News and Healthcare Report. https://southfloridahospitalnews.com/baptist-health-south-florida-named-one-of-the-100-best-companies-to-work-for-by-fortune-and-great-place-to-work/
Saadeh, I. M., & Suifan, T. S. (2020). Job stress and organizational commitment in hospitals. The International Journal of Organizational Analysis, 28(1), 226–242. https://doi.org/10.1108/ijoa-11-2018-1597
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