2010 Year in Review

Mayo Clinic Center for Innovation

We are pleased to share the Center for Innovation (CFI) 2010 highlights and

year-end review. We hope you will join us in celebrating our accomplishments.

Established in June 2008, the Mayo Clinic CFI is becoming nationally and

internationally recognized as a leader in transforming the delivery and

experience of health care. We have accomplished this by leveraging internal

and external collaborations and partnerships around our five guiding platforms:

Destination Mayo Clinic, Mayo Clinic Connection, Prediction and Prevention,

Wellness, Culture and Competency of Innovation.

Central to the methodology used by CFI is a focus on the patient and on design

thinking. When practicing design thinking, we step back from the immediate

issue and seek a broader perspective. We understand that most problems are

part of a larger whole, and that the solution lies in uncovering hidden truths.

Design thinking requires deep immersion into the problem to be solved. When

you are trying to transform health care, Mayo Clinic is the ideal place to practice

it. By pulling together multidisciplinary teams that bring varied expertise to the

problem and working with Mayo patients and other partners, we continue to

learn, grow and refine our methodologies.

As you will learn in this report, we are building strong internal and external

relationships around some very exciting projects aligned with Mayo Clinic’s

strategic plan. We would like to thank you for your support, and we invite you

to make 2011 the year that you engage with us. Whether you attend Transform

2011, take a class in the innovation curriculum, or work with us on a project, we

look forward to connecting with you to transform the experience and delivery of

health care.

In the meantime, we encourage you to think big, start small and move fast!

Nicholas F. LaRusso, M.D. Barbara R. Spurrier, M.H.A. Gianrico Farrugia, M.D. GI

In 2010, David Rosenman, M.D.,

and Ronald Amodeo developed

and directed “Thinking Differently:

The Innovation Curriculum at Mayo

Clinic,” an opportunity for Mayo Clinic

employees to learn key principles of

innovation. This occurs in an innovative

teaching environment aimed at helping

employees learn how to incorporate

innovation principles into their daily

activities.

Why “Thinking Differently”? Because,

Albert Einstein said, “The problems

that exist in the world today cannot

be solved by the level of thinking that

created them.”

In these classes, CFI’s goals are to:

• Awakenattendees’rawinstinctsfor

observing and reflecting and inventing

• Improvetheirabilitytoseethings

from multiple points of view

• Pointouttheconstraintsand

contradictions of innovation in

organizations so they know when to

think differently

Curriculum

2010 Results:

• 144uniqueparticipants

attendedaclass

• 24classeswereoffered

• 63departmentswere

represented

Cores, Labs and Technology

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Risk

Thinking

Failure

Luck

Conflict

Variation

Vivisecting

InnovationGraveyard

Entre-preneurism

Start with Dialogue

Mapping Boundaries

Thinking with Your Hands

Unlearning

Subtraction

DesignThinking

April 2010

May 2010

June 2010

July 2010

August 2010

October 2010

• Diminishfeararoundlackofcontrol

• Providetoolstoinnovate

• Giveattendeespracticeatinnovation

• Deliverandadaptthecurriculumusingthesame

principles taught in the classes

The curriculum was developed through extensive

research and discussion, prototypes, feedback,

iteration, and redesign. Classes were participatory

with small-group activities as an integral part

of a facilitated dialogue around the class topic.

Storytellers were invited from across the institution

to share a relevant real-life example from their

experience at Mayo, and were an integral part of

the class.

Classes were organized into 4 themes:

• TheLanguageofInnovation

• OpposingForcesinInnovation

• ToolsofInnovation

• ExperiencesinInnovation(alsocalled

Experiments)

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ExperimentsToolsForcesLanguageSurvival v.

Advancement

Operations v. Innovation

Better v. Different

Optimal v. Good Enough

Routine v.Experiment

Process v. Project

Is it possible to connect ideas with

the most promising mechanisms for

bringing about real change in health

care delivery? CFI thinks so! It’s

TRANSFORM!

OnSept.12–14,2010,theCenterfor

Innovation hosted our third event,

Transform2010–ThinkingDifferently

about Health Care, a collaborative

symposium on innovation in health care

experience and delivery. Led by a small,

enthusiastic and experienced team,

CFI pulled together an amazing group

of thought leaders and entrepreneurs

from many walks of life to share their

experiences.

Attendees totaled more than 500,

representing 24 states as well as

Canada, Switzerland and Singapore.

This multidisciplinary event creates

a unique symposium identity that

complements the mission, vision and

values of Mayo Clinic.

Throughout the two-day event, there

were plenty of opportunities for

Transform

2010 Results:

• Over500attendees

• 40speakerspresenting

around8themes

• Over3millionimpressions

tothepublicmadeonthe

WorldWideWeb

“We are starting to see

information as portable,

personalized and participatory

because of mobile technology.”

–SusannahFox

“If only we cared as much about

our Net Health as we do our Net

Wealth.”–SekouAndrews

“Health and health care are a

human right for all people.”

–PatchAdams,M.D.

“If we only address the symptoms and not the causes, the same problem comes back again.” -Dean Ornish, M.D.

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networking and dialogue with an impressive list

of speakers: Jamie Heywood, Thomas Goetz,

Susannah Fox, Jesse Dylan, James Levine, M.D.,

Ph.D., Patricia Moore, Robert Fabricant, Esther

Dyson,PatchAdams,M.D.,DeanOrnish,M.D.,

Tahir Amin, Priti Radhakrishnan, Sanne Magnan,

M.D., Ph.D, Lyle Berkowitz, and dozens of

others. There were also presentations given by

the winners of a global competition that we host,

known as iSpot.

TRANSFORM2011willtakeplaceinRochester,

Minn.,onSept.11–13,2011.Registrationhas

already begun. Please visit our website for more

information: http://centerforinnovation.mayo.edu/

transform/index.html.

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In 2010, CFI enhanced our collaborative

tool, the Launchpad ideation system.

Launchpad now provides an online

collaborative space where groups

can follow through with ideas they’ve

generated. Groups can now be formed

by anyone at Mayo Clinic. The intended

use of Launchpad includes facilitating

teams or departments with a need and

a desire to collaborate. The flexibility

of adjusting security settings for each

group allows teams to be as transparent

or private as needed.

A new feature with the updated

LaunchpadsystemisSingleSignOn.

This allows all employees of Mayo

Clinic to access the system from within

the firewall, without having a different

password from their Mayo Clinic

password.

Launchpad

2010 Results:

• Launchpadisnow

availabletoallMayo

employeesacrossallsites

• CurrentlyLaunchpadhas

1,937usersforming105

groups

• Over40departmentsare

usingLaunchpad

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2010 Results:

• Completedall2009CoDE

projects

• Co-createwiththe2010

recipientsbyofferingCFI

resources,networkingand

conversations

• Received119applications

forCoDE2010funding

fromMayoClinic

Rochester(87),Mayo

ClinicArizona(8),Mayo

ClinicFlorida(4),and

MayoHealthSystem(20)

• Alliedhealthstaff

submitted58applications

•Eightgroupsreceived

funding

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The CoDE (Connect Design Enable)

Innovation Awards, sponsored by CFI,

was created to encourage collaboration

throughout Mayo Clinic by linking good

ideas with the right resources and

tools. In 2010, the awardees from 2009

completed their projects, and changes

were made to the 2011 competition

basedonthelessonslearned.One

big change was to provide awardees

with a range of financial support (from

$5,000 to $100,000), depending on

their proposal, rather than a single

set amount. Recipients also had the

opportunity to partner with the CFI team

and resources.

Through this partnership, awardees will:

• Learnnewskillsforcraftingideasto

tell a powerful story

• Buildanetworkofcollaborators

at Mayo

• Connectwithkeyleaders,innovators

and idea champions to help solve

real-world challenges

CoDE Innovation Funds (Connect, Design, Enable)

Application Titles Proponents

e-Concierge Service John Murphy

Electronic Pathway David Cook, M.D.

Exposure-based Therapy Stephen Whiteside, Ph.D., L.P.

Oxistimulator Joan Kilger, R.N., C.R.N.A.

Patient Travel Assistance Phillip Burton

Pediatric Phlebotomy Chair Aida Lteif, M.D.

No Time to Wait: Redesigning the ED Brent Asplin, M.D.

Transfusion Synergetics Mark Ereth, M.D.

2010 Recipients of the CFI CoDE Innovation Funds

Nearly eight years ago, under the

leadership of Michael Brennan, M.D.,

and Nicholas LaRusso, M.D., the

Mayo Clinic Department of Medicine

envisioned a “living lab” that would

allow specialists to study how health

care is experienced and delivered

to patients. The outcome was Mayo

Clinic’suniqueOutpatientLab,a

versatile environment that brings

health care providers together with

patients into a space that allows

experimentation with care model

prototypes. The goal is to create the

optimum health care experience.

Modeled on a scientific research

laboratory, where hypotheses are

generated, tested, and communicated,

theOutpatientLabfunctionsinaclinical

setting in which providers experiment

with health care delivery methods.

Outpatient Lab

2010 Results:

• Anewtwo-room

consultationsuitecalled

the“JackandJillRooms”

• Examroomwith

equipmentisloacated

betweentwoconversation

rooms

• Removingequipment

fromtheconversation

spaceallowsforfurniture

designandplacementto

enablemoremeaningful

conversations

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TheOutpatientLabisidealforprototyping,

observing, and running pilots because of these

features:

• Theenvironmentisdesignedforflexibilityto

facilitate different ways of thinking. Walls may be

expanded or collapsed to meet the unique needs

of various experiments.

• Camerasandglasswallsassistinobservation

and analysis with the informed consent of

participants.

• Eachroomincludesaudioandvideomute

buttons so clinicians and patients can have

privacy during moments of the visit.

• Projectmanagementspaceincludesvideo

monitors and debriefing areas to allow

monitoring of experiments and real-time

debriefing between researchers and research

participants.

• Avideomonitoringroom,designedtoensure

privacy, allows live observation with video

recording to a secure video server with DVD

backup, video analysis software, and audio-

transcription tools.

TechniquesusedintheOutpatientLabmayalso

be used in a department’s physical space, where

CFIOutpatientLabcoordinatorscanfacilitate

real-time studies to identify needed improvements.

TheOutpatientLabisavailabletoallMayo

Clinic departments and providers to help identify

problems and create evolving solutions.

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10

A strength of CFI is our Technology

Core team, whose members provide

expertise in technology including

knowledge of trends, ideas and support

for all of our projects. In 2010, the CFI

IT team had an opportunity to work on

multiple projects and initiatives. Some

highlights include:

• RIOSPhase2Technology

Implementation for General Internal

Medicine and Neurology

As part of Re-imagining Integration

intheOutpatientSetting(RIOS)

project, CFI Technology team

supportedRIOSindevelopingand

implementing technology rollout of

OfficeCommunicatorandSkypefortwo

departments external to CFI (General

Internal Medicine and Neurology). This

will help us determine the effective use

of collaboration technologies to enable

efficient communication between clinical

Technology Team

2010 Results:

• Technologyteamworked

on94projectssupporting

theCFIportfolioof

projects

• VirtualMayoClinic

created

• CFIGonda16move

preplannedinSecond

Life

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providers and between providers and patients. The

objective of this project is twofold:

o Virtual consultation where one physician shares

patient information with a second physician

located some distance away. Both physicians

would have simultaneous access to Mayo

Electronic Medical Record for viewing patient-

specific data. Live video and audio imaging of

each physician would aid this process.

o Virtual consultation where patient and nurse pair

in one room with consultation being provided by

a clinician in a distant room. Quality audio/video

connectivity will facilitate interaction and clinical

observation among all three.

• SecondLife

Through supporting the Second Life Prototype

project, CFI has used the technology and resources

to visualize in 3-D the new space for CFI prior to

our move to Gonda 16 in 2011. By creating a scale

mock-up in Second Life, space design, furniture

layout, and collaborative space were designed

and modified at considerably less cost then a real

move-in and yet allowed the team to develop and

refine with the space planners, thus creating what

we believe to be the optimum space for our team

and innovation in health care.

3-D visualization of new space in Second Life

Project Highlights

In 2010, CFI was asked to partner with

Yale University as a case study subject

for the Yale School of Management and

its business innovation studies. Funded

by the Rockefeller Foundation and

facilitated by William Drentel, a member

of the CFI external advisory committee,

it was an honor to be asked by Yale to

be a case study.

The case study went live in late 2010,

and focuses on Mayo Clinic’s and

CFI’s history and role as a catalyst for

innovation in health care. The case is

divided into six parts: Mayo’s tradition

of innovation, changes in care delivery,

founding of CFI, establishing the CFI,

selected projects and an evaluation

of CFI. The case study is open to the

public, has already been highlighted

bytheDesignObserverGroupintheir

onlinepublicationCHANGEOBSERVER

and can be found at http://nexus.som.

yale.edu/design-mayo/.

Yale Case Study

2010 Results:

• Yalecasestudyavailable

tothepublic

• Articlesandblogpostings

• WillbepartoftheYale

SchoolofManagement

MastersinBusiness

programin2011

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The Center for Innovation (CFI) uses

virtual, augmented and facilitated

reality — a virtual Mayo Clinic — to

help create global access to Mayo-

branded products and services without

the constraints of physical, cultural or

geographical barriers.

Virtual Mayo delivers a three-

dimensional, collaborative experience

that allows physicians and allied health

staff to interact with patients, the public

and each other in a computer-simulated

environment. Created in Second Life

Grid™ (Internet-based technology that

provides the platform where the virtual

world resides and tools to develop its

virtual presence), Virtual Mayo provides

total immersion, including realistic

sights, sounds and social interaction.

CFI uses Virtual Mayo to facilitate public

and professional education, patient

recruitment and support, affinity support

groups, architectural process modeling

and virtual efficiency studies. “Virtual

Mayo makes it very efficient to interact

globally,” says Brian Kaihoi, technology

lead. “It gives physicians the ability to

address the public, consult with other

physicians, and ultimately to provide

remote patient care through eConsults

conducted in a three-dimensional, real-

time environment without geographic

limitations.”

Virtual Mayo Clinic in Second Life

2010 Results:

• In2010,VirtualMayo

hostedfiveinteractive

medicalpresentations,

focusedonatrial

fibrillation,coloncancer,

Marfansyndrome,

prematureventricular

complexesandradiology,

aswellassectionsofthe

Transformsymposium

• TheCFIrecently

partneredwiththeMayo

ClinicGlobalProducts

andServicestodesign

infrastructureforanew

facilityinVirtualMayo

Asynchronous eConsults

Asynchronous eConsults are a unique

way to provide specialty consultations

for specific questions that are more

complex than a “curbside phone

call” can complete (due to charts, or

documentation review needed) and

when seeing the patient face-to-face

isn’t required. This text-based service

is designed to be easy-to-order and

within the care providers workflow

while providing quick turnaround and

the necessary documentation for

scheduling, billing and tracking. This

benefits the patient by eliminating the

need for a face-to-face visit, and the

referring care provider by allowing the

care management to stay within his or

her control. eConsults also benefit the

care provider by opening up utilization

on his or her calendar since these can

be accomplished in about one-third the

time as a face-to-face appointment.

eConsults

2010 Results:

• Expandedto158

conditionsand39areas

withinMayoClinic

Rochester

• Completed2,393

eConsultsin2010(twice

whatwecompletedin

2009)

• >95%qualitymetrics

obtained

• Initiatedpilotswithselect

physiciansinFranciscan

SkempandAlbertLea

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15

Synchronous eConsults

Synchronous eConsults provide

patients with a specialty consult using

audio/visual technology for real-time

collaborations, typically with the patient

in the room. Different technologies have

been piloted to help determine quality

and satisfaction of the consultation (e.g.,

Cisco HealthPresence with examination

peripherals; Tandberg conferencing

equipment for more discussion-based

scenarios).

Evaluations were conducted with our

Mayo Clinic Health System partner

in Cannon Falls, Minn., and are now

expanding to underserved populations

such as between our Mayo Clinic Breast

Clinic and a clinic in Anchorage, Alaska.

In both types of eConsults, CFI has

collaborated with Mayo departments,

includingReferringPhysicianOffice,

InternalMedicineOutreachOffice,

OfficeofAccessManagement,and

ClinicalOperations,inordertoensure

successful pilots can be operationalized

for further rollout.

2010 Results:

• Performed>30

examination-based

eConsultsforMayoClinic

HealthSystem

• Initiatedapartnership

betweenaclinicin

Anchorage,Alaska,and

MayoClinicRochester

BreastClinictoprovide

synchronouseConsultsto

theunderserved

• Qualityoutcomes

exceeded98%in

appropriatenessoforder

andclarityofquestions

All medical practices with less than

10 physicians must implement an

electronic medical record (EMR) system

by 2012. CFI teamed with Mayo Health

System — a network of clinics and

hospitals that serve the health care

needs of people in 70 communities

throughout Iowa, Minnesota and

Wisconsin — to investigate and identify

user and support system needs and

identify the functionality and features

the EMR software requires.

“We were challenged to create the ideal

EMR software for small practices,” says

Designer Caroline Lu. “We had to learn

their idiosyncrasies — team dynamics,

customs and culture — and design

software that responded to their needs.”

EMR for small practices

2010 Results:

• CFIdesignersunveiled

threethemes:teamwork,

workflowandtransition

needs

• Developedconcept

modelstodemonstrate

howthesoftwaremight

lookandfunction

• Feedbackconfirmed

theneedforanintuitive,

user-friendlyinterfacethat

allows:

o Easy-to-order

prescriptions,imaging,

labs,specialtyand

follow-upconsults

o Relevantinformation

trackingforchronic

diseasemanagement

(particularlydiabetes)

o Efficientinteractionwith

outsideservicessuch

asbilling,e-referrals

andauto-generated

healthmaintenance

reminders

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Understanding through observation

NURSE UPDATES PATIENT CHART

PHYSICIANBEGINS PATIENT

EXAM

PHYSICIAN DOES PATIENT EDUCATION

NURSE MOVES ON TO THE NEXT

PATIENT

PATIENT CHECK-INWITH REGISTRATION

NURSE BRINGS BACK PATIENT

NURSE TAKES PATIENT VITALS AND MAIN

COMPLAINT

NURSE DOES HEALTH MAINTENANCE

NURSE NOTIFIES PHYSICIAN THAT

PATIENT IS ROOMED

PHYSICIAN BRIEFLY REVIEWS PATIENT

INFORMATION

PHYSICIAN ADDRESSES MAIN

COMPLAINT

PHYSICIAN DIAGNOSES PROBLEM

NURSE FUNCTIONS AS SUPPORTING ROLE DURING DIAGNOSIS

PHYSICIAN ENDS THE EXAM

PATIENT MOVES ON TO BILLING AND

SCHEDULING

PHYSICIAN MOVES ON TO DICTATION OR NEXT PATIENT

In 2010, the CFI design team worked

with Exact Sciences Corporation

and the Mayo Clinic Division of

Gastroenterology and Hepatology

to develop a patient-friendly stool

collection kit for use in colorectal

cancer screening. In just three months,

CFI conducted primary research,

synthesized insights, developed

concepts, tested preferences,

refined concepts, and made final

recommendations used in the creation

of a discreet, easy-to-use stool

collection kit that ensures accurate

results. The research enhanced

understanding of the entire service

process influencing the design of

the stool collection kit. The team

expanded the notion of who the “user”

was beyond the patient to include

physicians, nurse technicians and

laboratory technicians in developing a

discreet, easy-to-use stool collection kit

for all users.

The team created stool collection kits

after researching available medical and

pet industry alternatives and identifying

22 variables. Their kits included

directions, collection devices, and

sampling containers.

Early Cancer Detection

2010 Results:

• Morethan20volunteer

patientswererecruited

totesttheassembledkits

andprovidefeedback

• CFIrepresentatives

presentedtheirfinding

toExactSciences

CorporationandMayo

ClinicDivisionof

Gastroenterologyand

HepatologyinJune2010

• ExactSciences

Corporationanticipates

thecolorectalcancer

screeningtestwillenter

clinicaltrialsin2011and

besubmittedforFoodand

DrugAdministration(FDA)

approvalin2012

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Integration is the act of assembling

clinical data, opinion and action about

an individual patient from many different

sources into an assessment and plan.

The Center for Innovation (CFI) and

the Re-imagining Integration in the

OutplacementSetting(RIOS)initiative

are generating processes, tool and

strategies to improve integration in

Mayo Clinic’s outpatient practices.

CFI is guiding the re-imagination of

care team and practice models in two

priority areas: reducing the physician’s

administrative burden and restructuring

the organization of the physician’s day to

allow for different ways of delivering care.

CFI team members partner with

divisions and departments to address

administrative burden. They collaborate

with IT, communications and clinical

practices to create prototype efforts

related to how a physician’s day

might be better organized. “We’re

implementing change in many different

systems at once, within structured

departmental environments,” says

Maggie Breslin, design researcher,

“so successful innovation depends on

Re-imagining Integration in the Outpatient Setting2010 Results:

• Experimentedwith

technologytoconnect

physiciansandprovider

teamsbothinternally

andremotelytoimprove

communicationpathways

• Continuedeffortsto

partnerwithclinical

practiceareasaround

practiceredesign

• IntroducedMayo

stafftoprinciplesof

designthinkingandthe

CFImethodologyof

observationalresearch

andco-creation

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both top-down and bottom-up investment and

implementation.”

CFI’s design method is built on experimentation.

“CFI creates new models and strategies for

departments to explore,” says Breslin. The process

requires a thorough understanding of situation,

initial prototyping, testing and more prototyping.

Designers learn everything they can about how

systems, processes and tools currently work. They

conduct prototyping research to identify concepts

and find low-fidelity — usually quickly built

prototypes — ways to build them.

Department physicians and allied health staff

then use the concepts in a live clinical setting

to determine their value. Through a constant

process of hypothesis generation, prototyping

and evaluation, CFI designers advance the best

ideas to develop a systemic solution. Collaboration

with institutional partners builds confidence in the

viability and value of the solution.

Many of the interviews with care teams conducted

aspartofRIOSresearchproducedthesame

insight: Mayo Clinic needs to ensure that its

integrated care model evolves to support changing

patient needs and the changing nature of Mayo’s

medical practice.

“The only way to create systems that can

constantly evolve is to build for dynamic change,”

says Breslin. “Especially in large, complex systems

such as Mayo Clinic, the process requires that

success is measured in small increments. We

encourage the departments we work with to think

intermsofsolvingthisproblemtoday.Onesmall

answer leads to other considerations and ultimately

builds to dynamic solutions.”

Outpatient Lab Coordinator

GIM

Endocrinology

Neurology

GI

CardiologyRadiology

Orthopedic Surgery

Urology

Dermatology

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In 2009, Austin Medical Center (AMC)

and Mayo Clinic Center for Innovation

partnered to develop a patient centered

medical home model in Austin, Minn.,

which may ultimately serve as a model

of patient centered medical home care

for the rest of the nation. As an initial

step, an overall strategic plan toward

the delivery of a patient centered

medical home was developed. The plan

identified five concurrent goals:

• Understandandincorporatethe

needs and expectations of patients

and their families in the redesign of

the way community-wide health care

is experienced and delivered.

• Designanefficient,effectivedelivery

system through the development and

implementation of a patient-centered

medical home model.

• Createastructurethatprovides

value to payers and employers and

capitalizes on funding opportunities

at state and federal levels.

• Measurablyimprovethehealthofthe

community.

• PositionAustinMedicalCenterasthe

employer of choice for physicians and

allied health staff in the region.

Patient Centered Medical Home

2010 Results:

Ourworkandsupportwith

Austincontinuedin2010

withthefollowing:

• AustinCommunityHealth

&WellnessSummit

onJune17,2010–80

Austincommunityleaders

participated

• Initiated4community-

basedparticipatory

engagementteamsto

continuetheworkfrom

June17,2010

• CoordinatedtheAMC

andAustinChamberof

Commerceevent–60

communitybusiness

leadersparticipated

• Participatedinthe

InstituteforHealthcare

Improvement(IHI)Triple

AimmeetinginChicago

withtheAMCteam

• Receivedcertification

fromthestateof

Minnesotaasamedical

home(newrevenueof

carecoordinationdollars

tothepractice)

Diseasemanagement

Remotemonitoring

Medicalteam

24/7access

Evidence-basedmedicine

eConsultsElectronicmedicalrecord

Patientregistries

Austin, Minn.

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The CFI provided a design team to do on-site

research to identify the needs and expectations

of the community of Austin. The design research

team helped to identify objectives and goals for its

research into the mindset in Austin. The messages

gathered and lessons learned in Austin resonate

throughout the world:

Right now, life is filled with complexity and a certain

level of anxiety. What is needed most is to ease

that complexity and anxiety. Greater integration and

navigation of services in terms of physical access,

cost and visibility is helpful. Creation of additional

individual products and services is not.

The point is to empower individuals to care for

themselves throughout their lifetime in a manner

appropriate to each life stage. People want to be

equipped to handle specific individual situations.

That communication will simplify their lives and

make long-term behavior change and adherence to

a personalized regimen easier.

The patient-centered medical home is intended to improve the experience and health of the individual, improve the overall health of the community and reduce the per capita costs of providing health care services to the community.

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This project is a collaboration among

CFI, the American Cancer Society

(ACS) and the National Colorectal

Cancer Roundtable (NCCRT) to

create a national campaign to

increase awareness and encourage

preventive screening for colorectal

cancer. According to the Centers for

Disease Control and Prevention (CDC),

colorectal cancer is the second leading

cause of cancer-related deaths in the

United States.

ACS/NCCRT welcomed a partnership

with the CFI to help provide a new

and unique approach for an upcoming

media campaign launch. Together, we

contracted with the Art Center College

of Design in Pasadena, Calif., to come

up with a media approach that utilizes

different communication technologies

with a focus on family history and the

use of extended family for support.

Mixed Media Campaign on Colorectal Cancer Awareness

2010 Results:

• Campaignpromotes

knowledgeoffamily

historytargetingapre-50

agemarket

• Engagesboththe

intendedpatientand

familymembers

• Incorporatesthe

“BlueStar”symbol

forcolorectalcancer

awareness(where

deemedapplicable)to

correlatetootherACS

initiatives

• Videopremierisexpected

inMarch2011totime

withColonCancer

AwarenessMonth

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The CFI public presence has been

enhanced. We’ve set out to engage with

the public by inviting guests to visit Mayo

Clinic as well as respond to requests

from internal and external organizations

to experience the physical space, share

our methodology and the history and

composition of the CFI team.

The Transform symposium had an

enormous amount of traffic on Twitter,

and had many media mentions. The

public continued to “tweet” about

#TXFM10 before, during and after the

event, with tweets continuing to mention

our hash tag even into the New Year!

Ourexternalwebsitecreatedin2009has

had over 100,000 views and over 35,000

visits, with our greatest activity during the

Transformsymposium.OurMayoClinic

Center for Innovation blog site has been

in existence since June 2009. We are

connected to the Mayo Clinic blog Web

page on MayoClinic.com and are excited

that we are growing a following. We had

quite a bit of traffic in 2010, thanks in

large part to Transform and our efforts to

engage with the public with blog posts on

our work in CFI. We had over 20,000 views

and Sept. 14, during Transform 2010, was

our busiest day. (Transform occurred Sept.

12 through 14 during 2010.) We had over

34 blog posts with over 800 comments

from the public.

Speaking of the public, our Center for

Innovation Facebook page is also getting

attention! Two years ago we didn’t have a

Facebook presence or a blog, and, today,

our Facebook page has over 200 friends!

We are looking forward to more traffic and

friends in 2011.

Our Public Presence2010 Results:

• 253toursweregiven

atCFI

• Websiteandbloghashad

over100,000visits,with

260viewsonourbusiest

day.

• Transformtouchedover

3millionpeopleonthe

Webthroughmedia

mentions,Twitteractivity,

blogsandadvertising

impressions

• Over11articlesinnational

mediaoutletsonCFI

Language Forces Tools Experiments

Survival v. Advancement

Operations v. Innovation

Better v. Different

Optimal v. Good Enough

Routine v.Experiement

Process v. Project

Risk

Thinking

Failure

Luck

Conflict

Variation

Vivisecting

InnovationGraveyard

Entre-preneurism

Start with Dialogue

Mapping Boundaries

Thinking with Your Hands

Unlearning

Subtraction

DesignThinking

April 2010

May 2010

June 2010

July 2010

August 2010

October 2010

2,500

2,000

1,500

1,000

500

0Jul 2009 Nov 2009 March 2010 Jul 2010 Jan 2011

20,533views all-time

78views today

260views on your busiest day,September 14, 2010

A year's worth of traffic on the CFI blog

20,533 views all-time 78 views today 260 views on your busiest day, September 14, 2010

A year's worth of traffic on the CFI blog

23

A year's worth of traffic on the CFI blog

Language Forces Tools Experiments

Survival v. Advancement

Operations v. Innovation

Better v. Different

Optimal v. Good Enough

Routine v.Experiment

Process v. Project

Risk

Thinking

Failure

Luck

Conflict

Variation

Vivisecting

InnovationGraveyard

Entre-preneurism

Start with Dialogue

Mapping Boundaries

Thinking with Your Hands

Unlearning

Subtraction

DesignThinking

April 2010

May 2010

June 2010

July 2010

August 2010

October 2010

2,500

2,000

1,500

1,000

500

0Jul 2009 Nov 2009 March 2010 Jul 2010 Jan 2011

20,533views all-time

78views today

260views on your busiest day,September 14, 2010

A year's worth of traffic on the CFI blog

20,533 views all-time 260 views on our busiest day, Sept. 14, 2010

A year's worth of traffic on the CFI blog

“Connecting” is part of the methodology at CFI. We

know how important it is to partner with others who

are experts in their fields. The CFI has connected

internally with many committees, departments,

divisions and business units and externally with

companies, universities and academic centers.

Ourcollaborationsarecharacterizedbythinking

big, starting small and moving fast, with refinement

through observational research, prototyping,

piloting and implementation.

Externally, we have established relationships

with world-class leaders in their fields: Purdue

University, University of Illinois, MIT, Cisco, GE,

IDEO,KaiserPermanente,YaleUniversity…and

the list goes on and on. We are inviting more

people into our conversations around transforming

healthcaredelivery.Ourapproach,combinedwith

the resources and infrastructure we bring and our

internal and external collaborations, is a dynamic

combination that innovation requires to solve

problems in new ways.

2010 Collaborations

Over29departments,includingMedicine,Dermatology,FamilyMedicine,Orthopedics,Neurology, Pediatrics, Radiology and Urology

Internal Advisory Council

Employee Community Health

Charter House

Global Products and Services

Dan Abraham Healthy Living Center

Mayo Clinic Health System

Mayo Clinic Northwest Clinic

Patients

The Conference Board

SG2

External Advisory Council

GE

Kaiser Permanente

Yale University

Purdue University

University of Minnesota

MIT

Steelcase

IDEO

Doblin

Cisco

Alaska Native Medical Center (ANMC)

Internal

24

External

In 2010, John Noseworthy, M.D., Mayo Clinic’s

PresidentandCEO,unveiledanewstrategicplan.

CFI has responded by re-evaluating our work

and organizing to better align with Mayo Clinic’s

refreshed plan, also known as The Mayo Effect. A

new lab and new working space are also part of our

2011 initiatives.

Practice Redesign

• WHAT: Reduce outpatient practice costs by

30 percent while improving the patient

experience and maintaining/enhancing quality

outcomes.

• HOW: Conduct radical experiments to develop

new practice models by the end of 2012.

Implement the new model(s) to a substantial

part (>40 percent) of the Mayo Clinic outpatient

practice by end of 2014.

Community Health Transformation

• WHAT: Accomplish a Triple Aim* model in the

Mayo Clinic Health System (MCHS) Central

Region and Employee Community Health (ECH)

(* improve the health of the population; enhance

the patient experience; and reduce the per capita

cost of care).

• HOW: Create Triple Aim prototypes by end of

2011. Implement a pilot of the new model in

the MCHS Central Region and ECH practice

by 2012.

Care at a Distance

• WHAT: Develop three sustainable models that

extend specialty care from traditional clinic/

hospital settings.

• HOW:Pilotbymid-2012inthreevenues–an

underserved area in the United States, an

affiliated practice, and a patient’s home.

Culture and Competency of Innovation Lab

• WHAT: Create a culture and competency

of innovation in health care for Mayo Clinic

employees and the public.

• HOW:

o Next generation LaunchPad and CoDE

o Toolkit @ CFI

o TRANSFORMsymposium(Sept.11–13,2011)

The Future – 2011 Initiatives

25

New Lab

Healthy Aging and Independent Living Lab

InspiredbythesuccessoftheOutpatientLab,

we have begun to build a Healthy Aging and

Independent Living (HAIL) Lab, in collaboration

with the Kogod Center for Aging. The HAIL Lab is

embedded within the Charter House, a continuous

care retirement community. The HAIL Lab will be a

place to prototype and pilot services and products

designed to promote aging in place — keeping

seniors at home and independent. Projects will

center around three themes: caregiver education

and support, the living environment, and transitions

of care. The first experiments are being designed

and will go live by the second quarter 2011.

26

New Space

In 2010, CFI began planning for our move to Gonda

16, bringing our multidisciplinary team together in

one physical space in 2011.

27

Summary

The first few years of any new organization are filled with triumphs and growing

pains. We look back with pride in our accomplishments and look to the future

with enthusiasm and eagerness for our innovation team to help advance Mayo

Clinic’s strategic plan. The CFI’s commitment to transforming the delivery and

experience of health care is huge, but together with our patients and internal

and external collaborators, we can do it.

Ourrecognitionisgrowing,andwelookforwardtoitincreasingevenmore.

We have established a world-class symposium with Transform, and we hope

youcanjoinusSept.11–13,2011,eitherinperson,ontheWeb,ourblog,and

maybe even virtually in Second Life.

We thank you for your continued support of our efforts, and we look forward

to what 2011 will bring to the Center for Innovation, Mayo Clinic and, most

importantly, the patients and people we serve.

28

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