with in-house development. Open innovation, which is a catchy term, is the creation
of value by organically combining internal and external information.
One of the activities for open innovation is to solicit information and ideas from
other companies, universities, and research institutes. In addition, using technology
intermediaries to search for partners that can solve technical issues is also a practice
of open innovation. The same is true of cocreating new business with partners in
different fields. Furthermore, in open innovation, the company does not carry out
product development itself but provides it to the market in the form of licensing to
other companies or spin-off ventures.
The goals of open innovation are diverse, for example, the creation of innovative
businesses and products by combining different fields and applying scientific results.
In addition, product development is accelerated to cope with shortening of the
product life cycle due to intensifying global competition, and large-scale research
and development investment is reduced. Organizations that cannot find hope in their
inward-looking culture tend to be idyllic for open innovation and aim for open
innovation without a strategy. Organizations that are open innovation-oriented tend
to be interorganizational and outward oriented. Information is circulated inside and
outside as well as back and forth across the organization.
In 2000, information sharing in hospitals, which aimed to share medical information inside the hospital, became a boom. The electronic healthcare records
(EHRs) allowed sharing of information across the region that attracted the most
attention. The trend until the 1990s was easy-to-use EHRs for doctors at the heart of
the medical team.
Since 2000, however, EHRs have come to require new features. They have been
required to support interprofessional collaboration that includes not only doctors but
also nurses, public health nurses, midwife, pharmacists, physiotherapists, occupational therapists, dietitians, radiologists, and clinical engineers. In addition, the
movement to standardize medical interventions also affected the EHR. In providing
care based on the clinical pathway, attention was focused on EHR as a tool to record
and analyze deviation events from clinical pathway in a standardized language.
In the 2010s, “health information exchange at community” has been advocated
across medical facilities, health promotion facilities, and nursing facilities. However,
open innovation in healthcare is lagging as far as health information and medical
information are concerned. There are 210 regional networks nationwide sharing
health information among hospitals. However, the number of registered patients is
only 1% of the Japanese population. With public long-term care insurance, which
commenced in 2000, it became a policy goal to “seamlessly connect medical care,
long-term care, and home care.” However, contrary to the policy, information
sharing between hospitals and long-term care institutions has not progressed
effectively.
Innovation in Health Informatics
13
of value by organically combining internal and external information.
One of the activities for open innovation is to solicit information and ideas from
other companies, universities, and research institutes. In addition, using technology
intermediaries to search for partners that can solve technical issues is also a practice
of open innovation. The same is true of cocreating new business with partners in
different fields. Furthermore, in open innovation, the company does not carry out
product development itself but provides it to the market in the form of licensing to
other companies or spin-off ventures.
The goals of open innovation are diverse, for example, the creation of innovative
businesses and products by combining different fields and applying scientific results.
In addition, product development is accelerated to cope with shortening of the
product life cycle due to intensifying global competition, and large-scale research
and development investment is reduced. Organizations that cannot find hope in their
inward-looking culture tend to be idyllic for open innovation and aim for open
innovation without a strategy. Organizations that are open innovation-oriented tend
to be interorganizational and outward oriented. Information is circulated inside and
outside as well as back and forth across the organization.
In 2000, information sharing in hospitals, which aimed to share medical information inside the hospital, became a boom. The electronic healthcare records
(EHRs) allowed sharing of information across the region that attracted the most
attention. The trend until the 1990s was easy-to-use EHRs for doctors at the heart of
the medical team.
Since 2000, however, EHRs have come to require new features. They have been
required to support interprofessional collaboration that includes not only doctors but
also nurses, public health nurses, midwife, pharmacists, physiotherapists, occupational therapists, dietitians, radiologists, and clinical engineers. In addition, the
movement to standardize medical interventions also affected the EHR. In providing
care based on the clinical pathway, attention was focused on EHR as a tool to record
and analyze deviation events from clinical pathway in a standardized language.
In the 2010s, “health information exchange at community” has been advocated
across medical facilities, health promotion facilities, and nursing facilities. However,
open innovation in healthcare is lagging as far as health information and medical
information are concerned. There are 210 regional networks nationwide sharing
health information among hospitals. However, the number of registered patients is
only 1% of the Japanese population. With public long-term care insurance, which
commenced in 2000, it became a policy goal to “seamlessly connect medical care,
long-term care, and home care.” However, contrary to the policy, information
sharing between hospitals and long-term care institutions has not progressed
effectively.
Innovation in Health Informatics
13