1. Opportunities With AVIA
5 August 2014

2. Your Needs
My Response

3. Your Needs
My Response
Need #1
Strategic Thinker To
Help Grow Business

5. Your Needs
My Response
Need #2
Senior Manager To
Engage Stakeholders

7. Your Needs
My Response

8. I get it.

9. Unique Combination Of Skills
AVIA Positioning Ideation
Pfizer Case
Firestone Case

10. Unique Combination Of Skills
AVIA Positioning Ideation
Pfizer Case
Firestone Case

12. I’ve worked
with health
care brands,
in other
categories,
and a myriad
of types of
enterprises.

13. MANAGEMENT
Examples
§ Manage
Teams
§ Manage
Clients
§ Manage
Vendors
§ Solid Line
§ Dotted Line
§ Lead
§ Member
§ Consultative
SALES
Examples
§ Write /
Manage
Pitches
§ Write /
Manage
RFPs and
SOWs
§ Identify
White
Spaces
INNOVATION
Examples
§ Conduct
Secondary
§ Interpret
Secondary,
Qual, and
Quant
Findings
§ Lead or Co-
Lead Qual
Design
§ Co-Create
with Clients
and Clients’
Partners
§ Identify and
Begin
Instilling
Culture
§ Lead
Workshops
FRAMEWORK
Examples
§ Map User
Experience
§ Evolve
Business
Model
§ Build Brand
Architecture
§ Develop
Brand
Positioning
§ Develop
Brand
Strategy
PLANNING
Examples
§ Develop
Plan To
Engage
Employees
§ Develop
Launch
Plan
§ Develop
Marketing
Plan
§ Develop
Messaging
Hierarchy
TOUCHPOINTS
Examples
§ Manage
Creation of
Brand
Idenity,
Collateral,
Web
Concepts,
Naming,
Tag Line,
Corporate
Identity,
Direct Mail,
Employee,
POS, Print
Ad, Store
Design, And
Trade Show
Touchpoints

14. MANAGEMENT
Examples
§ Manage
Teams
§ Manage
Clients
§ Manage
Vendors
§ Solid Line
§ Dotted Line
§ Lead
§ Member
§ Consultative
SALES
Examples
§ Write /
Manage
Pitches
§ Write /
Manage
RFPs and
SOWs
§ Identify
White
Spaces
INNOVATION
Examples
§ Conduct
Secondary
§ Interpret
Secondary,
Qual, and
Quant
Findings
§ Lead or Co-
Lead Qual
Design
§ Co-Create
with Clients
and Clients’
Partners
§ Identify and
Begin
Instilling
Culture
§ Lead
Workshops
FRAMEWORK
Examples
§ Map User
Experience
§ Evolve
Business
Model
§ Build Brand
Architecture
§ Develop
Brand
Positioning
§ Develop
Brand
Strategy
PLANNING
Examples
§ Develop
Plan To
Engage
Employees
§ Develop
Launch
Plan
§ Develop
Marketing
Plan
§ Develop
Messaging
Hierarchy
TOUCHPOINTS
Examples
§ Manage
Creation of
Brand
Idenity,
Collateral,
Web
Concepts,
Naming,
Tag Line,
Corporate
Identity,
Direct Mail,
Employee,
POS, Print
Ad, Store
Design, And
Trade Show
Touchpoints

15. Unique Combination Of Skills
AVIA Positioning Ideation
Pfizer Case
Firestone Case

16. AVIA
AVIA’s Market
To develop ideas, I audited AVIA and its market.

17. AVIA
AVIA’s Market
To develop ideas, I audited AVIA and its market.

18. Home » The Innovation Imperative 43
H&HN Daily
The Innovation Imperative
07.01.14 by Ian Morrison
Health care delivery has to innovate on a massive scale for higher performance.
If you are an optimist, as I am, you see growth in health care costs moderating, coverage expanding, and important progress being made on patient safety and
quality. But even optimists cannot be complacent. We are just scratching the surface of what must be done to transform the health care delivery system.
Remember, the baby boom is just starting the long march through Medicare (and for the vast majority of the eventually impoverished seniors, a significant
tramp through Medicaid).
It is also wise to consider that health care premiums are swamping the finances of most middle class Americans as well as the businesses and taxpayers that
support those health insurance premiums. And recall: We are on the edge of dazzling technologies that have the potential to extend life, cure disease and
ameliorate suffering, but at a cost that could be staggeringly expensive. No, we cannot be complacent;; we need to innovate our way out of this.
Creating Sustainable Affordability
Health care affordability is the key challenge. We lull ourselves into complacency if we simply try to bend the trend a wee bit. Health care is already
outrageously expensive, and the pressures from an aging, obese, spoiled and demanding public will overwhelm our ability to pay for health care as it is
currently conceived and delivered. Add to the demand side the new technologies on the supply side — genetically engineered drugs;; intelligent implantable
devices;; and new forms of prosthetic aids to mobility, well-­being and function (none of which sounds cheap to me) — and you have a recipe for unit costs
increasing and volume of units expanding.
Oh yes — we are bringing 50 million more Americans into the fold with coverage expansion, slowly but surely, over the coming decades, because we
Americans are not really the heartless bastards we sometimes appear to be to the rest of the world. (I am writing this in Scotland, so maybe I am tainted by the
local views.)
But while affordability is the key challenge, the solution is not just cost-­cutting and re-­engineering. Don't get me wrong — we need to do those things, but they
will not get us where we need to be. As one CEO in another industry with whom I worked taught me: "You cannot re-­engineer your way to greatness."
Many organizations are on the path of process redesign, supply chain rationalization, clinical process improvement and Lean. All good. But in many cases,
they will yield improvement that will be smothered by the forces of supply and demand. No, the true challenge is to create sustainable affordability through
massively scalable innovation.
Leading Innovation
My longtime friends and colleagues Molly Coye, M.D., chief innovation officer at UCLA Health System, and Wendy Everett, chief executive officer of the
Network for Excellence in Health Innovation, are pioneers in tackling this innovation imperative. I was honored to participate recently in their second annual
National Healthcare Innovation Summit held at Harvard University Medical School in conjunction with the Healthcare Information and Management Systems
Society and Avia. The summit brought together chief innovation officers and chief transformation officers of leading health care delivery systems, encouraging
interaction between thought leaders in health care and many smaller entrepreneurial inventive companies.
The value of such interaction is clear: We need to harness the innovation that entrepreneurial companies can bring and to encourage large-­scale delivery
systems to deploy them. All this must be done in pursuit of the noble Triple Aim of better health care, better health and lower per capita costs. Searching and
sorting these innovations — and evaluating, disseminating and connecting them to partners — is very important work.
As these forums and other worthy initiatives across the country show, there is potential to bring large-­scale innovation to health care delivery. I would offer the
following observations about what to watch for on this journey.
The trajectory of silicon. In almost every other industry, meaningful innovation has occurred because contemporary information technology was deployed at
scale. The expanding power of semiconductors has enabled many of the technologies that have transformed our lives. Getting on the silicon innovation
trajectory has been hard for health care, because health care delivery is not just about bits and bytes;; yet that does not excuse us. Health care has been
pathetically slow at incorporating contemporary information technology.
I recall as a young analyst working in Vancouver, B.C., writing the justification for a Meditech electronic record system as part of an all-­computerized hospital
strategy in 1979! That was nearly 35 years ago;; it is sad it has taken us this long to get with the program (if you pardon the pun). While meaningful use is no
panacea, it has dragged the health care delivery system toward the future, if not into it. We must jump on the silicon trajectory and use cutting-­edge technology
to better effect. For example, companies like Teladoc provide remote access to physician consultation services on demand to more than 7 million members.
Similarly, Eric Topol, M.D., teaches us that the iPhone and its derivatives may become the key medical technology of the 21st century.
The value of clinical innovation. We are on the cusp of a key societal debate about how to value clinical innovation. Scientists and industry pursue unmet
medical needs, drawing on the best of emerging science and translating it into meaningful innovation. We celebrate their success on "NBC Nightly News" and in
the National Enquirer — medical breakthroughs we call them. But we don't have a very good idea about how to deal with clinical innovation that is highly
effective and incredibly expensive, with potentially huge numbers of clinically plausible patient applications. Biologicals or specialty pharmaceuticals have been
ABOUT AHA CONTACT AHA
AVIA drives innovation in key areas of healthcare by connecting
groups of providers with similar needs with emerging technology
solutions.

19. It focuses on patient retention / attraction, post-acute care
improvement, and enhancing patients’ experiences.

20. AVIA
AVIA’s Market
To develop ideas, I audited AVIA and its market.

21. Conferences – Healthcare Innovation (General)

22. Conferences – Healthcare Innovation (Specific Issue)

23. Conferences – Technology Demonstrations

24. Non-Profits – Researchers, Trade, Advocates And Foundations

25. Incubators And Accelerators – Association Based

26. Incubators And Accelerators – Single Provider Based

27. Incubators And Accelerators – Academic Medical Center Based

28. Incubators And Accelerators – Anchored In Locality Or Region

29. Government Agencies – Content Clearinghouses

30. Government Agencies – Regulators

31. Networks - Innovation Best Practices Identifiers / Disseminators

32. Networks – Pitch And / Or Networking Opportunities

33. Consultants – Management, New Product, And Health

34. Funders – General And Health / IT-Specific VCs

35. Content – General, Specialized, Journals + Social Components

36. Content – Health, Digital Health, And Tech Thought Leaders

37. Categories
§ Payer
Administration
§ Devices
§ Big Data
§ Consumer
Engagement
§ Population
Health
Management
§ Personalized
Medicine
§ Products
§ Services
§ Culture Of
Innovation
Criteria
§ Evidence-
Based
§ Investment
Level
§ Technology
Type
§ End-User
§ Interoperability
Challenges
§ Healthier
Populations
§ Improved
Patient
Experiences
§ Cost
Reductions
§ More Efficient
Collaborations
§ More Holistic
View /
Management
Of Point Of
Care
§ Higher Touch
Delivery
Care
§ Delivery
§ Payment
§ Evaluation
Technology
§ Funding
§ Evaluation
§ Legality
§ Compatibility
§ Deployment
Content
§ Development
§ Dissemination
§ Advocacy
Funding
§ VC
§ Enterprise
§ Debt
Connectivity
§ Formal
Collaborations
§ Networking
§ Networks
§ Social
Platforms
§ Government
clearinghouses
These stakeholders – from content providers and informal
collaborators to venture capitalists and foundation grant writers –
have created an ecosystem.
Process
§ Externally
Focused
Innovation
§ Look Internal
First
Innovation

38. The ecosystem is characterized by an incredible array of new
solutions that have been brought to market.

39. The ecosystem has also fostered the creation of a dizzying array
of intellectual capital.

40. But while products have
been brought to market and
ideas have been generated,
because the ecosystem
lacks - by definition - a
grand strategy, it’s also
resulted in a new dynamic
where navigating health care
innovation is almost as
complex as navigating
health care.

41. I know that
health care is
complex.
I also know
that health
care has
complex
challenges.
But innovating
is health care
has become
complicated.
So I’m back to
where I started
-- maybe even
worse for the
wear.

42. I know that
health care is
complex.
I also know
that health
care has
complex
challenges.
But innovating
is health care
has become
complicated.
So I’m back to
where I started
-- maybe even
worse for the
wear.
AVIA makes health care
innovation easier, which
allows providers to solve
today’s health care
challenges.

43. We made healthcare innovation easier.™

44. Easier.

45. Health
Innovation
Challenge:
So Many Credible
Voices All Trying
To Be Heard
Easier Solution:
Develop Easy-To-
Understand,
Regularly
Updated
Proprietary Tool
Or Index (e.g.,
Rock Health’s
Funding Guides)
To Break-Through,
Create Stickiness
Health
Innovation
Challenge:
Universe Of
Reports Available
Across Web
Easier Solution:
Make Finding
Wide Range Of
Information,
Currently Dispirit,
Easier To Access
Via Archive / Link
System
Healthcare
Innovation
Challenge:
Wheel Sometimes
Reinvented
Easier Solution:
Commitments To
Always (1) Tap
Internal
Resources (e.g.,
UCLA), (2) Begin
With Established
(e.g., Triple Aim),
And (3) Keep
Technology /
Strategy In Right
Order…

46. Step #1
Health Challenge
Patients With New
Braces Don’t
Know How To
Take Care Of
Them
Step #3
Technology Idea
Show Patients
Video With
Relevant
Information
Step #2
Strategy
Understand End
User’s Needs,
Develop On-
Target Content,
Integrate Into
Environment, And
Follow-Up To
Drive Adherence

48. Unique Combination Of Skills
AVIA Positioning Ideation
Pfizer Case
Firestone Case

49. MANAGEMENT
Examples
§ Manage
Teams
§ Manage
Clients
§ Manage
Vendors
§ Solid Line
§ Dotted Line
§ Lead
§ Member
§ Consultative
Examples
§ Write /
Manage
Pitches
§ Write /
Manage
RFPs and
SOWs
§ Identify
White
Spaces
INNOVATION
Examples
§ Conduct
Secondary
§ Interpret
Secondary,
Qual, and
Quant
Findings
§ Lead or Co-
Lead Qual
Design
§ Co-Create
with Clients
and Clients’
Partners
§ Identify and
Begin
Instilling
Culture
§ Lead
Workshops
FRAMEWORK
Examples
§ Map User
Experience
§ Evolve
Business
Model
§ Build Brand
Architecture
§ Develop
Brand
Positioning
§ Develop
Brand
Strategy
PLANNING
Examples
§ Develop
Plan To
Engage
Employees
§ Develop
Launch
Plan
§ Develop
Marketing
Plan
§ Develop
Messaging
Hierarchy
TOUCHPOINTS
Examples
§ Manage
Creation of
Brand
Idenity,
Collateral,
Web
Concepts,
Naming,
Tag Line,
Corporate
Identity,
Direct Mail,
Employee,
POS, Print
Ad, Store
Design, And
Trade Show
Touchpoints
SALES

50. § Although Recruiting
Target Talent Key
Strategy Enterprises
Employ to Maintain
Relevance in Hyper-
competitive Pharma
Category, Pfizer’s
Efforts Varied
Considerably By
Profession, Country
§ Inconsistencies Led to
Brand Dilution and
Significant Cost
Inefficiencies
Challenge
Crucial Recruitment Hampered By Confused, Diluted Market Presence

51. § Led Global C-level 1:1
Interview
§ Completed
Marketplace
Analyses
§ Solicited Client Input
§ Incorporated Quant
Research
§ Reviewed Social
Media
Listening Results
Role
Managed Global Qual Research, Reviewed Other Streams, and Synthesized
Findings

52. Insights / Strategy
Unidentified Employment Brand DNA – Staff Across Walks of Life, Professions,
and Countries Came to Pfizer to Make World Better Place – That Drove Brand,
Addressed Business Challenge

53. Insights / Strategy
Synthesis Led to “Big Idea” for Platform, Platform Created Momentum for
Multiple Rounds of Sell-In
§ Brand the Branding
§ Create Executice
Buy-In Through
Regular, Consistent
Updates On Linear
Process
§ Romance “Branding”
w/ Daily Clients
§ Drive Adoption in
Decentralized
Corporate Culture By
Creating Overall
Brand and
Downloadable PDF
Templates for LOBs,
Countries to
Customize

54. Unique Combination Of Skills
AVIA Positioning Ideation
Pfizer Case
Firestone Case

55. MANAGEMENT
Examples
§ Manage
Teams
§ Manage
Clients
§ Manage
Vendors
§ Solid Line
§ Dotted Line
§ Lead
§ Member
§ Consultative
SALES
Examples
§ Write /
Manage
Pitches
§ Write /
Manage
RFPs and
SOWs
§ Identify
White
Spaces
INNOVATION
Examples
§ Conduct
Secondary
§ Interpret
Secondary,
Qual, and
Quant
Findings
§ Lead or Co-
Lead Qual
Design
§ Co-Create
with Clients
and Clients’
Partners
§ Identify and
Begin
Instilling
Culture
§ Lead
Workshops
FRAMEWORK
Examples
§ Map User
Experience
§ Evolve
Business
Model
§ Build Brand
Architecture
§ Develop
Brand
Positioning
§ Develop
Brand
Strategy
PLANNING
Examples
§ Develop
Plan To
Engage
Employees
§ Develop
Launch
Plan
§ Develop
Marketing
Plan
§ Develop
Messaging
Hierarchy
TOUCHPOINTS
Examples
§ Manage
Creation of
Brand
Idenity,
Collateral,
Web
Concepts,
Naming,
Tag Line,
Corporate
Identity,
Direct Mail,
Employee,
POS, Print
Ad, Store
Design, And
Trade Show
Touchpoints

56. § Category-leading Retail Arm Grown
On Strength Of Parent’s Iconic
Product and Its Own Auto Expertise
But Unresolved Issues = Churn
§ Consumers Wanted One-stop But
Tires’ Presence Overwhelmed
Maintenance and Repair –
Customers Assumed Tires Brand’s
Only Business
§ Frequently Gritty Stores Not
Oriented Toward Target (“Moms
With Minivans”)
§ Market Confusion Sowed By (1)
Independent Dealers Using
Firestone Name and (2) Service
Brand (Master Care) Never
Consistently Supported
Challenge
Firestone Led Market Despite Myriad of Self-Inflicted Strategic Wounds

57. § Though Charged W/ Raising Retention Via Development Of “Store Of The
Future”, Identified Wider Opportunity: Build True Retail Brand
§ Partnered With COO To Transform Research Into Positioning
§ Untangled Knotty Brand Architecture to Clarify Relationships
§ Used Research and Draft Strategy to Sell-in C-suite
§ Worked Closely With Agency to Create Category-Defining Store of Future
§ Spearheaded Brand Identity - From Name and Brand to Messaging
Hierarchy, Graphic Guidelines
§ Developed Strategy to Sync Web Site with Brand
§ Part Of Effort To Drive Adoption, Spoke at Internal Conferences, Board
Meetings, and Store Meetings Across Country
Opportunity / Role
Identified That Building Retail Brand Via Research, Strategy, Creative, Roll-Out
Bigger Long-Term Payoff Than “Just” Store-of-Future

58. Insights / Strategy
Target (Moms w/ Minivans) Wanted Two Types of Experience: In-Store and
Peace of Mind Via Heritage Brand

59. Insights / Strategy
Use Market Leadership As Permission to Communicate Differently

60. Insights / Strategy
You’ve Got Three Lines of Business, So Push Those Three Lines of Business –
Particularly Given Share Of Revenue, Margin

61. Insights / Strategy
Dial-Down Tires (Ironic But Needed) And Improve Shopping

62. Insights / Strategy
Provide Value-Adds to Target

63. Thank you.