颠覆性创新(分析框架和背景研究)幻灯片课件.ppt

The Christensen framework includes four basic elements. First, a change in technology occurs which is an enabler for a change in business model. Second, the emergence of the new business model disrupts the existing arrangements for providing a specific type of health care service. Business model in this context refers to the service delivery model but also the organization, financing and management of the unit delivering the service. The disruption may mean that existing providers carry out their functions in an entirely new way, e.g. by using personnel with different skill sets, new capital equipment and new forms of organization and management. Alternatively entirely new types of providers may come into existence which replace the previously existing organizations. Third, supporting networks such as equipment suppliers, providers of services, new types of funding mechanism or trainers of personnel must be put in place. Often it is not possible to disrupt just one part of the existing system but rather a whole series of inter-linked changes are needed. Finally, the exact way in which all this plays out is importantly dependent on the government regulations and policy environment relevant to health services. * What makes an innovation disruptive is not just the magnitude of the advance. An innovation could represent a major scientific accomplishment but if it works to sustain the existing business model it is not disruptive. It is the change in business model from the existing one to a new one which is more efficient and/or better addresses the demands of consumers that is the key. Because the disruption threatens the existing business model, those leading or profiting from the existing model are likely to oppose the innovation. Of course disruptive innovation is only one type of possible innovation. The cumulative effect of small, non-disruptive innovations can be very large. However, since game-changing innovation is the topic of todays session, that