Organizational Structures for Innovation, Plain & Simple
What you'll learn
- How successful business executives work with engineers
- How successful engineers work with business executives
- How to organize and meet the demands of deadlines and high quality at the same time
- There are no course requirements or prerequisites. This course is a foundation course.
Note: This course was recently updated (Dec 2022)
WHY IS THIS COURSE IMPORTANT?
In these days of rapid healthcare innovation, many new products and services are being introduced every day. Organizational structures for the development and launch of these new products and services are many and varied. Some are built to optimize business objectives, some engineering excellence, others drive towards on-time availability and still others to maintain employee expertise as a core organizational asset. Ideally we want to tune our organizational structures to maximize all of these worthwhile objectives.
WHAT WILL YOU LEARN IN THIS COURSE?
This course will introduce a number of basic organizational structures and discuss the tradeoffs involved with each. In addition, there is often natural conflicts which exist between the business executives of the organization and the team chartered with developing and launching the new products and services. This course will discuss the basis for this natural conflict and try and define a structure that both business and technical objectives can be met.
The topics covered in this "Organize for Healthcare Product Development, Plain & Simple" course are:
Business vs Engineering Mindset
The Triple Constraint
Global Development Teams
This course includes:
Quiz to test your retention
Significant number of resources to do a deeper dive into this topic.
WHO IS THE IDEAL STUDENT FOR THIS COURSE?
You will learn a lot from this course if you are
Curious about how to reorganize your innovation teams to achieve success
Want to learn more about the various options for organizing development teams
Become more familiar with the various points of conflicts of teams
WHAT IS YOUR TEACHING STYLE?
My teaching style is a very pragmatic one. I assume you know nothing about this topic and start with the foundation and build from there. Some of these concepts could be challenging, so I sprinkle in as many examples as I can, both non healthcare and healthcare, to assure full understanding of the topic. This is why I have appended "Plain and Simple" to all my courses.
WHY ARE YOU QUALIFIED TO TEACH THIS COURSE?
I spent 35 years in the designing and launching of medical imaging products and services. My career evolved from leading engineering teams, to becoming VP Marketing and then to president of a Healthcare IT firm. It is also based on 15 years of university teaching.
Who this course is for:
- Those currently in a healthcare position, wanting to learn more about organizational structures that support innovative thinking.
- Those with a business mindset, trying to work with engineers.
- Those learners who want to lead both project and skill based organizations
- The eternally curious
Tom Giordano is a 28 year veteran of Philips Healthcare. He retired in 2005 as Vice President of Marketing, where he was responsible for 240 marketing professionals and several billion dollars in product. Through his career, Tom held a wide variety of positions of increasing responsibility at Philips, starting in engineering, progressing to product management, then marketing management and finally senior level business leadership. In 2004, he was awarded the prestigious Presidential Award from Philips for forming a new entrepreneurial business unit that tripled sales in 18 months. Tom played a key role as a course developer and instructor in the management development and executive training efforts with the Philips High Potential Development Center.
Following his retirement from Philips, Tom joined the adjunct faculty of the graduate business schools of the University of New Haven in Connecticut and the University of Washington in Seattle. He currently holds a positiion as "Executive in Residence" at the University of New Haven and continues to teach there with exceptionally high student reviews.
In 2009, while teaching at UW and UNH, he became President of Sectra Healthcare North America for 2 years to lead a very successful turnaround effort.
Tom built a very successful internship program between Philips and the University of Washington and served as a mentor there for 15 years. He also served as a mentor in the University of Washington mentor program and was featured in the book "Mentoring Moments" by Susan Canfield.
Tom serves as chairman of the Patient Advisory Council of Saint Vincent's Hospital in Bridgeport, CT
Tom holds executive coaching certifications with both Lore International and Tilt 360. He holds a BS in Electrical Engineering from Drexel University in Philadelphia and a MS degree in Engineering from the University of Florida.