Key Takeaways
- Adopt a disciplined innovation funnel that moves projects from exploration to enterprise deployment to manage risk and ensure scalability.
In today’s rapidly evolving healthcare environment, “innovation” is far more than a buzzword. At NYU Langone Health, innovation is a disciplined process—one powered by human-centered design, a culture of curiosity, and a relentless willingness to learn from both success and failure. In this exclusive interview, KP Tacconi, Senior Innovation Manager and leader of NYU’s Innovation Lab, reveals how a culture of inquiry, adaptability, and intellectual diversity can transform good intentions into scalable improvements for patients, clinicians, and the system at large.
Drawing from over a decade of experience spanning public relations, research, and product management, Tacconi’s journey demonstrates that sustainable innovation isn’t accidental. It’s cultivated by organizations that make space for creativity, prioritize deep stakeholder understanding, and view every misstep as a source of learning. This conversation offers not just a window into NYU’s innovation engine, but a blueprint for healthcare leaders, executives, and future changemakers on how cultural curiosity—both inside and outside the hospital—fuels real progress.
KP Tacconi’s path to innovation was anything but direct—and that’s part of what fuels their perspective today. When asked if they always expected to work in innovation, Tacconi responded, “No, I don’t think I expected to end up here. When I first started out, I thought I was going to work in public relations and then worked in research and kind of marketing strategy for a while. That was when I discovered this whole realm of human-centered design.”
That pivotal discovery led Tacconi to pursue a master’s in innovation management, marking a “massive pivot” in their career. “Now, in the past ten years, I’ve been focusing on innovation strategy and product management. And this role at NYU has really married the two in a nice way,” Tacconi reflected.
Key Takeaway: Careers in innovation often start with unexpected detours. Rather than a single, linear path, it’s a blend of disciplines and experiences—creative, analytical, strategic—that shapes the best innovators.
Asked what drew them to human-centered design, Tacconi explains: “It was really great at blending left and right brain thinking. So, really analytical, but then also really creative. I wanted a creative day job, and I also really like solving problems. So, it was great to take a really research-driven approach to understanding the context and the people involved in something you want to optimize, and then coming up with great design solutions that are super elegant and super relevant for those people.”
In practice, human-centered design at NYU means:
Why is this so important in healthcare innovation? Because, as Tacconi points out, “The academic side comes up with great ideas and publishes them, but there’s never any conversation with the medical side.” NYU’s innovation lab is built to bridge that gap, ensuring that breakthroughs translate into improved clinical experiences.
Explicit answer: NYU’s process begins with strategic alignment and evolves through disciplined, staged development—moving from raw ideas to tested, scalable solutions.
Tacconi details the process: “We’ve aligned ourselves really nicely with the digital strategy for our CIO’s office. Often it will be things aligned with new emerging technologies or care experience improvements the CIO is interested in. But being part of the team for four years, we have our own perspectives from talking to different stakeholders, both internally and on the hospital side. We see a lot of the day-to-day feedback that doesn’t always have a channel to share through.”
How do projects get prioritized and developed? Tacconi uses a portfolio approach—“I’m always thinking about the innovation funnel. It’s nice to have a blend of projects in different areas, from early-stage explorations to prototyping or proof-of-concept in a clinical environment. You want a range of things in the funnel where you’re exploring, testing, validating, and at various times, saying, ‘Okay, we’re not going to explore that anymore, but this one feels promising. Let’s move that forward.’”
Innovation Funnel Key Stages:
This methodical approach borrows from models like Six Sigma (with its “stage gates”), but Tacconi is quick to note that innovation is “kind of like art in a way”—requiring creativity and comfort with ambiguity.
Explicit answer: Innovation at NYU isn’t top-down. It’s designed to surface frontline ideas, rigorously vet them, and ensure solutions are both meaningful and feasible.
Tacconi describes a flagship project: Nursing staff on the inpatient side had a lot of questions and ideas… so we shadowed a bunch of nurses and figured out, well, what is a day in the life of a nurse like? We watched them get interrupted a million times. We talked with them about the systems, the technologies, the workflows. Then we summarized opportunity areas and hosted what we called an ‘ideation break room.’ We gave them food and things like that for them to join us on their break, share some ideas, and then go back to the floor.”
Why did this work?
Tacconi admits, “At first, we thought we’d host a workshop at lunch. But in conversation, we realized, ‘If we had all the nurses come through at lunch, who would be taking care of the patients?’ We had to be responsive to new information, propose an alternative, and leadership saw the logic behind it.”
Real innovation requires:
Explicit answer: By separating how staff function day-to-day from what ideas they suggest, and digging into the “why” behind requests.
Tacconi says, “When we go out and talk to people on the floor, there are questions about how your day-to-day functions and questions about what ideas you have. We like to focus more on the day-to-day side because then you really understand what’s working and what’s not. Understanding that contextual knowledge is really what we need as innovators.”
Often, staff will suggest a solution (e.g., “we need a newsletter”), but the real need is different—a better communication medium, for example. The team interrogates why a solution is requested, ensuring the final design truly addresses core needs, not just surface symptoms.
Tacconi’s framework for evaluating frontline ideas:
Explicit answer: Failure is not just tolerated—it’s mined for learning. The innovation team at NYU holds regular retrospectives to debrief on setbacks, extracting valuable insights and ensuring psychological safety.
Tacconi reflects, “You learn more from failures than successes. A success just shows you the path you took was good, but won’t even tell you if it’s optimal. A failure will tell you the myriad of things that didn’t go well. By inadvertently failing, we stumble upon new knowledge we didn’t know existed.”
How does this show up in team culture?
Tacconi adds, “I want to create a culture where learning from failure is part of how we do things, and we’re really open to that as a learning culture.”
This approach does three things:
Explicit answer: Focus on developing your curiosity, your qualitative research skills, and your willingness to seek diverse perspectives—formal training helps, but practice and mindset matter more.
Tacconi shares, “The master’s that I did definitely broke my brain and retrained it to think in a different way… but I know not everyone can take two years to go through that kind of exercise. Doing really good qualitative research is a massive part of it. Being really curious about understanding who someone is and what their context is—that’s a really critical component.”
KP Tacconi’s actionable tips for building an innovation mindset:
Tacconi emphasizes that in healthcare, the most effective innovations rarely come from lone geniuses—they come from diverse teams willing to challenge assumptions, explore broadly, and adapt based on lived experience.
Tacconi’s story and NYU’s approach make one thing clear: innovation in healthcare isn’t a product of luck or rigid process. It’s the natural outcome of cultural curiosity—of organizations and leaders willing to probe deeper, embrace ambiguity, and prioritize learning at every step. If you’re aiming to drive innovation in your team or organization, start by asking better questions, building diverse relationships, and treating failure as your best teacher. As Tacconi reminds us, “Creativity always stems from inspiration. Seek out diversity, keep yourself interested, and your innovation work will follow.”
Actionable Insight: Whether you’re an executive or a rising professional, carve out time this week for “innovation curiosity.” Shadow a team member, join a conversation outside your usual circle, or try a rapid-fire brainstorming session—no judgment, just exploration. The next big idea might come from the question you haven’t asked yet.
<p>stakeholder conversations or presentations that haven't gone well and then we'll all gather together and debrief and say, "Okay, well, what happened? What did we learn from that? What did we learn about that person? About their values? About what expectations they had of our [Music] work? Hello everyone. This is Cole from the American Journal of Healthc Care Strategy. Joined today by a really special guest, someone I've been in contact with a few months. We've been rescheduling and scheduling.</p> <p>And I'm really excited to speak with this individual and discuss an important topic. Uh KP Takone from NYU Lone Health. Uh KP, can you please kind of introduce yourself and what your role is right now? Sure. Yeah. Hi, it's really great to be here. Thanks so much for having me, Cole. Um so yeah, so I'm KP Takone and I'm a senior innovation manager at NYU. I lead an innovation lab that focuses on developing novel innovative ideas that support the care experience in a range of different ways.</p> <p>So we um have launched new ideas that have helped the clinician experience, the patient experience, ambulatory, inpatient, virtual care. Um yeah, it's been really fun to explore different innovations in healthcare. And you've been there for four years or so now, right? Yeah, that's correct. Wow, that's great. Long time. Uh that's awesome. And then so of course NYU was in the Super Bowl. They had the ad on the Super Bowl everyone was talking about.</p> <p>Um and so you know that that kind of showcases I think maybe the mindset of NYU. It really is innovative. It is driven. Um but it's also equitable and it also tries to help a lot of the people in need throughout New York. Um not just in in you know their geographic location but they do a lot. And so that's why I wanted to bring you on. I'll say your experience just going back. uh where did you start off in the work field and and did you ever expect to end up where you are now?</p> <p>Uh actually that's a great question. No, I don't think I expected to end up here.</p> <p>Um when I first started out I thought I was going to work in public relations and then worked in research and kind of marketing strategy for a while and that was when I discovered this whole realm of uh human- centered design and so then got a masters in innovation management and that was really a massive pivot in my career um where now in the past kind of 10 years I've been focusing on innovation strategy and product management and then this role now at NYU has kind of married the two in a a nice way.</p> <p>What is that human center design and you can just give kind of your impression of it and why that drew you to it? Yeah. Um I think what drew me to it was it was really great at blending left and right brain thinking. So really analytical but then also really creative.</p> <p>uh that I really wanted a creative day job and also I really like solving problems and so it was great to kind of take a really research-driven approach to understanding the context and the people involved in something that you want to optimize and then coming up with great design solutions that are super elegant and super relevant for those people. What does that actually look like at NYU?</p> <p>Because I know that one of the biggest issues we have at a lot of academic hospitals uh specifically is that the academic side comes up with like great ideas and they publish them and then there's never any like conversation with the the medical side. But it seems like you're you're kind of this team which your whole purpose is to do this research and create new advancements that can actually impact things clinically. But I'm not sure how that actually works from like conception to end.</p> <p>So where do you start with this kind of thing? Yeah, definitely. And I think my team doesn't often do projects that are grant funded and but I think we do sit with the people who are doing grant funded research work and so it has been really nice.</p> <p>I think NYU does a really great job of this in their informatics department in taking people who are doing cutting edge academic research and then having them in conversation with the folks managing our institutional digital products and thinking about okay well we may deploy this one intervention for this one population and then test the efficacy of that and then if it works let's consider if that is an enterprisewide product that we might want to roll out at scale and that transition is totally clunky and you know definitely something that we are constantly figuring out.</p> <p>Um, but it is really exciting to keep both of those areas of the house in conversation. How do you identify when your department is looking I guess to to or how does it come to you? How does it come down the pipe? How do you start working on a project? What does that look like? Yeah, we have I'm actually very grateful that we've aligned ourselves really nicely with the digital strategy for our uh our CIO's office.</p> <p>And so often it will be things that are aligned with uh new emerging technologies or areas of the care experience that he's really interested in expanding into or improving the experience in. And so we'll kind of get pinged in that way. But then it's also been great because now being part of the team for four years, we have our own perspectives from what we've seen because we've talked to lots of different stakeholders both internally and then also on the hospital side and ambulatory side.</p> <p>And so we've seen a lot about just the the day-to-day feedback that they have that they don't always have a channel to share through. And so we've gotten to talk to those folks and from there have identified questions that we know we have to focus some energy on trying to answer. And so that's when we can start advocating and say, "Hey, I think this question's not going to go away.</p> <p>We really need to carve out some space for ourselves to do a concerted effort to try and come up with better solutions." That's that makes a lot of sense. So, as you're as you're going along and kind of solving maybe one of these um larger projects from like the CIO's office, you come across these other things and I'm assuming you're are you making like a mental note? Are you how do you organize all of the different things as well that you come across?</p> <p>Yeah, I pretty consistently am managing our portfolio of projects and my goal is to try and optimize the impact that we're having. And so it's nice to have a blend of projects in different areas of the care experience. It's nice to have a blend of things from kind of really early stage explorations through to things that we are prototyping or doing a proof of concept in a clinical environment.</p> <p>So then you sort of I mean I'm always thinking about the innovation funnel and so having a range of things that go into that innovation funnel where you're exploring testing validating and at various times saying okay we're not going to explore that anymore but this one feels really promising let's move that forward and having those stage gates that then ideally we can have the maximum impact that we'd like to have. I like the idea of stage gates.</p> <p>It reminds me of course of six sigma right I mean and that's that's what we learned uh when we're doing six sigma projects is we have these you know these gates and go through those what does that look like for innovation because in six sigma it's a little bit different a little bit more focused on kind of solving a problem or getting to you know a mathematical benchmark what does that look like for innovation how do you actually design a funnel to go from beginning to end with something that's so kind of like art in a way yeah definitely so humanentric design already has kind of a two-step process.</p> <p>Uh you may have seen the double diamond or heard of that. And so the first diamond is focused on research and that's just really understanding the person, the context and synthesizing the insights. And from there you have a really good idea of what's working well and what's not working. And then from there you go into a process where you're ideulating and you're exploring lots of different things, maybe prototyping them, maybe prioritizing what works best and what doesn't.</p> <p>And so we've we're really good at that. And then what we also have realized being internal, I worked in consulting previously where you could do the double diamond and kind of end a scope and go away. But working internally is really exciting because then you work through the awkward process of managing through derrisking an idea to get it ready for a roll out at scale. And so for that phase of the process right now, we we're playing with four different stages.</p> <p>So the first is a paper prototype or an innovation concept. We've actually used AI generated images a lot to visualize those, which is a really compelling storytelling format. And then we'll move into rough prototyping. You could picture this as kind of cardboard and duct tape prototyping, but that's really effective for some of the macro questions that you want to answer about a new idea. And then you could kind of move into something that's more of a proof of concept.</p> <p>At times, we've deployed something in one exam room with a couple of clinicians who go through that one exam room. And then you run that for a while, see what you learn, and then from there you can consider kind of more controlled but smallcale rollouts and then derisk it further until it's ready for further roll out. That is awesome. That seems like you guys are are a welloiled machine in a way with this process. We are trying. That's really impressive.</p> <p>Um yeah you know so I'm really impressed I think with the process but one of the questions I have too um is you know do you have any stories to share on uh things that have been really successful that have come out of this that might convince other organizations to adopt a similar you know innovation approach. Sure.</p> <p>I think one one project that we've done that was really exciting was there was and I think this probably came out because nursing staff on the inpatient side had a lot of questions and ideas and also they are very much in the market and seeing the new technologies that are coming out and so they would surface those up to their nurse managers who then would surface it up to hospital leadership and they kind of didn't know what to do with this disperate feedback and these ideas and So I think we got assigned a project that was it felt like a bit of a lightning rod but I think it was really exciting to catalyze all of those ideas and then consider how to bring that forward.</p> <p>We actually then got but broke we kind of backed up and we started by shadowing a bunch of nurses and kind of figuring out well what's like what is it like what's a day in the like day in the life of a nurse like and so we shadowed them we watched them get interrupted a million times we talked with them about the systems the technologies the workflows that they do and um and then we kind of summarized a bunch of opportunity areas that we noticed and then what we did was we hosted we called a an ideation break room.</p> <p>We realized that we couldn't get all the nurses in the room at the same time. That was impossible. But what we could do is we could create a compelling atmosphere. We'd give them food and things like that for them to join us on their break, share some ideas, and then go back to the floor. And so we hosted this whole day at the hospital um in a room and we had groups of nurses funnel through, give us their ideas and then go back.</p> <p>Um, and we got so many ideas and so it was a really overwhelming process to try and synthesize everything, but we actually were able to distill it down into five key concept areas and we're able to share those with hospital leadership. And there's one in particular right now where we actually are actively talking with vendors to see if there might be a partnership where we could actually develop one of those concepts. Wow, that's impressive.</p> <p>So that that's how did you come up with the idea of having the break room? Was that in itself an innovative concept? Uh, actually, yeah. It was funny because at first we thought that we would host a workshop and we would host kind of a one-hour lunchtime workshop and then in conversations we started asking, well, how many nurses are on the floor at a time and who takes breaks?</p> <p>And and then we kind of realized, wait a minute, if we had all the nurses come through at lunch, who would be taking care of the patients? And so it was and actually what was really nice there was we were working with a really great partner um who had been working in inpatient digital experience for a while. And so she was really able to tell us a lot of the on the ground information.</p> <p>And so it was an interesting moment because we had to be responsive to the new information we were getting and then surface back up to leadership. Hey, we're going to propose this alternative format. Are you okay with this? Um but I think they saw the logic behind it and then it was a really successful day. That's awesome. Well, that's great.</p> <p>Uh, and so with that, you're getting all of this information in terms of suggestions, you're also getting this kind of firsthand experience where you've been with the nurses in the clinic, seen what the day in the life is like. Even with that, when we're dealing with organizations now that have 35 hospitals, 40 hospitals, I mean, tremendous amounts of people, there's a lot of suggestions all at once.</p> <p>Kind of like you're saying, it's a little bit like a lightning rod, especially in certain departments. like you go into primary care, there's going to be a million suggestions on how to improve things. How do you tune that? Um I guess the first question is how do you how do you tune it so that you're really getting an accurate picture of what they need the most? The second part of it is how do you make sure it maximizes your team's impact?</p> <p>I think sometimes so when we go out and we talk to people on the floor there are questions that are related to how does your day-to-day function and then there also are questions about what ideas you have and I think often we like to focus on more of that kind of tell us about your day-to-day side because then you really understand what's working well what's not working well and I think understanding that about that contextual knowledge is really what we need as innovators to understand how to develop ideas that are the best.</p> <p>And then sometimes too when it comes to listening to those ideas, sometimes the idea is a great idea and you just want to execute it as it is. But then also sometimes it's interesting to kind of interrogate what's behind that or what the what the need or the desire is under that idea.</p> <p>So someone could say something like, "Oh, I really think we should have a newsletter." And maybe a newsletter is the best format, but it's important to kind of interrogate under that and say underneath this request for a newsletter is a desire for a better communication medium and what does that look like and why do they want to use that?</p> <p>And then from there you can kind of get to the core of it and then think about okay well how would we design the optimal most elegant solution that would meet that core need. Wow, that is I love that. And that's thing that's so important because when we look at um AI rollouts and this is one of my my biggest things with AI rollouts is it's cheaper if you do it enterprisewide.</p> <p>And so people will buy these huge licenses, give it to all these people and they'll say, why hasn't productivity increased? Why haven't you started? You know what I mean? And it's like well because these are general solutions that yes, address some of the con, you know, the conceptual issue, but they don't actually get to the root of it. And this is even a better example that you had given. You gave a great example.</p> <p>Um, we're gonna have to include that in the article because that's an excellent one, right? Is is the newsletter. I love that. I've been there myself, right? I've requested like a newsletter or or team meetings and I realize what my actual reasoning for it is a little bit different. So, how do you ever find it difficult to get to that or that people are uncomfortable talking about that bottom line reasoning? Do you ever encounter uh you know this not conflict but um friction?</p> <p>Do you ever encounter friction as you're going about your work? Oh, totally. For sure. Um, I think that's also why sometimes it's important for us to be on the floor and spend some time there and almost take more of an ethnographic approach than just a qualitative interview approach. Um, because it's one thing for me to have a Zoom call with a an primary care clinician and I'd get one sense of how their job is functioning and they would share it with me in great detail.</p> <p>And also just being on the floor and seeing how things work dayto day. There's there's kind of an a never another level of understanding that we develop through that kind of more ethnographic experience. And so I think yeah that has helped us to sort of wade through the information that we're getting. Um, and I think actually for the most part NYU is a very innovative place and the people at NYU really care about optimizing the experience and they like that we're on the cutting edge.</p> <p>So I don't think we necessarily encounter a lot of friction when it comes to the desire to innovate, but I think it has to be something that, you know, doesn't make things worse and that actually is addressing a real need. So there I think it's probably more that there are times when we see a lackluster response to something or kind of a lack of uptake.</p> <p>Um people are really open to innovation, but then when we get that lack of uptake, I think that's when we have to go back to the drawing board and say, okay, is it that we're not actually meeting a real need here or are we not meeting the need in an effective way? I think there's a rule in product that says that your the new solution has to be 10 times better than the current solution or someone's not going to go through the growing pains of trying to adopt something new.</p> <p>So I think there have been times when we've gone to test out a new solution and it's not actually 10 times better or it's not actually meeting a real need. And so in that case, you know, we could try and do all the change management or the, you know, that kind of thing. But if it's not being a need, then I don't really feel like forcing it on someone. I once uh we were getting all these complaints uh from our care gaps team about how they couldn't schedule papsmears and they were so frustrated.</p> <p>So I said, "Okay, we can schedule papsmears our we can have someone who does it. It's just going to be a lot more complicated, but they can get somebody in. So, what we'll do is we'll create a form and they'll send in the patient name to the form. And no one ended up using it. And so, it was really confusing because everyone's complaining they can't get scheduled, but they don't want to use our scheduling form.</p> <p>And it was because at the end of the day, the scheduling form was too frustrating to fill out compared to just telling the patient they'd call them back later, right? And so, that was like, okay, uh the complaints went away a little bit, but the the patient still didn't get scheduled. And so, I was like, okay. Uh that was like one of the first uh like project failures in my career that I had was that project.</p> <p>Uh but I got like tremendous recognition for having the failure and bringing the failure to leadership because it helped leadership make the right movements in in the future. And so when you were a consultant externally uh for the first time what was did you accept projects that failed? Was it easy for you to do that or has that been a learning experience for you to accept and learn from that kind of failure?</p> <p>It's it's interesting actually the master's program that I did uh one of the great lessons in that program was that in some ways I think and I think I actually do believe this I think you learn more from failures than you do from successes because a success will just show you that the path that you took was good and actually it won't even tell you if it's optimal or not and whereas a failure will tell you the myriad of things that didn't go well and you'll get kind of this vast array of information that often will surprise urprise you because we don't set out to fail and so by inadvertently failing we kind of stumble upon this new knowledge that we didn't know existed.</p> <p>Wow. So I think I actually yeah I had that ingrained in me at an early like at an early time in my career which was really beneficial and protective. Um it's interesting. I don't know if I always knew if something was a success or a failure when I was in consulting because if something's a failure you probably just don't get repeat business. And so maybe we could assume that happened.</p> <p>Um, but I feel like you more see that when you're in house because that's when you actually get to try and initiate things or move things forward and that's when you will hit that resistance or you'll hit that, you know, non uh adoption and then you'll get that feedback a bit quicker. But you you felt prepared when you encountered that. Yeah. Yeah. That's great.</p> <p>And I think it's been actually interesting with my colleagues that we will frequently have retros where I've tried to say to them like I don't judge you for things that don't go well. I I because and I really respect the way that my colleagues manage projects. The process that they follow really sounds strategic logical and so I always re reassure them that you know I'm behind you 100% in the way that you've executed on this. If we learn something and this doesn't go forward, that's not on you.</p> <p>Like your success as a person and the way I'm evaluating you as a team member is separate from the way I'm evaluating this product idea and that I actually want to create a culture where learning from failure is part of how we do things and that we're really open to that as a learning culture. And it's been really great because we've had really productive conversations when we've had presentations that haven't gone well. And then we'll all gather together and expectations they had of our work?</p> <p>What did we learn about the work itself? What did we learn about the healthcare industry?" And then we'll take all of those learnings and then just do smarter work next time. Yeah, that is awesome. And that that's a great guide for everyone listening as well on how to build a culture that is ready to innovate and that is innovative, right? Don't punish people for failure. I think that's that's really important. I'll leave you with the last question.</p> <p>For those who are whether it's an executive or an early careerist, whoever it is, who just is ready to solve issues, they really want to get out there. They want to work on a team like the one that you're on. Uh what's the first step that they should take? Uh you know, do they look for a degree in innovation? You know, how do they start practicing innovation in their their daily life? What are your tips on how to get into that field? Yeah.</p> <p>Um I mean the masters that I did definitely broke my brain and retrained it to think in a different way. Um which was very uh effective but I know not everyone can take two years and go through that kind of pedagogical exercise. Um I think doing really good qualitative research is a massive part of it. And so I think being really curious about about being open about understanding who someone is and what their context is. I think that's a really to me a really critical component of it.</p> <p>And I think especially in the digital product age, a lot of times we'll come with a hypothesis first and we'll say, "Hey, I think you need this widget. Can you tell me if you think it should be blue or purple?" And then and I think that's limiting in terms of actually being able to develop things that are elegant design solutions that meet a core need. Um, and so I would say yeah, developing more skills in qualitative research is a good part of it.</p> <p>Um, and then I think there are ways of flexing your creativity muscles and helping yourself kind of, you know, I think a lot of times people's job is is more to keep the day-to-day rolling and so then they sort of get trained to spot problems or they get trained to be compliant with things and it's a different way of thinking to then have to get into ideiation mode.</p> <p>And so I think there are opportunities where you can kind of think about are can I carve out a playbox for myself, a a sandbox for myself where I can think more broadly where I can where I can kind of shut off my inner critic and I can say, "Hey, let's just think about some ideas here. Some of them will be really bad.</p> <p>A lot of them won't be technically feasible, but let's shut that off for a second and just kind of try to think more expansively." Um, in my personal life, I also at one point took a year of improv comedy classes. And I think that was really interesting in turning off my critic and just allowing free association of things. And so it was helpful for yeah, for just kind of flexing that muscle a bit and then helping me just be a person who can exist with more creativity in my daily life.</p> <p>Um, and I also feel like creativity, for me, creativity always stems from inspiration. So, I love it that my colleagues have different interests and they explore those interests. One of my colleagues is an artist, another colleague is really in interested and passionate about disability justice. And so, the different folks on my team have their things that they nerd out about.</p> <p>And I think having those sources of inspiration is just helpful for keeping you an intellectually curious and and creative person. and kind of yeah an enthusiastic and interested person and then that can stem into your innovation work. Well, this is that that's superb advice. Really good advice. I I've been trying to get more creative myself. I think one of the biggest parts of the advice I am taking on that is with the kind of seeking out diversity of thought.</p> <p>I think that's been the the biggest one that you know I'm I'm not naturally creative. I've had a hard time being creative and so I'm always trying that but that diversity of thought is so important. people from different countries, different backgrounds. Um, one of the biggest things I tell a lot of my friends, almost all my friends are uh, colleagues are from India and Bangladesh and Pakistan.</p> <p>And so I always tell them, get me involved in your cultural ceremony so I can understand because it's so different. What's interesting is how that connects to other areas of life and you start thinking differently at work and at at school. So that's really awesome advice, KP. What a great conversation. And I think this is going to be, you know, really music to the ears of a lot of our innovators in the audience. So really appreciate you coming on and sharing great advice and tips with us.</p> <p>That's very kind of you to say, Cole. Thanks so much. This Yeah, this conversation's been really</p>
Want to reach healthcare executives and decision-makers? Join industry leaders like HealthMap Solutions on our podcast.
Become a GuestDiscover related content across the AJHCS ecosystem
Articles on the same topic in AJHCS
Abstract Healthcare contact centers are undergoing a structured transition as health systems move from legacy telephony to cloud-based, AI-enabled omnichannel platforms. These platforms increasingly function as centralized digital access hubs for scheduling, triage, navigation, and patient communica...
ArticleAbstract This article presents a comprehensive analysis of hazard-focused frameworks as a strategic imperative for modern public health administration2. As a systematic and proactive alternative to traditional reactive models, this approach enhances preparedness and response to a full spectrum of ev...