Mastering Innovation in Healthcare: Practical Strategies for 2025 with David O’Malley

In the fast-paced healthcare landscape of 2025, organizations find themselves under increasing pressure to provide better outcomes, manage costs, and continue adapting to technology-driven demands. “Innovate or die,” many experts say, is no longer a dramatic catchphrase—it’s a reality check. Recognizing the need for practical guidance in healthcare innovation, we recently sat down with David O’Malley, founder of Stay Lean, Go Fast (https://stayleangofast.com/).

David’s extensive experience includes serving as SVP for Strategy and for a large New York based payvider—and leading major initiatives in both large-scale organizations like GE. Throughout his two-plus decades in the field, David has focused on building new products, creating innovation frameworks, and translating fresh ideas into sustained impact within the healthcare innovation ecosystem.

In this conversation, David offers actionable and innovative strategies for organizations committed to not just surviving but thriving in 2025 and beyond. Below, we delve into four core principles of innovation in healthcare, the practicalities of funding new ideas, and the importance of building a “culture of innovators”—all while balancing day-to-day operations and regulatory requirements in healthcare.

Understanding Innovation: A Multi-Horizon Approach

Before diving into how to become more innovative, it’s essential to pin down what innovation in healthcare actually is. David defines it simply as “successfully implementing new ideas and creating value for your customers and stakeholders.” This healthcare innovation definition is not limited to giant leaps reminiscent of an “iPhone moment.” Instead, David suggests thinking about three horizons of multi-horizon innovation in healthcare technology:

1. Horizon 1: Incrementally improve what you already do. In healthcare, that might include shorter waiting room times, improved scheduling tools, or streamlined communication between providers and patients. These smaller refinements add up and often form the bedrock of an organization’s innovative culture.
2. Horizon 2: Extend current business models. This involves developing new ways of engaging patients, employees, and partners, such as telehealth platforms that complement traditional face-to-face encounters or subscription-based wellness programs.
3. Horizon 3: Create entirely new offerings or business models. These are the “big bets” that may involve AI-enabled diagnostics, unique service lines (e.g., advanced home care), or integrated care platforms spanning multiple facilities and states.

Most organizations in a stable environment devote about 60% of their innovation efforts to Horizon 1. Another 30% typically goes to Horizon 2, and 10% is devoted to the more radical concepts in Horizon 3. David points out that while startups often focus exclusively on higher-risk, higher-reward ventures (like Horizon 3), larger, more established organizations generally require a balanced portfolio. After all, they still need to ensure consistent quality of care and maintain standard day-to-day operations while pursuing healthcare innovations.

The Four Principles of Sustained Innovation in Healthcare

During our interview, David highlighted four core principles that, when properly applied, can help healthcare organizations achieve ongoing, meaningful innovation. These principles—Be Deliberate, Create Innovators, Make Space, and Be Inclusive—serve as the backbone for any robust innovation program in the healthcare industry.

1. Be Deliberate

Innovation in healthcare can’t be left to chance. It has to be explicitly named, prioritized, and governed. This begins at the top: ideally with the CEO or executive leadership stating a clear commitment to an innovative culture. To be deliberate means:

• Setting Explicit Goals: Define what you expect from your innovation efforts—whether that’s improving operational metrics, launching new services, or exploring novel payment models.
• Allocating Resources: Innovation won’t just happen on its own. It must be scheduled, budgeted, and built into performance metrics.
• Avoiding “Innovation Theater”: While hackathons and Shark Tank–style pitch events can energize teams, they should not be confused with a continuous, systemic innovation program. Short bursts of creativity are exciting but can fade quickly if not grounded in structure and accountability.
• Establishing Innovation Governance: Implement a framework for decision-making and oversight of innovation initiatives, ensuring alignment with organizational goals and regulatory compliance.

2. Create Innovators

A truly innovative organization invests in developing its people. If you want enduring innovation in medicine, you need employees trained and empowered to see problems differently. David shared the example of Adobe’s “red box,” a small innovation kit distributed to teams, giving them time, tools, and simple processes to propose, test, and refine ideas. Similarly, GE’s “moonshine shops” provided informal spaces for engineers and technicians to tinker, test, and brainstorm without the usual bureaucratic constraints.

In healthcare, “creating innovators” may mean:

• Micro-Learning Sessions: Providing short, focused training on problem-solving methodologies or design thinking.
• Coaching & Facilitation: Hiring or designating internal coaches who ensure teams follow structured frameworks for ideation and testing.
• Empowered Teams: Encouraging small groups of clinicians, administrators, and even patients to prototype new processes or tools in a low-risk environment. These smaller-scale experiments can eventually lead to broader organizational change and foster a culture of innovation in healthcare management.
• Workforce Development: Implementing programs to enhance the absorptive capacity of staff, enabling them to recognize, assimilate, and apply new knowledge and technologies effectively.

3. Make Space

Scheduling innovation time is crucial. As David puts it, “If innovation is a priority, treat it like one.” Board meetings get scheduled because they’re essential—innovation time should receive the same respect. A few actionable ways to make space:

• Time-Boxed “Innovation Hours”: Some organizations grant teams one hour a week or a half-day per month to explore improvements.
• Focused Workshops: When deeper dives are needed, set up day-long sprints where teams can step away from day-to-day tasks and tackle big challenges with facilitation and clear outcomes.
• Physical or Virtual Collaboration Areas: Whether a dedicated conference room, a “lab,” or a digital collaboration platform, ensure your innovators have a designated environment where they can brainstorm, test, and refine ideas.
• Entrepreneurship Hubs: Create spaces within the organization that function as incubators for new ideas, fostering a startup-like environment for rapid prototyping and testing.

This principle helps prevent innovation initiatives from becoming an afterthought squeezed into already-packed schedules. By deliberately carving out time and space, leadership demonstrates genuine commitment to fostering an innovation ecosystem in healthcare.

4. Be Inclusive

Innovation thrives when you tap into the diversity of experiences across your entire organization. “Anyone can be innovative if you give them the space and the tools,” David emphasizes. Inclusivity here means:

• Cross-Functional Teams: Bring together clinicians, administrative staff, IT experts, even patients or community members, to get a full 360-degree view of problems and solutions.
• Local Engagement: Visit the actual environments where the innovation is meant to take place. For instance, if you’re developing a new care transition tool for patients, spend time on the hospital floor or in patient homes to understand real-world workflows and challenges.
• Value Everyone’s Perspective: People often leave their resourcefulness at the door when they come to work. Encourage them to draw from personal life experiences—a stay-at-home parent, for example, might offer insights on scheduling or communication that could transfer neatly to patient intake processes.
• Community Partnerships: Engage with local organizations, patient advocacy groups, and other stakeholders to ensure innovations address real community needs and promote benefit sharing.
• Academic Research Consortia: Collaborate with universities and research institutions to tap into cutting-edge knowledge and foster innovation in medicine.

Inclusivity not only fosters a sense of ownership but also widens the scope of potential solutions, ensuring that new products or processes actually meet the needs of a diverse patient population and contribute to the overall innovation ecosystem in healthcare.

De-Risking Innovation: Tranche Funding and Balanced Portfolios

A major hurdle in healthcare innovation is financial risk. David advocates for a “tranche funding approach” that aligns perfectly with the multi-horizon strategy. Rather than requesting the full budget upfront (e.g., “Give me $1 million, and trust me”), teams propose stage-gated investments in promising ideas.

1. Initial Stage (Ideation): You might start with six potential ideas, funding each at a modest level to flesh out the concept, confirm feasibility, and gather preliminary data.
2. First Gate (Validation): After a short, clearly defined period (often just a few weeks), some ideas won’t pass muster—maybe the ROI isn’t there, or the internal climate isn’t right. These are cut, freeing resources for the others.
3. Deeper Investment: The surviving ideas receive additional funding for prototyping, pilot testing, or more extensive research. This cycle repeats until the most viable innovations emerge at the end.

For smaller, Horizon 1–type changes—like refining an existing patient-triage process—this might simply mean documenting new standard operating procedures or updating training protocols. Meanwhile, if you’re developing a new clinical support tool that requires regulatory clearance or advanced AI capabilities, you’ll stage-gate the process to continuously “check in” on viability and ROI.

This tranche funding approach can be complemented by blended finance strategies, combining public funding with private-sector financial backing to support more ambitious healthcare technology innovation projects. Additionally, novel financing approaches like cross-cutting diagonal funding can help address complex, multifaceted healthcare challenges that span different sectors or disciplines.

Managing Large-Scale Rollouts

When an innovation graduates from the pipeline—especially a Horizon 2 or 3 project—it should be treated like a product. Even if it’s an internal platform or process, adopting product management principles ensures consistent implementation across multiple hospitals or care sites. This involves:

• Defining the Customer Experience: In healthcare, your “customer” could be clinicians, patients, or entire departments. Pinpoint their pain points, success measures, and engagement strategies.
• Building a Dedicated Team: Sometimes, the team that developed the idea becomes the initial staff for the new department or product line. You have people who deeply understand both the innovation’s origins and the needs of the end users.
• Iterating and Scaling: Pilot in one or two locations, refine, then expand methodically. As David notes, “Go to the place where the innovation needs to happen,” gathering local feedback and adjusting to regulatory or cultural nuances across different sites.
• Health Technology Assessment: Implement rigorous evaluation processes to assess the clinical effectiveness, cost-effectiveness, and broader impacts of new healthcare technologies before full-scale adoption.
• Infrastructure Strengthening: Ensure that the necessary technological and operational infrastructure is in place to support the rollout and ongoing management of innovative solutions.

This approach to innovation financing and implementation is crucial for healthcare innovation strategies to succeed in the long term, particularly when dealing with complex innovations like precision medicine or AI-driven diagnostic tools.

Embedding Innovation in Your Organization

Every healthcare organization faces the daily tension between maintaining operations and making strides into new territory. Here are a few final considerations, drawn from David’s experiences, that highlight why innovation is important in healthcare:

1. Align to Strategic Goals: Innovation shouldn’t be a random pursuit. If your strategic vision emphasizes value-based care or community wellness, prioritize ideas aligned with these outcomes. This alignment is crucial for the success of innovation in the healthcare industry.
2. Document and Communicate: Particularly in regulated environments, any process changes should be carefully documented. Communication and training are vital for preventing confusion and uneven adoption of innovative ideas in healthcare.
3. Celebrate Incremental Wins: While big, bold projects capture headlines, don’t dismiss the power of incremental improvements. Even minor adjustments in workflow or patient engagement can lead to meaningful gains, boosting morale and reinforcing a culture of continuous improvement. These small wins contribute significantly to the overall benefits of innovation in healthcare.
4. Foster Innovation Clusters: Create or participate in regional innovation clusters that bring together healthcare providers, technology companies, research institutions, and other stakeholders to accelerate innovation and knowledge sharing.
5. Embrace University-Industry Collaboration: Develop partnerships with academic institutions to bridge the gap between research and practical application, fostering a continuous flow of new ideas and talent into the healthcare sector.

The Road Ahead

Healthcare has always been driven by innovation—think of life-saving surgical techniques, telehealth expansions, and breakthroughs in diagnostic tools. However, 2025 presents both new challenges (the rapid advancement of AI, shifting payment models, consumerism in healthcare) and new opportunities (improved data interoperability, predictive analytics, and collaborative digital platforms). Organizations that cultivate a structured yet flexible innovation process will be best positioned to adapt and excel in the evolving landscape of healthcare innovation.

David O’Malley’s firm, Stay Lean, Go Fast, focuses on harnessing Lean principles to drive AI Strategy, Product Acceleration, and Business Agility. His advice underscores a simple but powerful message: “You want long-term, sustained innovation? You have to create innovators who can innovate.” By being deliberate, developing capable innovators, making space, and embracing inclusivity, healthcare leaders can systematically foster new ideas, de-risk major projects, and improve services—ultimately benefiting patients, employees, and the broader communities they serve.

The question is no longer whether healthcare organizations should innovate, but how effectively they will do so. For many, the journey starts with recognizing that innovation is a deliberate process requiring both time and the right mindset. By applying David’s four principles, adopting stage-gated funding mechanisms, and balancing incremental and transformative projects, healthcare systems can step confidently into the future—ready to tackle whatever 2025 brings and well-positioned to shape the healthcare landscape of 2030 and beyond.

As we look to the future, it’s clear that innovation in healthcare will continue to play a pivotal role. From advancements in precision medicine to the development of value-based reimbursement models, the healthcare innovation ecosystem is constantly evolving. Organizations that embrace these changes and foster a culture of innovation will be best equipped to meet the challenges and opportunities that lie ahead in the dynamic world of healthcare innovation.

For those looking to deepen their understanding and capabilities in this field, pursuing a masters in healthcare innovation program can provide valuable insights and skills. These programs often cover topics such as healthcare technology innovation, innovation policy instruments, and strategies for building a learning healthcare system—all crucial elements for driving meaningful change in the industry.

In conclusion, the importance of innovation in healthcare cannot be overstated. It’s the key to improving patient outcomes, reducing costs, and addressing the complex challenges facing our healthcare systems. By embracing innovative strategies, fostering a culture of continuous improvement, and leveraging the latest advancements in medical innovation, healthcare organizations can not only survive but thrive in an increasingly complex and demanding environment.