Status epilepticus, a life-threatening form of persistent seizure activity in the brain, is challenging to treat. It requires hospitalization in an intensive care unit, constant monitoring and meticulous medication adjustment. An automated, intelligent monitoring system developed by clinicians and engineers at Boston Children’s Hospital could transform ICU care for this neurological emergency.
Typically, children in status epilepticus are first given powerful, short-acting seizure medications. If their seizures continue, they may need to be placed in a medically induced coma, using long-acting sedatives or general anesthetics. “The goal,” explains biomedical engineer Christos Papadelis, PhD, “is to supply enough sedating medication to suppress brain activity and protect the brain from damage, while at the same time avoiding over-sedation.”
You’ve got a great idea for a new medical device. After you’ve created the device and proved its usefulness in a clinical setting—a challenge in itself—the next step is getting your device to a commercial partner who can mass-produce and market it. Working through all of the regulatory hurdles, projecting the market for your product and figuring out your product’s long term potential can seem overwhelming.
What’s IBM’s Watson been up to since winning Jeopardy? Among other things, it’s been trying to help doctors make decisions. “We live in an age of information overload,” says Mike Rhodin, Senior Vice President of the IBM Watson Group. “The challenge is to now turn that information into knowledge.”
Interestingly, most of the inquiries Rhodin received post-Jeopardy were from doctors, who were interested in the way Watson sorted and ranked possible answers. Here, Rhodin and Dan Cerutti, VP of Watson Commercialization, outline IBM’s vision to improve global health care through a technology platform called CarePlex:
Ezekiel “Zeke” Emanuel MD, PhD, former health advisor to President Barack Obama and current Vice Provost for Global Initiatives and Chair of the Department of Medical Ethics & Health Policy at University of Pennsylvania, has plenty to say about where health care is headed. Keynoting at the Global Pediatric Summit 2014, Zeke outlines six predictions and what academic medical centers and the larger industry will need to do to survive.
Since 2009, Boston Children’s Hospital has committed $6.2 million to support 58 hospital innovations ranging from therapeutics, diagnostics, medical devices and vaccines to regenerative medicine and healthcare IT projects. What a difference six years makes.
The Technology Development Fund (TDF) was proposed to Boston Children’s senior leadership in 2008 after months of research. As a catalyst fund, the TDF is designed to transform seed-stage academic technologies at the hospital into independently validated, later-stage, high-impact opportunities sought by licensees and investors. In addition to funds, investigators get access to mentors, product development experts and technical support through a network of contract research organizations and development partners. TDF also provides assistance with strategic planning, intellectual property protection, regulatory requirements and business models.
Seeking some “metrics of success” beyond licensing numbers and royalties (which can come a decade or so after a license), I asked recipients of past TDF awards to report back any successes that owed at least in part to data generated with TDF funds. While we expected some of the results, we would have never anticipated such a large impact.
Your first job as an innovator is to persuade your colleagues that playing it safe is the riskiest strategy of all, says Bill Taylor, Fast Company’s cofounder and founding editor. During his keynote address, “A Practically Radical Prescription for Health Care,” Taylor urged health care innovators to embrace change and look broadly to other fields–even the circus–for lessons.
He invoked what George Carlin called “vuja de”: The opposite of deja vu, it’s seeing a familiar thing in new way. “We learn and grow the most when we meet with people unlike us,” Taylor said.
Ask yourself, “What are we offering that is hard to come by?” Fill a need before other organizations even see it. It may be hidden in plain sight. Here’s Taylor’s talk in full:
Inspiration for pediatric innovation is everywhere—from hackathons to waiting rooms to research labs—but getting from concept to clinic is a challenge. This panel discussion offers observations, insights and strategies for success in pediatric health, from drug development to caregiver support:
Jay Berry, MD, MPH, is a pediatrician and hospitalist in the Complex Care Service at Boston Children’s Hospital.
Growing up, my parents repeatedly reminded me that “money doesn’t grow on trees.” They pleaded with me to spend it wisely. I’ve recently been thinking a lot about my parents and how their advice might apply to health care spending for my patients.
As a general pediatrician with the Complex Care Service at Boston Children’s Hospital, I care for “medically complex” children. These children—numbering an estimated 500,000 in the U.S.— have serious chronic health problems such as severe cerebral palsy and Pompe disease. Many of them rely on medical technology, like feeding and breathing tubes, to help maintain their health.
These children are expensive to take care of. They make frequent health care visits and tend be high utilizers of medications and equipment. Some use the emergency department and the hospital so often that they’ve been dubbed frequent flyers.