The BIOHOUSE is where medicine, academia, and industry meet. Jerusalem as the capital of the startup nation is not a common thought. Most people think of it as a place where religions and cultures come together. In the past 5-7 years, biotech has been very prevalent in Jerusalem. They believe in benchmarking your ecosystems, being unique, and forming independence. Independently of Tel Aviv, Jerusalem has become a second tech hub in the world, all on its own. Jerusalem has assets like the largest congregation of academic institutions, licensable academic IPs, diversity, and etc. Additionally, no other city has such strong medical help, so this leads to so much medical innovation!
Today they focus on Digital Health with the Hadassah Accelerator program, partnered with IBM in the BIOHOUSE. Having natural assets in this ecosystem provided them with the data they needed. This is collaboration between a medical center with a lot of data, and a tech giant like IBM. Therefore, BIOHOUSE takes existing players in an ecosystem and orchestrates the interactions between them.
Next up: FINAL PRESENTATIONS
Team 1: Improve cardiovascular health amongst patients based on genetic risks and calculated risks. They need a system to help with patient adherence. Better tools, cost savings, analysis, and lifestyle recommendations.
Team 2: Cross-organizational community needs. There favorite solution was with AWS, to give a ready-to-go solution. It is cloud-based, and standardizes communication.
Team 3: Optimization of bed management to decrease waste, unplanned events, and uncertainty. It would increase productivity, revenues, and quality of care. Emergency room prediction tools, elective surgeries scheduling, and planning discharges would all be points of interest in solving this challenge!
Team 4: Improving post-discharge patient monitoring. This would help empower patients to understand their protocol, and translate it into IT language. They would create an infrastructure to collect and analyze information. Additionally, they would use startups to combine assets and work together to solve the various components of post-discharge communication.
Team 5: Problem with updating patients and family members in hospitals. Improve quality and amount of information between healthcare providers, patients, and family members. Use digital patient tools to create simple information in real-time, and free doctors from feeling stressed by patient/family inquiries. Their solution would be quick to implement. They would use a live app to orient patients/family to hospitals, and send discharge videos for continued education.
Team 6: Better understanding of patient conditions post-discharge. Using new IT, for secure data collection would be a key player. They would focus on data analysis and integration, anonymous patient data, cyber security, cloud technology, etc. It is not just pure technology; it also requires legal departments, internal technologies that already exist, observing the market, partner selection, pilots, etc.
To wrap up:
1000 challenges. 5 conclusions.
Challenges and barriers are very common to all different stakeholders worldwide.
Cumulative data from many challenges showed various trends and similarities, giving HealthIL the ability to create a more scalable platform. They did this by identifying challenge sources, classifications, locations, and the ultimate end users.
They looked at administrations, operations, clinical areas, services, and communication methods. They found that 1/3 of challenges are operational and another 1/3 is clinical, and some are both. They clustered over 30 challenges according to topics in digital health. Is the startup readily available but not necessarily needed, i.e. supply and demand?
We see all these challenges and many of them are the same. So now that we can see those correlations we have started a larger conversation about potential of collaborations in healthcare. In the future, we can build partnerships where we tackle these challenges together!
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