This 3-day module aims to help participants understand and re-evaluate what it takes to propose and manage the innovation process in a healthcare start-up.
This 3-day module aims to help participants understand and re-evaluate what it takes to propose and manage the innovation process in a healthcare start-up.
Participants will start out working in teams through the design thinking process – a stepwise approach for identifying opportunities in healthcare innovation.
They will then move on to explore strategies and techniques for guiding this process, working with industry practitioners in a “living laboratory” format with some hands-on practice.
During the process, participants will also learn how to adapt to and operate in an innovation-centric organisation, especially start-ups.
The module will finish with an understanding of the framework to outline ways of translating the relevant portions of this approach back into participant’s organisation.
Who Should Attend:
Anyone interested in the healthcare ecosystem
Managers of healthcare service quality and patient-centric initiatives
Professionals with work exposure to healthcare design, marketing, quality assurance, operations, collaborative partnership
Anyone starting their journey in innovation-centric organisations, like start-ups or those with start-up like agile innovation-driven culture
Anyone in the creative sector
Anyone seeking career development
What You Will Learn:
Be comfortable with the nonlinear and iterative nature of value creation that drives healthcare
Take a customer/patient perspective and be even better at listening to customers/patients than selling to them
Systematically seek evidence that supports your ideas and tests your vision
Better understand the stakeholders, strategy, culture, structure, system, and processes
Better navigate between the strategic and the tactical
Singapore Institute of Technology (SIT) is Singapore’s University of Applied Learning, offering applied degree programmes targeted at growth sectors of the economy. With a mission to nurture and develop individuals who impact society in meaningful ways, SIT aims to be a leader in innovative learning by integrating learning, industry, and community.
The university’s unique pedagogy integrates work and study by incorporating applied research for students to work on real industry problems and creating solutions that meet industry needs. SIT also advocates the work-learn continuum, which places an emphasis on upskilling and lifelong learning.
Spread across six campuses, and partnered with nine reputable overseas universities, SIT offers a curriculum that blends innovation and expertise with applied research and practical experience.
Mission
To maximise the potential of our learners and to innovate with industry, through an integrated applied learning and research approach, so as to contribute to the economy and society.
Vision
SIT in 2024 is envisioned to be a key university in Singapore that lives and breathes industry, with its students and alumni (collectively called SITizens) being thinking tinkerers, lifelong learners and catalysts for transformation who care for the community and stay connected to SIT and their fellow SITizens
It takes intention, commitment and effort to grow from a positional leader to one who is respected by others. It also requires building expertise in four competency areas to RISE up the levels of leadership
Learn. Transform. Evolve.
The workforce is continually evolving due to intense competition, rising complexity and the digital revolution. This programme aims to reposition the Learning and Development (L&D) function to a more strategic one that drives organisational growth and transformation.
Identify trends, develop effective strategic team operational plans, modify processes to improve corporate governance, apply relevant critical soft skills for effective leadership, which includes effective communication, high emotional intelligence and self-improvement.
Sustained Leadership Development is essential for any organisation to stay relevant in the ever-changing scenario in which it operates. New managers have to keep abreast with demands of their role.
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