Clayton Christensen, professor at Harvard Business School and business consultant, introduced the concept of disruptive innovation in 1995 (disruptive innovation), commonly referred to as breakthrough innovation. It differs from continuity innovation in that it starts from an existing model to give it a new orientation. As a consultant, Christensen has often presented his concept to business people using an activity that falls within the scope of specialized medicine as an example.
In the early 1970s, surgeons had just discovered the Holy Grail with the arrival of coronary bypass surgery to restore blood flow in the arteries of the heart beyond a site of obstruction. While few people believed it, a Swiss-German cardiologist decided to directly attack the site of the blockage by introducing a small catheter decked out with an inflatable balloon to dilate the obstruction (angioplasty). Thus, surgeons innovated by building bridges and cardiologists in turn innovated by constructing tunnels, a completely different approach to the same disease.
The health system is in serious trouble and Minister Christian Dubé has undertaken the colossal task of overhauling it. Like the CH in reconstruction, there will be ups and downs hoping that the enthusiasm generated by the less frequent highs will compensate for the disappointment of the more frequent lows.
What will be the most difficult will be to create a stimulating work environment where everyone contributes in a spirit of sharing and collaboration, which forces us to do things differently.
The Toyota company established itself in the United States with a management philosophy diametrically opposed to the rigid Taylorism that prevailed among the big three in the automobile industry: Ford, Chrysler and GM. Against all expectations, Toyota has surpassed them in many respects and remains a management model based on two concepts: continuous improvement (Kaizen : kai-change; zen-bon) and the contribution of all stakeholders.
In the current process of overhauling the health system, it will be necessary to ensure that continuous improvement is integrated as a normal operating process in connection with the constant evolution of medical science and technology and organizational supports. . Furthermore, it will be necessary to ensure that the decentralization already begun is aimed at all hierarchical levels, including employees who are stakeholders and must have the opportunity to contribute. All hopes are allowed, but the magnitude of the task forces us to innovate, breaking with a past that has lasted too long.