Using an Innovation Bridge to Propel Health Care into the Digital Future

We cannot solve our problems with the same thinking we used when we created them.

- Albert Einstein

In today’s rapidly evolving world, health care organizations face a pressing challenge: how to adapt and innovate when the weight of tradition often holds them back. For many institutions, especially in health care, the gravitational pull of the past is powerful. Established practices, outdated systems, and resistance to change can make it seem like they are stuck on one side of a vast chasm, far away from the future they need to embrace. The question becomes, how can we cross that divide? Enter the concept of an "innovation bridge," a strategy for overcoming stagnation and driving meaningful, sustainable transformation.

I first encountered the idea of an innovation bridge in Jason Feifer’s book Build for Tomorrow. Feifer describes how industries caught in the past can construct pathways—bridges—to bring themselves into the future by adopting new mindsets, leveraging technology, and embracing change. As I read, I realized how applicable this concept is to the health care industry, especially in the context of digital transformation. In this post, we’ll explore what an innovation bridge looks like, how to build one, and how examples from outside health care can inspire us to push forward into the digital future.

Health care is notorious for being slow to change. The reasons for this are manifold—regulation, the complexities of patient care, and deeply ingrained systems that have worked for decades. Yet, we know that the world of care is changing. Patients are demanding more convenience, better technology, and personalized experiences. Providers, too, are feeling the pressure to be more efficient, data-driven, and patient-centered. But with all this push for change, many organizations remain stuck in the past, unable to break free of old habits, processes, and technology.

Why is this? Part of the answer lies in comfort with the status quo. Health care leaders often prioritize immediate needs, focusing on today’s challenges rather than tomorrow’s opportunities. Additionally, the perceived risks of change—cost, potential disruptions, or the uncertainty of new technologies—can create a paralysis, stopping progress in its tracks. This inertia makes innovation feel daunting, as if we’re staring across a chasm with no clear way to get to the other side. The idea of an innovation bridge offers a practical framework to cross this gap.

In Build for Tomorrow, Feifer discusses how companies like Netflix and Adobe were able to bridge their own gaps when they faced technological disruption. These companies embraced not only new technology but also new business models and mindsets. For Netflix, the shift from DVDs to streaming was a huge leap, one that many doubted would work. Adobe, similarly, faced skepticism when it transitioned from selling software to offering it via subscription. Both companies could have remained stuck in their old ways, but instead, they built innovation bridges—thoughtfully planned transitions that allowed them to evolve without losing their core value.

Take the airline industry, for example. Airlines have been known for operational rigidity and have historically struggled to adopt new technologies quickly. However, the industry’s recent pivot to artificial intelligence (AI) and automation in areas like customer service, pricing models, and logistics shows how even traditionally slow-moving sectors can build bridges to the future. By layering technology over existing systems, airlines began experimenting with small innovations, then scaled successful ones to transform how they serve customers, manage flights, and operate day-to-day. Their example offers an inspiring model for health care, showing that even incremental steps can lead to significant advancements.

The first step in building an innovation bridge is understanding the gap that exists. In health care, this often means taking a hard look at outdated systems, inefficient workflows, and resistance to adopting new technologies. Digital health tools, from telemedicine platforms to wearable devices, have made massive strides, but implementation is still far from universal. Why? Often, there’s a disconnect between recognizing the need for innovation and having a clear, strategic roadmap to get there.

Leaders need to map out where they are today and where they want to go tomorrow. For instance, if patient access to care is the issue, it’s crucial to evaluate current systems—are they fragmented? Overly complex? How can technology offer a simplified, scalable solution? Once the specific gap is identified, the path forward becomes clearer.

Example: A major health system might identify that their cumbersome scheduling processes were leading to long patient wait times. By introducing a simple online scheduling system, layered on top of existing IT infrastructure, they could dramatically improve patient satisfaction and streamline internal operations without a complete overhaul.

Once the gap is defined, the next step is designing the bridge. An innovation bridge doesn’t mean abandoning everything that came before. Rather, it’s about layering new technologies and processes over what’s already working to create a more adaptive and resilient system.

In health care, this could mean integrating digital tools like home diagnostic platforms or patient engagement tools into existing care pathways. These tools should enhance, not replace, the human-centered care at the heart of the system. The design of the innovation bridge should be incremental, giving organizations the flexibility to experiment, learn, and adapt without disrupting care delivery.

Example: A leading health system’s partnership with telemedicine providers could illustrate this approach. Instead of replacing their in-person care, they could use digital tools to extend their services and offer new ways for patients to interact with their providers. This gradual integration might allow them to expand their reach while maintaining the high standards of care for which they are known.

With the bridge designed, the final step is implementation—actually crossing the bridge. This requires a cultural shift within the organization. Leaders must foster a mindset that values experimentation, embraces failure as a learning opportunity, and remains agile in the face of new challenges. Implementing pilot programs, gathering data, and scaling what works are all part of this process.

It’s also crucial to empower frontline staff to participate in this innovation journey. Nurses, physicians, and administrative staff are the ones who interact with patients daily and often have the best insights into what changes will have the greatest impact. By engaging them early and often, organizations can ensure that the innovation bridge is built collaboratively, making the transition smoother and more effective.

Example: Let’s say a health system launched a small-scale pilot of AI-driven triage systems in their emergency departments. The initial feedback from staff and patients was positive but also offered opportunities for improvement. With this feedback, they were able to scale the system to other departments over time, proving that crossing the bridge doesn’t have to happen all at once—it’s about measured, data-driven progress.

Building an innovation bridge is not about abandoning everything that has come before. Rather, it’s about recognizing the potential of new technologies and processes to improve care, increase efficiency, and better serve patients. Health care organizations need to take incremental steps—assessing the gap, designing their bridge, and implementing change in manageable stages. With a clear strategy and the willingness to experiment, the journey across the bridge is not only possible but essential for the future of health care.

By learning from other industries and adopting a mindset of continuous improvement, health care can finally break free from the inertia of the past and step boldly into the future.

The path forward starts by building the bridge—let’s get to work.

Health care organizations can start by conducting a comprehensive assessment of their current systems and workflows to pinpoint areas where inefficiencies or outdated practices exist. This could involve gathering input from frontline staff, analyzing patient feedback, and reviewing key performance metrics such as patient wait times, care outcomes, and operational costs. By mapping out these areas, organizations can better understand where the largest gaps lie and prioritize building innovation bridges to address the most impactful challenges. Identifying problems with high potential for technological solutions, such as scheduling, patient communication, or data management, provides a clearer starting point for constructing the bridge.

Frontline staff, including nurses, physicians, and administrative personnel, are crucial to the success of an innovation bridge. Their direct experience with patient care and daily operations gives them valuable insights into where improvements are needed most and what solutions may be practical. Engaging these team members early in the process fosters a culture of collaboration, making them partners in change rather than passive recipients. They can help shape pilot projects, provide feedback during trials, and drive adoption of new tools and processes. Involving frontline staff ensures that innovations are tailored to real-world needs, increasing the likelihood of a successful transition across the bridge.

Innovation always carries risks, especially in a highly regulated and mission-critical industry like health care. Leaders can manage this by adopting a phased approach, where small-scale pilot programs are implemented before scaling solutions widely. This allows organizations to gather data, evaluate outcomes, and make adjustments based on what works and what doesn’t, minimizing disruptions to patient care. Additionally, leaders should foster a culture that views failure as a learning opportunity rather than a setback, encouraging continuous improvement. By carefully weighing risks and rewards and using data to guide decision-making, health care leaders can drive progress while safeguarding quality and safety.

This post is not an endorsement or investing advice. It is personal opinions and does not reflect the views of my past, present or future employers, clients, or colleagues.