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Abstract：
BACKGROUND: Organizations implement innovations to disrupt the status quo and create value. Within sectors such as healthcare, innovations need to navigate large scale system and organizational factors to succeed. This research explores the implementation of a global innovation- Project ECHO®. Project ECHO® is a validated virtual communities of practice model organizational teams implement to build workforce capacity and capability. Project ECHO® has experienced broad global adoption, particularly within the healthcare sector, and is experiencing growth across other sectors. This study sought to examine the state of implementation success for Project ECHO® globally, to understand how these implementations compare across geographic and sectoral contexts, and understand what enablers/barriers exist for organizational teams implementing the innovation.
METHODS: An empirical study was conducted to collect data on 54 Project ECHO® implementation success indicators across an international sample. An online survey questionnaire was developed and distributed to all Project ECHO® hub organizations globally to collect data. Data was analyzed using descriptive statistics.
RESULTS: The 54 implementation success indicators measured in this survey revealed that the adoption of Project ECHO® across 13 organizations varied on a case-by-case basis, with a strong rate of adoption within the healthcare sector. Implementation teams from these organizations successfully implemented Project ECHO® within 12-18 months after completing Immersion partner launch training and operated 51 ECHO® Networks at the time of data collection. Implementation teams which liaised more regularly with ECHO® Superhub mentors often went on to launch a higher number of ECHO® Networks that were sustained over the longer term. This suggests that these implementation teams better aligned and consolidated their Project ECHO® pilots as new innovations within the local context and strategic organizational priorities. Access to research and evaluation capability, and a more automated digital client relationship management system were key limitations to showcasing implementation success outcomes experienced by the majority of implementation teams.
CONCLUSIONS: These findings make a valuable contribution to address a knowledge gap regarding how a global sample of organizations adopting Project ECHO® measured and reported their implementation successes. Key successes included pre-launch experimentation and expansion, Superhub mentorship, stakeholder engagement, and alignment to strategic priorities.
METHODS: An empirical study was conducted to collect data on 54 Project ECHO® implementation success indicators across an international sample. An online survey questionnaire was developed and distributed to all Project ECHO® hub organizations globally to collect data. Data was analyzed using descriptive statistics.
RESULTS: The 54 implementation success indicators measured in this survey revealed that the adoption of Project ECHO® across 13 organizations varied on a case-by-case basis, with a strong rate of adoption within the healthcare sector. Implementation teams from these organizations successfully implemented Project ECHO® within 12-18 months after completing Immersion partner launch training and operated 51 ECHO® Networks at the time of data collection. Implementation teams which liaised more regularly with ECHO® Superhub mentors often went on to launch a higher number of ECHO® Networks that were sustained over the longer term. This suggests that these implementation teams better aligned and consolidated their Project ECHO® pilots as new innovations within the local context and strategic organizational priorities. Access to research and evaluation capability, and a more automated digital client relationship management system were key limitations to showcasing implementation success outcomes experienced by the majority of implementation teams.
CONCLUSIONS: These findings make a valuable contribution to address a knowledge gap regarding how a global sample of organizations adopting Project ECHO® measured and reported their implementation successes. Key successes included pre-launch experimentation and expansion, Superhub mentorship, stakeholder engagement, and alignment to strategic priorities.
摘要：
背景：组织实施创新以打破现状并创造价值。在医疗保健等领域，创新需要驾驭大规模的系统和组织因素才能成功。本研究探索了全球创新项目ECHO®的实施。项目ECHO®是一个经过验证的虚拟社区实践模型组织团队实施，以建立劳动力能力和能力。项目ECHO®经历了广泛的全球采用，特别是在医疗保健领域，并且正在经历其他部门的增长。本研究旨在检查ECHO®项目在全球范围内的实施成功状态，为了理解这些实现在地理和部门环境中的比较，并了解组织团队实施创新的促成因素/障碍。
方法：进行了一项实证研究，以收集国际样本中54个项目ECHO®实施成功指标的数据。开发了一份在线调查问卷，并分发给全球所有ECHO®项目中心组织，以收集数据。使用描述性统计分析数据。
结果：本次调查中测量的54项实施成功指标显示，13个组织采用ECHO®项目的情况因个案而异，医疗保健部门的采用率很高。这些组织的实施团队在完成Immersion合作伙伴启动培训后的12-18个月内成功实施了项目ECHO®，并在数据收集时运营了51个ECHO®网络。与ECHO®Superhub导师更定期联络的实施团队经常继续推出更多数量的ECHO®网络，这些网络可以长期维持。这表明，这些实施团队更好地调整和巩固了他们的项目ECHO®试点项目，作为当地背景和战略组织优先事项中的新创新。获得研究和评估能力，更自动化的数字客户关系管理系统是展示大多数实施团队所经历的实施成功成果的关键限制。
结论：这些发现为解决关于采用ProjectECHO®的全球样本组织如何衡量和报告其实施成功的知识差距做出了宝贵贡献。主要成功包括发射前的实验和扩展，超级集线器指导，利益相关者参与，与战略重点保持一致。
方法：进行了一项实证研究，以收集国际样本中54个项目ECHO®实施成功指标的数据。开发了一份在线调查问卷，并分发给全球所有ECHO®项目中心组织，以收集数据。使用描述性统计分析数据。
结果：本次调查中测量的54项实施成功指标显示，13个组织采用ECHO®项目的情况因个案而异，医疗保健部门的采用率很高。这些组织的实施团队在完成Immersion合作伙伴启动培训后的12-18个月内成功实施了项目ECHO®，并在数据收集时运营了51个ECHO®网络。与ECHO®Superhub导师更定期联络的实施团队经常继续推出更多数量的ECHO®网络，这些网络可以长期维持。这表明，这些实施团队更好地调整和巩固了他们的项目ECHO®试点项目，作为当地背景和战略组织优先事项中的新创新。获得研究和评估能力，更自动化的数字客户关系管理系统是展示大多数实施团队所经历的实施成功成果的关键限制。
结论：这些发现为解决关于采用ProjectECHO®的全球样本组织如何衡量和报告其实施成功的知识差距做出了宝贵贡献。主要成功包括发射前的实验和扩展，超级集线器指导，利益相关者参与，与战略重点保持一致。
