Um ecossistema completo em prol da saúde

Einstein develops a unique environment that places it at the frontier of knowledge on different fronts of health care, bringing benefits to patients and professionals

Creating an environment that enhances and facilitates the patient journey – rather than walking through different health systems without support – is a goal of the most advanced health organizations. In one way or another, this vision has been part of the mission of the Einstein Hospital Israelita since its inception in 1955. Since then, innovation has only gained strength within the organization.

In 1986, in the midst of a revolution in imaging tests, Einstein became the first hospital in Latin America to have an MRI device (the second equipment in the region was also acquired by the organization). "It was a time when the organization showed its leadership in the introduction of new technologies," says Henrique Neves, Einstein general director.

By constantly acquiring and developing new health technologies, a center of excellence gets used to evaluating and reviewing its own processes in order to improve care. Then, a culture of continuous innovation is created in each activity, which benefits patients and health professionals, who end up using the most advanced technologies and processes.

“New technology often destroys previous ways of doing things. Einstein is used to this continuous process of rethinking its processes to seek excellence”

Henrique Neves, Einstein General Director

In the 2000s, the trend of creating health ecosystems was strengthened, with organizations making alliances and creating their own processes, products, and services to meet the different demands of the patient in a single environment. In view of this, Einstein went further and began to strengthen and diversify its portfolio with processes, services and products that, together, create synergy in favor of care.

For example: the organization today has robust areas for Teaching, Research and Innovation, and the experience of managing more than 30 SUS units. This results in clinical and care knowledge that circulates in an integral way, improves people's care and prepares professionals for the future.

Sidney Klajner, president of Einstein, concludes: “The strategy is to make our environment attractive so that the best ideas arise. We have everything necessary for this: public and private network patients, mentors, teachers, researchers, structure for technology validation, cutting-edge equipment, courses, investment capacity”.

Building blocks that leverage progress 

Einstein developed a unique model of action, anchored in platforms — or building blocks — that interconnect and mobilize all its activities. The first platform of the current model was consolidated in the 1990s, with the unprecedented certification outside the United States by the Joint Commission International (JCI), which proved excellence in its care processes. “Instead of relying on reputation, the organization began to seek accreditations and certifications that would prove its excellence,” says physician Sidney Klajner, president of Einstein.

From there, a platform of quality, safety and efficiency was strengthened. Einstein established standardized processes, such as the use of the Lean Six Sigma (LSS) methodology, focused on reducing waste and solving obstacles through objective and measurable actions, and other initiatives that led to the creation of an Office of Excellence, which today disseminates this model of action to other health organizations.

The constant search for improvement made it clear that knowledge is a differential to ensure the best possible care and preserve Einstein's sustainability. Hence, the knowledge management and production platform was crystallized. The creation of the Research, which develops advanced therapies in partnership with SUS (among other diverse studies), and Teaching areas, which today offers eight degrees and thousands of courses.

However, continuous improvements and knowledge production increasingly required structured data, after all, it is through objective information that flaws and opportunities are identified. Taking advantage of technological advances, Einstein invested in digitization and data culture, leveraging early on resources such as telemedicine, Big Data & Analytics and AI. Today, more than 100 algorithms operate in the organization.

To remain at the forefront of technology, Einstein advanced in exploring the frontiers of knowledge. Using the other platforms mentioned, the organization created, for example, robust areas of multiomics, quantum computing and development and application of advanced therapies.

“It's not like we anticipate all possible synergies and trends. But we make investments that expand our range of opportunities. When an innovation appears on the radar, we are usually able to quickly validate it and integrate it into the routine,” argues Neves.

This integrated system, however, needs to positively affect as many people as possible - social responsibility has been part of Einstein since its foundation. With this mission, it included in its strategic planning a building block to expand access to health. These actions seek to make care more equitable, leading to excellence also for SUS, where Einstein already coordinates more than 30 units and more than 40 projects with the Support Program for the Institutional Development of the Brazilian Public Health System (Proadi-SUS).

It is from the synergies of this innovative system, in fact, that the Einstein - Hospital do Futuro portal is born. On each page of the site, you will learn about the main trends in Medicine and how Einstein is at the frontier of knowledge in each one, focusing on its mission to bring quality of life to the population.