OPI has brought us far 
2/2/2012 2:23:04 PM When it comes to OPI, I would like to see more managerial backing across the sectors. It is important for me to mention, however, that if it had not been for the constant backing of the tireless and dedicated management at OUH, we would not be where we are today, Kurt Christensen writes in The Hospital-Dispatch.
By Kurt Christensen
CEO
Medisat A/S
Article from 14. dec. 2011 in "Hospitalstafetten" on http://www.denoffentligesektor.dk/
In the previous blog-article, the dispatch was passed on to me, by Jens Andersen, CEO in Region Zealand. He was interested in knowing, how I/ we at Medisat, viewed the OPI-collaboration. What – in our opinion – were the advantages and the challenges? And how had we and OUH succeeded in carrying out our Patient Briefcase project, as well as starting the development of new telemedical solutions?
Commercial potential with challenges
Private companies, like Medisat, appreciates the OPI-collaboration because when it works, it helps promote and create entrepreneurship and enables us to develop new innovative products, reach a wider market segment and ultimately increase sales and produce growth – locally and nationally. In this light, the OPI-collaboration contains great welfare- and commercial-potentials.
There are, however, distinct barriers to overcome before the OPI-collaboration can work as originally intended.
One of the fundamental difficulties is simply, that this sort of collaborative work is unchartered territory for all parties involved. Welfare technology is still on a very early stage, in Denmark as well as abroad. No one has yet discovered a viable formula for public sector/ private sector innovative collaboration.
Slow processes required additional funding
At Medisat our particular challenge has therefore been, in close collaboration with The Region of Southern Denmark, to discover a path through the system – from development to commercialisation.
This pioneering work has been demanding and has required intense networking, immense patience and perseverance from all parties involved. On this score I have to say that the management at OUH has been very good at helping us keep the faith in the project.
For many private companies (especially comparatively small companies like Medisat) one of the most important barriers standing in the way of a functioning OPI-partnership, is the lack of time and resources.
Unfortunately slow decision-making processes in the public sector have contributed to significantly delaying our joint innovative efforts.
In our case, it has therefore been necessary to infuse new capital into Medisat, from our sister-cooperation Global IT Systems, while waiting for key decision-makers in various parts of the public sector to come to an agreement concerning our continued collaboration.
Hopes for the future
When it comes to a future OPI-collaboration I would wish for more managerial backing across the sectors. It is important for me to mention, however, that if it had not been for the constant backing of the tireless and dedicated management at OUH, we would not be where we are today.
Dedicated people with decision-making powers are incredibly important among all parties involved. These are the once who can contribute in finding a model, that separates innovation and commercialisation, and continues to work for the patients welfare, joint growth and mutual trust between the public and the private sector.
The dispatch is passed on to...
I pass the dispatch on to Peder Jest, MD Chief Medical Officer at Odense University Hospital.
I would be interested to get his opinion on what can be done to shorten the time it takes to establish a commercial OPI partnership, and how to shorten the process from project to full running operation.
What does he consider to be the greatest challenges for a public sector/ private sector partnership, and is it his wish to strengthen the OPI collaborative work? And is there an easier way to accomplish this than the current one-hospital-at-the-time strategy?
