All courses will include instructor lectures and presentations, group discussions and practical application activities. There will be an experiential learning component to combine theory with a real innovation project or problem-based learning scenario.
HVT 101 Health Ventures I (3 Units)
Do you have a great idea for health innovation? A new solution that changes how something is done? A current or future thesis/capstone project that addresses a big problem? An interest in exploring what it means to build innovation? The Health Venture course will help you develop essential entrepreneurial skills to Define Problems, Design Solutions and Activate Opportunities. Whether you are working on a new digital application, device, therapeutic, process, program, or are simply intrigued by how new innovative technologies are created, all are welcome to this learning experience. This course is case-based and uses both inquiry and problem-based learning approaches to introduce you to a broad range of topics relevant to aspiring health innovators. Key course components: video modules, challenges, PBL Case Labs, reflections, and quizzes. There is no final exam or project.
This is equivalent to the HTH SCI 3PP3 course (anti-requisite).
McMaster Undergraduate students interested in this course as elective credit toward a degree program (i.e. not pursuing the Certificate of Professional Learning) will register in HTH SCI 3PP3 in Mosaic.
HVT 102 Innovation Project Course (3 Units)
What is new value creation in healthcare? This course will provide you with an opportunity to apply the entrepreneurship skills you have developed so far to real-world health problems. As part of this course, you will be working on teams with learners from various programs at the undergraduate, graduate, resident, and clinical levels. The purpose of this course is to train you on how we identify and manage scalable opportunities for big impact in healthcare. We will work through four three-week ‘sprints’, where we analyze clinical problems, develop solutions and pitch our proposed solutions to a clinical and industry panel. This course highlights disruptive technologies (e.g., artificial intelligence, machine learning, virtual reality) as the solution space of interest as well as business models that require complex change and regulatory processes to become adopted. As such one of the key themes of this course will be managing complexity. This course also helps you understand how innovation works in healthcare contexts. What challenges exist? Which opportunities are prioritized? How do you identify opportunities that are worth pursuing? How do you navigate the health system and innovation processes to create a new value alongside a compelling business case? By the end of this course, you will have a deep understanding of the challenges faced by health innovators, a refined skill set in health entrepreneurship, and a network of industry and clinical professionals.
This is equivalent to the HTH SCI 4IS3 course (anti-requisite).
McMaster Undergraduate students interested in this course as elective credit toward a degree program (i.e. not pursuing the Certificate of Professional Learning) will register in HTH SCI 4IS3 in Mosaic.
HVT 103 Health Ventures Level 2 (3 Units)
Health Ventures Level 2 is available to individuals seeking to explore a proof of concept, assess feasibility, and validate various aspects of their project, product, or company in the health innovation space. This milestone-based program will help you overcome common pitfalls and accelerate your innovation towards the market. This course includes project- and case-based learning. It uses both inquiry and problem-based learning approaches to introduce you to a broad range of topics relevant to aspiring health innovators. Key course components: video modules, challenges, PBL Case Labs, reflections, and quizzes. There is no final exam or project. There is a final presentation.
HVT 104 Navigating Complexity in Healthcare (3 Units)
This course introduces learners to complexity theory through a healthcare lens. The health industry is inherently complex and challenging to navigate. Much like a biological system, it cannot be reduced to individual components or ‘agents’: it must be studied as a decentralized system. A complex system is inherently adaptable within a range of conditions, and although inter-dependencies may be characterized through simple rules, these rules may also change in response to constraints that naturally arise through a change in context. Our collective response to the COVID-19 pandemic has demonstrated the intricacies of complex adaptive systems. It has demonstrated the importance of strategic foresight, scenario planning, problem definition, big data, effective lines of communication, multi-disciplinary teams, and rapid decision-making processes. To explain healthcare as a complex adaptive system, this course will use multi-part problem-based learning case studies centred on the COVID-19 pandemic. We will also reverse-engineer several adaptations that emerged in non-health sectors to illustrate additional elements of complexity theory. These exercises will illustrate leadership, innovation, and management challenges faced by various agents before, during, and after the pandemic. Learners will develop a comprehensive set of tools to frame problems and navigate a variety of change efforts.