According to this chapter, creativity and innovation are different concepts. How does this case address creativity? Innovation?

UCLA Health, the healthcare system of the University of California at Los Angeles, had appointed a chief innovation officer, Molly Coye, MD, to reinvigorate its innovation efforts. Past initiatives seemed to have flagged, and a new focus and energy were needed. Although the system had many past successes, it recognized that it had to overcome many current and future challenges if it was to fulfill its mission to educate future healthcare providers, effectively and efficiently treat patients, and promote research.
During her first week in the position, Coye met with the department chairs. Over the course of the two-hour discussion, she was asked, “Isn’t innovation mostly about technology, and doesn’t it fit with the research part of our mission?”
To this, she replied that almost all innovations were enabled by technology, but having a culture that promoted innovation and implementing change were even more important than technological invention.
This answer confused some of the chairs, one of whom said that he thought invention and innovation were the same concept. Coye then pointed out that the scientists at UCLA invented new things almost daily, but few of those inventions were actually used to affect patients’ care.
Innovation was the piece that provided value creation, she added.