Buckinghamshire Healthcare NHS Trust
The Rise of the Healthcare Innovator
Ryan Kerstein
Innovation is the process of creating and implementing an idea that answers a clear need and adds value to how we deliver healthcare and treat our patients. Innovation can take many forms, such as new technology, service models, processes, or whole system change. Innovation can also be incremental or radical, depending on the degree of change and impact it brings. Importantly, it must start with the need being clearly defined. Innovation fails when the starting point is based on the excitement of using a new tool or technology and then trying to find somewhere to apply it.
It is no secret that healthcare in the UK desperately needs change, from low morale to legacy systems and rising demand. The NHS is a complex and dynamic organisation that faces many challenges and opportunities in delivering high-quality, safe, and efficient care to the population. Suppose the ignition for innovation is the understanding of the need, then who better to drive this change than the staff members living and breathing UK healthcare? The NHS workforce is highly educated and motivated, and they have a unique insight into the real pain points and potential solutions in the delivery of healthcare in the UK. Therefore, they are best placed to understand the issues and the opportunities for innovation.
However, the NHS culture and structure may not always support or encourage innovation from the frontline staff. There may be barriers such as lack of time, resources, skills, incentives, recognition, or support for innovation. There may also be resistance to change from the existing practices, policies, or stakeholders.
To overcome these barriers and unleash the potential of grassroots innovation in the NHS, we need to develop the role of clinical innovator, nurse innovator, physio innovator, etc. These are healthcare professionals who have a passion and aptitude for innovation and who can lead and champion innovation projects within their teams, departments, or organisations. These roles should be on par with the academic clinician or nurse, and they should be given the appropriate training, support, and recognition for their work. There are pockets where this is happening. The NHS Clinical Entrepreneur Program is a great example of championing innovators. My own Trust (Buckinghamshire Healthcare NHS Trust) has a thriving research and innovation team, with an Innovation Fellow program that mixes clinical exposure and intrapreneurship training.
The training for clinical innovators or nurse innovators should include topics such as technology, programs and change management. Technology is essential for innovation, as it can enable new ways of delivering care, improving quality, reducing costs, and enhancing patient experience. Program management is the skill of planning, organising, and managing innovation projects, from ideation to implementation and evaluation.
Change management is the skill of leading and facilitating change by engaging and influencing stakeholders, overcoming resistance, and sustaining the benefits of innovation.By developing the role of clinical innovator or nurse innovator, we can create a culture and environment that fosters and nurtures grassroots innovation in the NHS.
Industry innovating without healthcare professionals is likely to fail, as they lack the insider knowledge and understanding of the needs and challenges of the NHS.
Another important aspect of nurturing grassroots innovation in the NHS is working with industry to develop new ideas. It is through this partnership that real change can happen. Collaboration brings new viewpoints and skills into play and creates a synergy between the public and private sectors.
Industry innovating without healthcare professionals is likely to fail, as they lack the insider knowledge and understanding of the needs and challenges of the NHS. However, the industry brings resources and expertise that can sometimes turn naive healthcare ideas into powerful new tools. The industry can also help scale up and commercialise the innovations and ensure their sustainability and impact.
Therefore, the NHS should foster and facilitate collaboration between Healthcare Professional Innovators and industry partners, such as technology companies, start-ups, universities, or research institutes. The NHS should also provide incentives and support for such collaboration, such as funding, mentoring, networking, or recognition.
By working with industry, the NHS can leverage the best of both worlds and create a win-win situation for all parties involved. The NHS can benefit from the innovation, the industry can benefit from the market, and the population can benefit from the improved healthcare. Working with industry is a means and an end for grassroots innovation in the NHS.
This can have a huge impact on the UK PLC, as it can improve the health and well-being of the population, enhance the reputation and performance of the NHS, and generate economic and social value for the country. Grassroots innovation in the NHS is desirable and necessary for the future of healthcare in the UK.
