The Small Business Research Initiative (SBRI) Healthcare programme (original) (raw)
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Galvanising the NHS to adopt innovation
2016
is a not-for-profit organisation whose mission is to help improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.html. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org www.randeurope.org iii The Department of Health and the Wellcome Trust, in cooperation with NHS England, asked RAND Europe to conduct a limited consultation with key stakeholders about the practicality of measures and incentives proposed as part of the Accelerated Access Review (AAR). In particular, the AAR interim report suggests a number of propositions with specific roles for Academic Health Science Networks (AHSNs), teaching and specialist hospitals and other secondary care providers.
is a not-for-profit research organisation that helps to improve policy and decision making through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.html. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org www.randeurope.org 1 RAND Europe is a not-for-profit research organisation that helps improve policy and decision making through research and analysis. RAND Europe's clients include European governments, institutions, NGOs and firms with a need for rigorous, independent, multidisciplinary analysis. This document has been peer reviewed in accordance with RAND Europe's quality assurance standards and as such can be portrayed as a RAND Europe document.
Innovating for improved healthcare: Policy and practice for a thriving NHS
2020
Aims A prioritisation survey was conducted to help identify what stakeholders in the health system consider to be the priority interventions for supporting an innovative health system (be they existing support mechanisms or to support capacity-building). Stakeholders were consulted on the potential impact, sustainability and scalability of initiatives and interventions seeking to enable the development and uptake of innovation in the health system. The focus was on different interventions intended to support key drivers of innovation. 1 Design and implementation The survey, which was open for 7.5 weeks (13 June 2017 to 4 August 2017), examined six drivers of innovation in the health system identified by Marjanovic, Sim et al. (2017a, 2017b): skills, capabilities and leadership; motivations and accountabilities; the information and evidence environment; relationships and networks; patient and public involvement and engagement; and funding and commissioning. For each driver/theme, respondents were asked to choose (from a longlist) three innovation-related initiatives, interventions or support mechanisms taking place or identified as needed in the health system, that they felt would be most important and likely to lead to impact on the overall system. Respondents were given the opportunity to provide examples of initiatives they thought worked particularly well or not as well as intended. 256 people responded to the survey overall (representatives of innovation and improvement networks, healthcare professionals and providers, commissioning, the private sector, higher education institutions and research institutes, charity and public and patient voice, and policymakers). 2 Key findings The most frequently selected initiatives (percentage of respondents given in brackets) and overarching findings for each theme are described below. Skills, capabilities and leadership: Organisations designed to share knowledge, information and learning, raise awareness about innovation opportunities and help nurture relationships to match supply and demand (59.0 per cent). Professional networking opportunities and establishing 'communities of practice' (52.6 per cent). Initiatives to facilitate cross-sector learning (51.4 per cent). The selected initiatives are all related to knowledge-sharing and communication activities; initiatives specifically related to training were selected fewer times overall, although training through coaching and mentoring seems to be particularly valued by healthcare professional and provider representatives (and more so than formal curriculum-based training). 1 The interventions were identified in Phase 1 of this study, but stakeholders were also given the opportunity to flag additional needs. The survey, which was implemented using the online survey tool SurveyMonkey, 5 was sent by email to 955 individuals spanning healthcare professionals and providers, members of innovation and improvement networks, commissioners, academics, the private sector and policymakers. 6 The initial email list was made up of contacts from prior rounds of this study (see Marjanovic, Sim et al. 2017a, 2017b). We also contacted members of key innovation, quality improvement and health research networks (such as Academic Health Science Networks (AHSNs), Vanguards, Collaborations for Leadership in Applied Health Research and Care (CLAHRCs), Test Beds, Innovation Hubs), using email addresses from scale implantation and use of the initiatives within regions, between regions and nationally; sustainability refers to the potential for sustained use of the initiative by the health system over time.
Public Health Genomics, 2018
The expansion of European small and medium-sized enterprises (SMEs) into the healthcare innovation arena suggests that this should be an important EU policy priority that can significantly benefit the economy, society and citizens, including patients. Deepening and widening of Europe’s SMEs’ growth and activities is part of the EU objectives as set out by the European Commission in its Communications “Small Business Act” for Europe [1] and “Small Business, Big World” [2]. However, innovative healthcare SMEs have struggled to get traction despite the sector being worth more than EUR 250 billion. The 1991 Maastricht Treaty gave the Union new competences in public health and more scope for cross-border cooperation in this area [3]. Nevertheless, health initiatives here have tripped over each other, due to the fact that the delivery of healthcare is a national competence [4]. As such, EU healthcare-driven policy has never truly found its footing as a singular policy area despite the fac...
Multiple and complex changes within health care The Healthcare field means dealing with multiple, complex challenges: increase in chronic disease, aging population, implementing policies and programmes that deal with new issues, such as health promotion, aging, and social isolation, growing social and territorial inequalities in health access, cost increases in some medical treatments, new expectations for personalized services… and finally growing financial constraints that weigh on the healthcare ecosystem. Innovative responses to these challenges are numerous and include technological innovations of products and services, organisational and managerial innovations (Damanpour & Aravind, 2012), innovations in Business Models, R&D processes, governance, evaluation techniques, public regulations, and embracing new forms of mobilizing stakeholders.
Changing the innovation landscape in the UK's National Health Service to meet its future challenges
Innovation and Entrepreneurship in Health, 2015
The UK's National Health Service is widely held to be lagging behind the health systems of other countries in its innovativeness. In particular, there is said to be a "technology deficit" in certain clinical areas, such that patients are unable to access the latest drugs or medical devices. Moreover, the UK conducts world-leading research in health-related sciences and has a globally competitive pharmaceutical industry and sizeable medical technology sector, yet there have been persistent concerns about the translation of this research into products that can be commercialized. The last 15 years have seen successive attempts to rectify this situation and improve the flow of health care innovations into practice. In addition, the importance of organizational innovation to improve productivity and clinical, quality, and safety performance has been recognized. This is becoming more urgent given the need to meet the challenges of rising demand for health care at a time of increasingly constrained resources. This review discusses the changing landscape of policy and other interventions that have been put in place to tackle the factors that inhibit health care-related innovation in the UK.
Disruptive Innovation in the Nordic Countries’ Healthcare Systems
Chinese Business Review (2014) Vol.13 No.3 pp.179-191
The Nordic healthcare model is recognized to be one of the most innovative in the world. Here billions of USD are annually invested in developing new treatments, drugs, robots etc. to diagnose and cure diseases. Nevertheless, this study establishes that there is a fundamental shortcoming in the system that supports healthcare innovation: It is strongly biased towards micro-level innovation projects focusing on new products, alternative processes, and new financial solutions. The problem with this approach to support new projects is that the results are created as inventions within the system thus lacking holistic perspectives. This has consequently contributed with increasing costs that are out of proportion with existing budgets. Therefore this study seeks to analyze the current understanding of the Nordic healthcare system from a business model perspective. Here other aspects of the healthcare system are explored to determine if they could be redesigned to promote new types of innovation projects. The purpose of undertaking this task is to challenge the established patterns of the current healthcare innovation support practices. Here the vertical innovation process (VIP) framework, which is a systematic radical innovation model that seeks macro-level outcomes based on standalone inventions (see more below), is applied to analyze the current state-of-the-art in Nordic healthcare innovation projects. The results determine that very little attention is given to rethink and redesign the healthcare system at a macro-level, and it is discussed that stand-alone inventions ought to be rethought into the entire healthcare system to create a larger impact. Finally, it is argued that existing performance measures are inappropriate to foster projects that innovate the existing system: New measuring points should be developed to promote macro-level projects and to avoid the current rapid increase of costs in the Nordic healthcare system.
The market access of innovation in health care: insights from EC-funded research
Journal of Business & Industrial Marketing
Purpose This study aims to offer novel insights on how industrial marketing might contribute to bringing innovations to market in the peculiar case of health care. This study aims at shedding first light on how the alignment between dissemination and exploitation activities might contribute to bringing to market innovations developed by public–private partnerships funded by the European Commission (EC). Design/methodology/approach The theoretical development comes from an inductive research design based on the 42-month pan-European H2020 research project NESTORE aimed at developing an integrated portfolio of innovations for the healthy aging of European citizens. Findings This study advances the theory and practice of industrial marketing in health care by conceptualizing an actionable method to align dissemination and exploitation activities within EC-funded projects, facilitating that innovations will go to market. The method is composed of five phases. First, an external analysis...
2019
The UK National Health Service (NHS) has been slow at adopting seemingly well-evidenced innovation. A great deal of energy and resources have gone into understanding the issues behind the failure to adopt innovation in the NHS. In recent times Accelerated Access Review (AAR) identified new barriers to innovation and put forward solutions at both local and national levels (Department of Health and Department for Business, Energy and Industrial Strategy, 2017). Scholars and policy-makers have investigated the majority of the obstacles to adopting innovation in the NHS and results have appeared in multiple outlets over the last twenty years. Innovation within the NHS have mostly been judged on a least-cost basis or presumed to yield a positive return in the very first year. Some scholars also point to the fact that most perspectives on innovation deem it as a luxury rather than a routine part of the operational management. The failure to successfully adopt innovations is costing taxpay...