Leading for innovation
File(s)
Accepted version
Author(s)
Denning, Max
Ashrafian, Hutan
Type
Journal Article
Abstract
Innovation is any process that creates values for patients, staff, organisations, communities or government. In the context of rising healthcare demand and limited resources, innovation is necessary to facilitate the ongoing delivery of high-quality care. Healthcare is a complex industry with many characteristics that impact the innovation process. Historically, the focus of innovation has been new technological products rather than reimagining how routine care is delivered. However, rethinking how common, less complex conditions are managed, is likely to represent a greater opportunity to capture value going forwards. Strategy is necessary due to limited resources. Key elements include involves setting priorities, measuring improvement, cultivating an innovative culture and managing trade-offs.
Innovation can solve a well-recognised problem or propose solution to a problem that is not as well recognized: this is classified as demand-pull or supply-push. Technological solutions can exist in as hard (equipment) or soft (processes, procedures, improvement strategies). Innovation can be classified by the degree to which it changes current technology and/or business models. The resultant classification includes: radical, disruptive, routine, or architectural innovation.
Due to the complexity of healthcare, innovations do not always have predictable effects, and require testing. Successful innovations can be spread through diffusion and dissemination.
Innovation can solve a well-recognised problem or propose solution to a problem that is not as well recognized: this is classified as demand-pull or supply-push. Technological solutions can exist in as hard (equipment) or soft (processes, procedures, improvement strategies). Innovation can be classified by the degree to which it changes current technology and/or business models. The resultant classification includes: radical, disruptive, routine, or architectural innovation.
Due to the complexity of healthcare, innovations do not always have predictable effects, and require testing. Successful innovations can be spread through diffusion and dissemination.
Date Issued
2020-12-23
Date Acceptance
2020-05-26
Citation
BMJ Leader, 2020, 4 (4), pp.171-173
ISSN
2398-631X
Publisher
BMJ Publishing Group
Start Page
171
End Page
173
Journal / Book Title
BMJ Leader
Volume
4
Issue
4
Copyright Statement
© Author(s) (or their employer(s)) 2020. No commercial re-use. See rights and permissions. Published by BMJ. This article has been accepted for publication in BMJ Leader following peer review. The definitive copyedited, typeset version Denning M, Ashrafian HLeading for innovationBMJ Leader 2020;4:171-173 is available online at: http://dx.doi.org/10.1136/leader-2020-000232
Identifier
https://bmjleader.bmj.com/content/4/4/171
Publication Status
Published
Date Publish Online
2020-10-27