3. InnovationInnovation is an idea, service, practice or product, new to
health and care, or applied in a new way, which creates a step
change improvement in quality of care
29. Juliette Kumar, Associate Director of
Improvement and Education
Jennifer Dodd, Associate Director of
Transformation
30. Overview
• Adoption and spread – the challenge of getting proven
innovations into the health and care system
• Tale as old as time – getting effective spread
• Creating pull and push mechanisms – how can we work
together?
• Leadership for spread and adoption
• Top tips for spread and adoption
31. Diffusion of Innovation – the story
of scurvy
This Photo by Unknown Author is licensed under CC BY-SA
• Scurvy was a major cause of death in
sailors on long voyages
• 1st documented clinical trial of
treatment was by James Lind in 1747
that found sailors receiving oranges
and lemons made a drastic recovery
• It was not until 1795 that the British
navy started distributing fruits
amongst sailors to prevent the disease
• The Merchant Navy only followed in
1865
32. Challenges to adoption and
spread
£140bn total NHS spend
Transferring simple innovations
from one NHS organisation to
another is a complex process
requiring adaptation, testing
and re-evaluation.
Resourcing is required to
spread even low-cost
innovations
Fragmentation of NHS services
makes it harder develop
shared approaches and
transmit learning across sites.
Ref:
https://www.kingsfund.org.uk/sites/default/files/2018-
01/Adoption_and_spread_of_innovation_NHS_0.pdf
33. What does good look
like in adoption &
spread?
• Build demand – understand your
needs to select innovations that
deliver greatest value
• Tell stories – about how and why
an innovation has been
implemented and the outcomes
and benefits
• Kick start momentum – use levers
such as finance and policy, but
understand the need to create
intrinsic commitment to spread and
adoption
• Provide Leadership – Demonstrate
that spread and adoption is a
PULL
34. Push
• Showcasing proven innovations and
providing network opportunities for
ideas to collide
• Sustaining communities of practice for
knowledge transfer of what works well
• Innovation & Improvement Coaching
Academy – coached programmes for
adoption & spread
• Curating innovations, assessing them
and matching to need
• Communicating and building
relationships
• Come to us 1st – being the first point
of contact for innovation spread &
adoption
36. States of Innovation – Julian Stodd
• States are different
• Different leadership
• Curious organisations
• Passive – exploitative
37. 8 top tips for culture of Spread &
Adoption1. Provide opportunities for people & ideas to collide – e.g. Apple
2. Small scale testing and modelling of innovative ways of doing things
3. Separate out the functions of innovation & research – recognise the
different approaches
4. Recognise the need for systematic approach to S&A – move away
from ‘Invented here’ syndrome
5. Horizon scanning – pulling innovation into the organisation – make
the Innovation Agency 1st point of contact
6. Reward staff for innovative thinking and adopting good ideas – e.g.
Google
7. Offer somewhere for staff to take ideas – what is the pathway?
8. Invest in Lead role on Executive team & role model leadership
behaviours – invest in champions
39. Innovation Culture –
characteristics
• A risk appetite for adoption & spread
• Adoption & spread of innovation as a cultural value
• Process for ideas generation and funnelling
• Driving improvement in quality and productivity
• Platforms and opportunities to share success, and
learn from failures, in innovation
• A tolerance for failure as an inevitable step in
innovation
Editor's Notes
Problems with fruit perishing on long voyages
Mistakes with changing fruit concentrates to lemon preserve where the vit C was removed
Current research tells us it is now around 17 years - . Green L, Ottoson J, García C, Hiatt R Diffusion theory and knowledge dissemination, utilization, and integration in public health. Annu Rev Public Health 2009;30:151–7
Pipeline?
NIA
ITT
Local
Build demand:
Encourage clinical leaders and patient networks to articulate their needs for innovation and consider whether there is expressed demand for innovations before they are selected for scaling and diffusion.
Use existing networks and narratives to select and tailor innovations that deliver the greatest value given local challenges and work in the local context
Tell stories
Give weight to qualitative evidence as well as quantitative evidence; stories about why and how an innovation has been implemented and the outcomes and benefits that have resulted can be powerful in making the case for change.
Kick start momentum
Use policy and financial levers to kick start momentum but understand that these levers are not successful in creating an intrinsic commitment to an innovation over a sustained period.
Adoption of innovation needs more than just lone champions, senior clinicians, patient champions and experienced project teams are needed.
Provide leadership
Demonstrate that innovation is a solution to the NHS’s challenges.
Accelerate spread by transferring decision-making to local systems and frontline services.
Seeking innovative ways of doing things is often spurred by a challenge or problem and compassionate leadership is often a powerfull facilitator at each stage of the problem solving process.
Staff are more likely to find new and improved ways of doing things if they feel listened to, valued and supported as this provides a sense of psychological safety
Give people autonomy in their work, develop a shared responsibility
Positive attitudes to diversity