11th National ConferenceMark Wilkinson, Director of Life Sciences Innovation
18 June 2010
1. The future will be very different
3. Starting to shape a business to business relationship
5. There will be some early wins
Three ideas
Challenge 2 – finance
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Percentage real growth in NHS resources 2003/4 to 2013/14
“We should plan on the assumption that we will need to release unprecedented levels of efficiency savings …”
“Our best chance lies in improving quality and productivity, linked together by innovation driving sustained improvements.”
David Nicholson, ‘The Year’, May 2009
Working out what to do is easy
50:50Waste : Reduce Variation
“Rule one: Never allow a crisis to go to waste … they are opportunities to do big things.”
Change Drivers
• Reaching limits of welfare state
• The ageing population
• Increasing consumer sophistication and demand;
• The ‘possibilities explosion’: increase in innovation from the life sciences industry
• The exhaustion of traditional methods for containing costs.
‘Edge of Plausibility’ Views
Starting to shape a business to business relationship
NHS Life Sciences Innovation Delivery Board
Business to Business
Trusted Partner
The Innovation Continuum
Evaluation
Adoption
Diffusion
Invention
“World class”
“Scope to improve”
“Nearly every problem has been solved by someone, somewhere. The frustration is that we can’t seem to replicate [those solutions] anywhere else.”
Life Sciences Innovation Delivery Board Aims Work together on Quality and Productivity. Increase uptake of cost effective medical
technologies. Improve UK competitiveness for research
and development. Improve strategic relationship between the
NHS and the industry.
NHS Life Sciences Innovation Delivery Board
Key influencers to drive forward agenda: SHA Chief Executives Jim Easton Acute and PCT Chief Executives SHA Medical Directors Industry Managing Directors: Colin Morgan DH & BIS Accountable to NHS Operations Board
Barriers to Adoption
Costs may fall in one organisation (or budget) and benefits in another;
Clinical resistance to change; need for service redesign to support an innovation;
Tariff; Focus on purchase price instead of cost in use; Need for retraining and education; Process by which capital spend is prioritised; Funding flows; Complexity of decommissioning; Reluctance to reduce capacity.
Connecting Innovation and Collaboration
Organisational factors
1st Policies to attract and retain qualified people
2nd Investment in R&D
3rd Strong communication with customers
4 th Strong supplier relationships
Innovation requires collaboration and strong connections to customers / suppliers
Skills for innovation
1st Creativity2 nd Ability to collaborate3rd Ability to learn quickly4th Problem solving5th Self motivation6th Technical knowledge7th Work across functions
Describing a Peer to Peer Relationship
Shared value exchange,Understand strategy, Contact
at all levels across all functions,
Trust, co-working, shared vision,
integrity
Understand needs, do what you say, solve my problems, access, personal contact
Building Trust:‘The 5 Cs’
There will be some early wins
Happening now
Mark Wilkinson
Director Life Sciences Innovation
01772 647014
Thank you. Any questions?
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