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

mark.wilkinson@northwest.nhs.uk

01772 647014

Thank you. Any questions?