Post on 22-Jan-2018
DAVID ALBURY Director, Innovation Unit Associate, Institute of Government Consultant to Global Education Leaders Partnership former Principal Adviser, Prime Minister’s Strategy Unit
WHAT WORKS IN SPREADING INNOVATION? Encouraging the spread of new care models 18TH JANUARY 2016
THE SCANDAL OF SCALING:
Benefitting only the lucky few
INSANITY: trying the same thing over and over again and expecting different results
Attributed (wrongly) to Einstein
FIVE DECADES OF RESEARCH
FIVE MYTHS
MYTH 1
Scaling innovation is an informational issue
So don’t rely on: ! conferences ! exhibitions ! websites ! good practice guides
MYTH 1
evidence is not enough
Scaling innovation is an informational issue
The dominant mechanism of spreading is transfer from one organisation
to another
MYTH 2
Radical innovations often spread by the
innovating, higher-performing
organisation gaining a larger sectoral or
market share either through take-over or
displacement
MYTH 2
The dominant mechanism of spreading is transfer from one organisation
to another
Innovation and spreading are separate
and sequential processes
MYTH 3
‘Pilots’ + ‘roll out’ often an ineffective
mechanism
Think about spreading from the
outset: engage potential adopters
MYTH 3
Innovation and spreading are separate
and sequential processes
Increasing the pipeline of innovations
increases the likelihood of spread
MYTH 4
Innovation and scaling require dedicated
resources and effort and application of disciplined
methods: focus on a limited number
of priorities
Pay attention to demand: rewards, recognition
and incentives
MYTH 4
Increasing the pipeline of innovations
increases the likelihood of spread
Professionals (clinicians) are the key agents of spread and adoption
MYTH 5
Users (patients) can be key drivers of
spread and adoption
MYTH 5
Professionals (clinicians) are the key agents of spread and adoption
Will the set of practices improve outcomes and users’ experience?
! Can the necessary systems and processes be put in place to support the scaling of this set of practices?
! Can the necessary workforce roles, skills and culture be developed?
! Will scaling this set of practices achieve savings in excess of the investment required for scaling?
! Are the required contracting and payment mechanisms being developed?
SCALABILITY CRITERIA
from international research and experience
MOBILISING DEMAND/MOVEMENT
BUILDING
ORGANIC GROWTH
Three sets of more effective mechanisms for scaling and diffusion:
ENABLING CONDITIONS
‘ORGANIC GROWTH’
COMMUNITY OF INTEREST
COMMUNITY OF ENGAGEMENT
COMMUNITY OF PRACTICE
vanguards innovating on behalf of the NHS
COMMUNITY OF INTEREST
COMMUNITY OF ENGAGEMENT
COMMUNITY OF PRACTICE
Structured, facilitated communities of vanguards, intensively supported with disciplined innovation methods, to learn from each other and increase the generalisability of each model
Separate communities for vanguard leaders and for service re-designers
COMMUNITY OF INTEREST
COMMUNITY OF ENGAGEMENT
COMMUNITY OF PRACTICE
Community of potential adopters supported to have meaningful interactions with communities of practice to act as critical friends, think about how the model would work in their context, and help codify the model and protocols for implementation
COMMUNITY OF INTEREST
COMMUNITY OF ENGAGEMENT
COMMUNITY OF PRACTICE
Individuals and organisations who express an interest in new models, kept in regular touch with developments through social media, newsletters, webinars and events: the pool of new potential adopters
MOVEMENT BUILDING: MOBILISING DEMAND
REWARDS
& RECOGNITION (PULL FACTORS)
ENABLING CONDITIONS
REGULATION & OPENNESS
(SUPPLY)
SUPPORT & INVESTMENT
(PUSH FACTORS)
Encouraging the spread of the new care models is a major challenge …
... for this to lead to system transformation, vanguards also have to be sites of integration
of discrete innovations