Healthcare Innovation Success: Learning from Organisational Experience

Description:

The role of leadership in driving innovation through its different stages is fully explored in this book to enable clinical leaders and managers to design innovation frameworks. The book highlights how to maximize the benefits of innovation for organizations and integrated care systems while acknowledging that the process of innovation within healthcare organizations can be complex and needs to be well orchestrated to enable innovation to spread and sustain.

The book examines the leadership enablers in healthcare innovation highlighting a new and refreshing strategic model of innovation. The model is used as the foundation to support the process of innovation, from ideation to implementation, within contemporary and ambitious healthcare organizations.

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Preface

For all of us who work in healthcare, we can recognise clinical research as being a core activity in everything we do and with clear processes to guide us through it. Across the globe, clinical research has led to the discovery of new medications for diseases and to service changes leading to better healthcare. But when it comes to innovation in healthcare, the journey from an idea to the implementation has no clear path and often good ideas do not translate into practice change. Healthcare innovation involves the design of new services and products to meet healthcare needs or the improvement of existing services and is often initiated by front line clinical innovators, who are committed to finding solutions to common healthcare problems. For innovations to become sustained, they need to pass some essential stages such as adoption, diffusion and implementation and the problem with healthcare innovations is that they often stall at the adoption stage.

Leadership within healthcare organizations is considered to be a key driver for all stages of innovation, from ideation to adoption, diffusion, implementation and innovation sustainability. The role of individual and organizational leadership in driving the different stages of innovation needs to be further explored and understood so that systems and frameworks are put in place to enable innovation success. In the current volatile, competitive and unpredictable external environment, healthcare organizations need to think and operate differently and more innovatively, in order to sustain competitive advantage.

Purpose of the Book

This book provides a practical strategic approach to initiating and implementing innovation within healthcare organizations. It defines the factors that enable innovation success in healthcare, with reference to all stages of innovation and with a particular focus on the role of clinical and organizational leadership in effecting innovation.

Who is the Book For

The book is aimed not only at doctor leaders and other clinical innovators, researchers and strategists working across the public and private healthcare sectors, but also healthcare executives, healthcare system leaders and commissioners. I hope that it will provide the readers with practical guidance on applying leadership effectively at different innovation stages, in order for innovations to succeed and be sustained long-term. Through the lens of real-life organizations and real-life innovation processes,

I am describing the interaction between innovation stakeholders, the challenges that innovators face, how leadership works or doesn’t work and in what circumstances, as well as the influence of internal and external stakeholders in the success and failure of innovations.

About This Book

I am very proud to publish this piece of work as a result of my passion for innovation and leadership in healthcare. This book is about sharing the experiences of contemporary healthcare organizations that have gone through their journeys of innovation and transformation and have learned through their successes and failures. This book is destined to inform, educate and inspire healthcare leaders, who are looking to balance innovation, transformation and risk in the current volatile and ambiguous environment.

I am extremely privileged to have lived and breathed two different healthcare organizations during their innovation and transformation change over a period of four years and have learned from their successes and failures. The experiences I have gained as a healthcare leader facilitating, enacting, effecting and observing innovation processes and outcomes are of huge value, which I have managed to capture and describe in this book.

The COVID-19 pandemic has been a challenging time for the healthcare sector and the healthcare system changes that so far have followed the pandemic have been disruptive. This book has captured the pre- and post-pandemic state of innovation, including the creation of the integrated care systems which have influenced the innovation mindset of healthcare providers.

For that reason, I feel this manual is probably the most contemporary piece of qualitative research on innovation and leadership within healthcare organizations.

Coventry, UK Dr Penny Kechagioglou

Table of contents :
Preface
Contents
1 Why Publish About Healthcare Innovation and What is the Problem We Are Trying to Solve
Abstract
1.1 Defining Innovation
1.2 Defining Leadership
1.3 A Surge of Innovation
1.4 The Problem
1.5 The Focus on Leadership
References
2 What We Know from Existing Theories of Innovation
Abstract
2.1 Innovation Theories
2.2 Leadership Theories
2.3 Enablers and Barriers to Innovation Success
2.4 Resistance to Change
References
3 Learning from Innovation Failure—A Case Study
Abstract
3.1 Idea Generation
3.2 The Ideas Den
3.3 The Innovation Team
3.4 Stakeholder Engagement and The Evaluation Process
3.5 The Final Decision About Innovation Adoption
3.6 Lessons on Leadership
3.7 Why Did the Innovation Fail
3.8 Organizational Response to Innovation Failure
References
4 Learning from Innovation Success—A Case Study
Abstract
4.1 The Innovation Purpose
4.2 Leadership Enablers and Barriers to Innovation
4.3 Perception of the Innovation Process and Leadership by Stakeholders
4.4 Deep Dive into Leadership at Different Innovation Stages
4.5 Balancing Innovation, Transformation and Risk
4.6 Why Did the Innovation Program Succeed
References
5 Using Learnings to Make a Model of Innovation Success
Abstract
5.1 The Preliminary Model of Innovation
References
6 Model Validation in Real-Time—A Case Study
Abstract
6.1 Application of the New Model in a New Context
6.2 Lessons Learned from a Complex Leadership and Innovation Context
References
7 A Contemporary Framework of Leadership in Innovation
Abstract
7.1 Leadership Lessons for Innovation Success
7.2 Final Model for Leadership in Innovation Success
Appendix A: Methodology
Epilogue