Rob Berry, Head of Innovation, KSS AHSN
Assessing the Lead and Follow
‘Slow”, in the context of improving patient care, outcome and experience, is often used to infer failure and therefore worthy of blame. With the absence of clarity as to who is the NHS, and therefore who should account for being too slow, it has become a default setting for ‘the NHS’ whatever that may mean, to be cited as at fault. This briefing however takes a step towards clarity on who may be responsible. Whilst the briefing states, “it is unclear who should be responsible for adopting innovation”, it also states that “the money promised from the Government falls significantly short” (of the amount the AAR suggested was necessary….).
Finding your rhythm
Whatever the right amount of investment is, the perceptions (of too slow or too fast) will not be exclusively of any one interest group – industry, NHS staff, the users of NHS services, senior policy makers or politicians. All parties have common interest in better outcomes, better health and care services and better technologies.
It takes two to Foxtrot
The briefing goes on to suggest that the solution may lie in novel collaborations. Referring back to the question it raises about the quantum and nature of the solution offered, if it is only constructed in and around an estimate of a cash injection to address ‘the rate of adoption’ via programmes such as the innovation technology tariff or wider innovation programmes, this may only address the equivalent of stepping on each other’s toes. So perhaps the solution lies not there but in the need to change the tune.