1. Presentation title: 32pt Arial Regular, black Recommended maximum length: 1 line Innovation – Making it happen NHS Institute for Innovation and Improvement Helen Baxter Helen.baxter@institute.nhs.uk @helbax #innovationinhealthcare

2. Today... Overview of design by innovation process utilised within the NHS Institute Some examples from healthcare

3. The NHS Institute... supports the NHS to transform healthcare for patients and the public by rapidly developing and spreading new ways of working, new technology and world class leadership.

4. 4 rising expectations of the public demand driven by demographics the continuing development of our 'information society’ advances in treatments the changing nature of disease and changing expectations of the workplace the need to increase quality, safety and patient experience while reducing cost Our Challenges

5. Our Context The NHS spends around £100 billion per year The NHS sees over 1 million patients every 36 hours The NHS has around 1.4 million employees

6. Life in the NHS… sometimes it feels like this… "Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it.” A A Milne 6

7. 7 Innovation — doing things differently, and doing different things, to create a step-change in performance — is essential if we are to deliver against such a rapidly changing environment

8. Leadership There may never have been a more important time, nor a more important task, for leadership in healthcare systems. Leaders need to: - Support their staff to be innovative -Understand innovation process © NHS Institute for Innovation and Improvement 2009

9. “…Strategies and processes alone are not sufficient to drive the degree of change we are seeking....the NHS should focus on tackling the behaviours and cultures in the system that stand in the way.” (David Nicholson CEO, National Health Service) Leaders need to create the conditions within which innovation can flourish.

10. Innovation and Design Test, develop and support innovation specific approaches –Thinking Differently –Experience Based Design –Culture for Innovation Run ‘innovation cycles’ to explore potential work areas for the NHS Institute

11. Our innovation approach User centered design Service Design Co-production Divergent & convergent thinking Testing to learn – prototyping Diverge Converge Diverge Converge Diverge Converge

12. We all have ideas… Go with the first solution and implement quickly Initial idea Takes a long time Rework

13. Total Value of an innovation Time 20% - 40% - 60% - 80% - 100% - Years Limited added value Solution Identified Implement solution Rework Opportunity to save time, effort and resource Work up solution Months

14. 14 “If I had an hour to save the world, I would spend 59 minutes defining the problem and one minute finding solutions” Albert Einstein