In our line of work, we often are asked "What do I need to ensure my innovation is adopted into the NHS?" The truth is, there's no one-size-fits-all answer; it largely depends on the nature of your innovation and numerous other variables. While there might not be a single recipe, based on our experience, several key ingredients often form part of a successful formula.
A Compelling Value Proposition
The first essential ingredient is a compelling value proposition. Your innovation should address a recognised problem, demonstrating a clear understanding of how the problem materialises in reality. Which pathway or process will your innovation be integrated into, and what will be the impact of the change you're facilitating? What will increase, decrease, or remain the same?
Regulatory Compliance and Approvals
Next, ensure you have the correct regulatory compliance and approvals in place. What you need will depend on the innovative product or service you're providing. This may include medical device approvals through the MHRA, or, for digital solutions, you might need to meet the Digital Technology Assessment Criteria (DTAC). If you lack the correct approvals, selling your solution to the NHS will be impossible.
A Clear Business Case
An understandable and compelling business case is vital. You must outline how your innovation will impact the budgets of involved organisations, which may extend beyond the purchasing organisation where pathways and processes intersect with multiple NHS organisations. It's crucial to remember that the total cost of your innovation is not just the price tag you put on it. Implementing organisations will have their expenses for the project and other costs, such as interfaces and training. Tools like budget impact models, cost-benefit analysis, and health economics can be helpful here.
Understand the Competition
Understand your competition, as only some innovations are truly unique. Alternatives to your solution will likely exist; even simple solutions like pen and paper can compete with digital patient records. Understanding the competition and how your offer differentiates itself is crucial.
Real-World Evidence
Assemble evidence that your innovation is both safe and effective. It’s also vital to illustrate how your innovation works in a real-world setting. Demonstrating the impact of your innovation in a live environment is a potent tool for supporting further adoption. We refer to this as real-world evaluation (RWE).
Ease of Purchase
Make it easy for customers to purchase your solution or service. After the decision to buy has been made, the NHS organisation will still need to undergo a procurement process to complete the financial transaction. Having your solution on a relevant framework can streamline the procurement activity for all parties and expedite the process.
Internal Readiness
Finally, look inwardly; are you prepared for the adoption and scaling-up of your innovation? It's vital to assure your customers that you possess the capacity and capabilities to accommodate the customer volumes you aspire to.
As with most markets, introducing innovation to the NHS requires considering many factors. The 'core ingredients' listed here will be found in most successful recipes, though their relative amounts will vary depending on the specific innovation. Furthermore, successful recipes might include 'special ingredients' that supplement these core components.
The AHSN Network, soon to become the Health Innovation Network, is here to help innovators assemble the right recipe for their innovation. We offer a broad range of schemes and programmes supporting the Innovation Pathway in the East Midlands. Our Innovation Academy has resources on key topics, including on-demand webinars and live Q&A sessions. The pre-accelerator supports the development of value propositions, customer discovery, commercialisation approaches, and identifying funding opportunities. We also offer benefits workshops and evaluation support and advice. Please contact us if we can help you create the perfect recipe for your innovation.