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UKINNOVATION UK91 Innovation practice methods are only useful if they help to deliver better results for patients and populations. Therefore, each of the participants is undertaking a significant project to apply innovation practice in their own setting. Through the projects, the Innovation Practitioners are " thinking differently" about pre- hospital emergency care, orthopaedic services reviews, paediatric high-dependency care and patient discharge communication. They will be coached by our innovation practice experts as they implement their projects over the next six months. The Innovation Practitioners who pass the exams, and are able to demonstrate use of the range of innovation methods and tangible outcomes in quality and cost, will be accredited by the NHS Institute as NHS Innovation Practitioners. Look out for these people because they are joining the vanguard for innovation which will transform health services. New relationships equal new thinking Tom Kelley from the design firm IDEO makes the point that, " companies that want to succeed at innovation will need new insights, new viewpoints and new roles". The concept of open innovation where new thinking is stimulated through relationships conversations and joint working with others has already been embraced by the NHS Institute. Lean processes traditionally used within manufacturing have been adapted for healthcare resulting in more effective and efficient services which have reduced waste and improved the level of real time spent with patients. With the help of experts from manufacturing recruited in to our team these processes have been adapted and translated for health services resulting in a range of highly successful and valued programmes such as The Productive Ward, Releasing Time to Care, the Productive Leader and Productive Community Services. These programmes have already produced many improvements across the NHS including a massive shift of time ( up to 10%) that nurses can spend providing direct care to patients. This time was previously wasted doing unnecessary and unorganised tasks. A direct result of this is a reduction in time that patients need to spend in hospital, thus releasing valuable and expensive bed days. Using the same principles leaders have released time, saving at least one hour per week by managing emails better, 12 hours per week through better organisation of meetings and around two hours per week in managing their overall workload better. Just think of the opportunity that provides for increased focus on quality across the NHS. Similarly, our relationship with service designers has exposed the NHS to powerful tools and techniques which, although commonly used within service design, were new within the health service. One of these is the power of observation, not in the style that clinicians are expert in - where their skills are honed to link symptoms with diagnosis - but observation based on anthropological principles. This has helped teams to understand more clearly what is really happening in the front line of care resulting in new design solutions providing exceptional health service experiences. In recent open innovation challenges NHS portering staff worked with staff from major retailers, banks and distribution experts finding new ideas that they were able to put into practice to provide higher- quality, lower- cost services for their hospital. General practitioners learned important lessons for improving patient access to primary care by working with online concierge services, a water company and experts in customer care and services design. The NHS Institute is a centre of excellence supporting the NHS with its most difficult challenges. It uses a deliberate innovation process to identify and support the widespread dissemination and adoption of innovation, leading to massive improvements to quality and productivity. Perhaps more importantly, it also provides NHS staff with the confidence and competence to understand and use innovation methods to transform services for millions of patients. Dr. Lynne Maher Head of Innovation Practice NHS Institute for innovation and Improvement For more information on the NHS Institute go to: website www. institute. nhs. uk Healthcare NHS Institute for Innovation and Improvement

92INNOVATION UKINNOVATION The UK is playing a pivotal role in the evolution of the life- sciences, helping it to attract increasing levels of inward investment Life- science leader As a leader in the world scientific community, and a proven incubator for young and dynamic business tal-ent, the UK is at the forefront of the fast- growing life-sciences sector. Home to the National Health Service ( NHS), the largest publicly funded healthcare system in the world ( spending over £ 90bn a year), the UK is a recognised global hub for life- sciences creativity and delivery, enabling businesses to drive innovation right through to market success. Tomorrow Options Portuguese medical devices company Tomorrow Options recently set up a subsidiary in the UK after receiving assistance from UK Trade & Investment ( UKTI). The firm, which has devised a unique way to detect foot ulcers in diabetes patients, approached UKTI for advice after deciding that the UK was a key target market. " There is a clear need for our product in the UK, which has the highest incidence of diabetes in Europe," explains Paulo Ferreira dos Santos, Co- Founder of Tomorrow Options. " We also knew that the NHS is interested in new technologies that can help with patient care without costing a fortune." After joining UKTI's Soft Landing Zone programme, with a view to exploring opportunities in the UK, Tomorrow Options was introduced to a pilot of an ini-tiative being trialled in Yorkshire. Three months later, the company decided to open a UK subsidiary, based at the University of Sheffield. " The support we have received in the UK has been amazing," enthuses dos Santos, " surpassing all our expectations." www. tomorrow- options. com UK life- sciences organisations and laboratories are pio-neers in exciting new fields such as stem- cell research, aided by the UK's progressive regulatory regime in such areas. These and other cutting- edge developments are helping to deliver new treatments for long- standing ail-ments, such as diabetes, asthma and obesity. Life- Sciences UKTI