AS A FOUNDER OF A TELEHEALTH SME , I ’ VE COME TO THE VIEW THAT IT NEEDS TO BE MORE ‘ ENTREPRENEUR FRIENDLY ’.
S C R U B B I N G U P
2 . The challenge of ‘ death by pilot ’
The issue of ‘ death by pilot ’ within the NHS arises from its fragmented nature – and in particular clinical practitioners ( who utilise systems but lack purchasing authority ) and decision-makers ( people with purchasing authority ). Often , they unknowingly adopt adversarial positions when it comes to innovation .
Often clinicians such as doctors , allied health professionals and nurses recognise the advantages of specific products and services and express a strong interest in their implementation . However , lacking purchasing authority , they resort to requesting pilot programs .
In response , start-ups agree to these pilot initiatives and provide funding with the expectation of potential commercialisation following a successful pilot . Unfortunately , this commercialisation rarely materialises , leaving entrepreneurs to realise belatedly that these costly pilots have pushed them toward financial instability .
3 . Hesitancy and a complex process for approval
Clinicians by nature , for good reason , are usually risk averse . There is hesitancy in being the first to try a new product . In fact , hesitancy and multi-layered approval processes are prevalent issues within healthcare , primarily driven by complexities and a fear of failure . This lack of coordination often results in significant delays , confusion and inconsistent decisionmaking . There ’ s often no clarity for clinicians in terms of intellectual property , data management and licencing .
Consequently , from an external perspective , engaging with and collaborating effectively with the large care organisation can prove to be a formidable challenge for smaller organisations .
4 . The distance between policy and coal face implementation . . . and the distance between commissioners and service providers
The Department of Health and the NHS announce policies but often fail to fund
AS A FOUNDER OF A TELEHEALTH SME , I ’ VE COME TO THE VIEW THAT IT NEEDS TO BE MORE ‘ ENTREPRENEUR FRIENDLY ’.
them adequately . Start-ups that deliver / frame projects in accordance with these decisions regularly receive a shock when they present their models to those with purchasing power and find they have no funds to allocate .
Uncertainties around longer-term funding also makes it hard for the healthcare SMEs to attract and retain staff that require a level of assurance around their income .
5 . ‘ Homegrown ’ vs off the shelf solutions
The ‘ Not Invented Here ’ syndrome when employees or teams resist external solutions in favour of developing their own is prevalent in the healthcare sector – it leads to inefficiencies , slower innovation , missed opportunities and a closed culture . There ’ s often an unspoken fear about implementing or integrating solutions developed by outsiders , even if they ’ re more cost effective , flexible and impactful .
6 . Proof of a ROI
As prehab works on the principles of preventive health , it ’ s challenging to put a price on complications that didn ’ t happen . Health care is used to fund for interventions , for treatments to address things ‘ that happen ’ – it ’ s a paradigm shift to focus on value measures that prevent ‘ things that didn ’ t happen ’.
To address these issues , the NHS needs to promote a collaborative culture , emphasising results over the source of solutions , recognise external expertise , evaluate costs and benefits , and have leadership support for open-mindedness . I hope the developing landscape of Integrated care boards would lead promotion of innovation through cross sector participation . �
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