1. Building Innovation Communities
in Healthcare
Sao Paolo
1 December 2010

2. BUSINESS OVERVIEW
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

3. The Business
NHSIL is Innovation Manager for the NHS in London
 1.3 million staff. A not-for-profit innovations
Largest employer in management and medical
Europe, 3rd largest in product development
company
the world
Set up at the end of 2005 to
 Employs most science commercialise innovations
graduates in the UK and intellectual property
from 54 NHS Trusts across
 Annual budget > £90bn London
 >430 Trusts in England Provides innovation
management services to
 >835,000 patients visit
> 170,000 NHS staff
their GP every day
22 industry professionals
with technology management
experience from international
R&D groups world-wide
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

4. Customers
Our customers are the London NHS Trusts
Objectives Primary Care
• Improve patient Trusts 21
well-being, faster
• Generate revenues
for NHS Trusts
• Reduce healthcare 2010 Mental Health
costs Trusts 10
• Motivate inventors 54
(e.g. Clinicians)
• De-risk medical
Members
products for rapid
industry adoption
• De-risk investments
for VCs
NHS
• Contribute to
economic Trusts 23
development
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

5. Services
We support healthcare innovation in 3 ways
Time Expertise Money
We have 22 people with We make available a critical mass We help inventors to
diverse backgrounds who of expertise and experience overcome funding
devote all their time to • Engineers hurdles
innovation • IP Specialists • Proof of Concept Fund
• Drug discovery • Project Managers • Seed Fund
• Molecular biology • Health Economists
• Biochemistry • Business Development Experts
• General medicine • Access to Commercial Partners
• Bioinformatics • Finance and Marketing
• Medical engineering • Backgrounds: Industry, Blue-Chips,
• Software and e-learning Start-ups, Communications, SMEs,
Medicine,
• Assistive technology
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

6. Track Record
Key Achievements Measurable impact in 2009/10
Healthcare innovations received Deepened relationships with member
1,345 from London NHS Hospitals trusts
 increased revenues
48 Products licensed  built loyalty of key inventors
 trained almost 2,000 NHS personnel
35 Patent families filed Increased disclosures to 425, including
218 Proof of Concept applications
32 Products in development Improved strength and value of pipeline
 >80% stopped in 7 – 10 days
Products in late stage product  <8% reach R&D or BD
30 development  ~6-7% reach market
Strengthened product portfolio
28 Products already on the market
 88 active projects
 18 products in development
10 Start-up opportunities
 22 products in commercialisation
Start up companies already Concluded 13 licenses
2 formed
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

7. Operating Model
High-Throughput Innovations Management
Stage
0 Disclosure 1 Pre-Screening 2 Evaluation 3 Validation 4 Development
Fast Track: Leap one or more gates
Spin outs
Licences
G3
G2
G1
Disclosures
G0
Inventions
Decline, Hold, Transfer
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

8. THE NEW AGENDA IN HEALTHCARE
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

9. Challenge “Deliver more and better services. For less.”
Budget cuts of £20Bn by 2014 are driving healthcare innovation
Clinicians in the driving seat
Hospitals and providers free to innovate
Stronger incentives to adopt best practice
 Discover, develop, deploy new technologies
 Implement ideas for operational
performance improvement
 Find new, improved, more efficient ways to
Patients come first !
deliver services
Improve quality and
outcomes! This requires a systemic approach to innovation
Cut bureaucracy!
that involves changes in attitude and behaviour
Increase efficiency!
How do you encourage (all of) your people
to become more “innovative”?
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

10. How?
NHSIL is moving beyond product innovation to strengthen
support for the new agenda in healthcare
“Faced with real budget cuts, the NHS
must deliver higher quality care for less.
This requires innovation to be installed
throughout the organisation.
The necessary improvements in operational
performance improvement and in service innovation
can only be achieved when all employees are
systematically engaged - in surfacing challenges,
offering ideas, shaping solutions and working
together to implement these improvements.”
David Chilvers, CEO NHSIL
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

11. INNOVATION STORIES
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

12. Oslo intensive care unit: Preparing syringes
2.8 hours per ICU patient per day
Aim
Safer, more effective
ordination of medication
Study by ICU team
Solution: Automate
intravenous medication
Next Step
Specify robot-based solution
Identify commercial partners
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

13. A night out on the town in London…
Alcohol was main or secondary cause of 207,800 NHS admissions in 2006-7
London Ambulance Service received 60,000 alcohol-related calls in 2008
Increase over three years ago 28% 6% of workload

14. Up to four ‘booze buses’ Brian Hayes, veteran Paramedic
Waterloo Ambulance Station
operate in central London
Crewed by three staff
Attend people who are drunk
and in need of medical
attention
Take a group of patients to
hospital in one trip, rather than
send multiple ambulances
Impact
• Improved ambulance
turnaround times
• Improved response times for
more life-threatening cases
• Reduction in A&E admissions
• Better liaison between
alcohol: care, charities,
agencies
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

15. BUILDING INNOVATION COMMUNITIES
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

16. Challenge
Ideas are everywhere
When you get
the right
people in a
room, create
the right
incentives and
eliminate
distractions,
you can
gather a lot of
good ideas…
but what happens the moment those people
walk out of the room?
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

17. Response
Social software is already in wide use in London healthcare
 Simple to use
 Available from
home
 Low control,
low influence
 Not measurable
 Unsystematic
 Not secure
How do we enable this latent collaboration to flourish ?
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

18. However…
Conversation and gathering ideas is good, but not sufficient
Better managed engagement and collaboration
To be productive, innovation
communities need the right
support:
Platform combines familiar
Ideas Knowledge
social networking with idea
Innovation
management Community
Process aggregates employee Challenges Experience
knowledge and experience to
capture and develop the best
ideas Portfolio management
Strong back-end system allows
Process management
you to filter and progress ideas
efficiently
Roles to facilitate this activity
Metrics to monitor the flow
and value of ideas through the
pipeline
Innovation Communities need dedicated platform support
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

19. Solution
Provide highly configurable web-based, platform-as-a-service
Combine social software functionality with innovation management discipline
Discuss Challenge Ideas Enrich Evaluate Develop Implement
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

20. Opportunity
Infrastructure enables greater engagement and improved
collaboration around shared challenges
A means to… Healthcare examples…
• Complete an episodic • Engage patients and patient
challenge bodies
• Systematically stimulate • Create and adapt clinical care
pathways
and manage continuous
operations improvement • Build networks within and
between organisations
• Create and sustain • Link with local authorities and
professional networks public health agencies
• Share know-how and • Build and share a central
best practice repository of relevant material
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

21. Oslo Uni Hospital
Full roll-out through 2010
 All 22,000 employees
submit ideas and
challenges and work
together to develop them
into valuable outcomes
 TTO involvement for
commercialisation
 Individual workspaces for
each R&D project
 Forums, information-
sharing for interest groups,
departments
 Resource library –
equipment or facilities,
registered for the purposes
of sharing across projects,
units and organisations
 Collaboration between
OUH and local healthcare
authorities – integrated
healthcare
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

22. London Pilot
You’re Welcome: Pharmacy Commissioning
 Objective
Enable 45 pharmacies to improve the quality
and consistency of services offered to young
people, in the interests of public health and
wellness.
 Scope
Provide more effective support to
Pharmacists, enabling them to achieve
accreditation more efficiently and easily.
First step in building a professional
network driven by communication,
development support and sharing of good
practice
 Status
Short Deployment. Live since August 2010.
Content and participants managed well by
Community Pharmacy Commissioning
Support Officer
32 of 45 pharmacies have submitted Action
Plans as the first step towards Accreditation
40 % acceleration over similar initiative
 Opportunity
Leverage experience, infrastructure and best
practice by extending to Newham, City and
Hackney
Offer as core support for You’re Welcome
programme at sector, regional, national level
Incorporate into Pharmacy Workstream at
sector level
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

23. US Customer
CIMIT Model: Find, Fund, Facilitate in Healthcare - Worldwide
“CIMIT fosters
First Application: interdisciplinary
Manage the targeted collaboration
among world-
call, submission and class experts in
medicine, science
evaluation of 10,000 and engineering,
funding proposals for in concert with
industry and
healthcare innovation government, to
projects. Online. rapidly improve
patient care
From January 2011
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

24. Summary
Addresses current policy. Facilitates solutions
• Stimulates and captures new healthcare ideas “We envisage that
and solutions Induct’s software
platform will be at
• Generates “Big Society” thinking: motivates and the heart of
calls to action everyone-driven,
online innovation
• Evidences QIPP successes communities
focused on ideas
(Quality, Innovation, Productivity, Prevention)
for operational
• Diffuses innovations and spreads best practice improvement and
service innovation
• Joins up disparate parts of care pathways in healthcare,
in London and
• Many applications in public health and wellness beyond.”
David Chivers, CEO
NHS Innovations
London
Where do you see opportunities in Brasil?
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL

25. If all of your employees and the
people across your network
could engage and collaborate
better together, how much
faster could your business move
forward? Michael Rivers
Head of Xpedite Consulting
m +44 (0)7768 747447
skype mwrivers
e mrivers@xpedite-im.com
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL w xpedite-im.com

26. Innovation Management Consulting
Help governments, organisations and companies to
Intent
build, strengthen and operate innovation capability
Scope
Capability Development and Management
Innovation Pipeline Evaluation and Virtual Project Business Company
Agenda Development Prioritisation Development Development Creation
Skills and Organisation
Process management, Metrics
Innovation Management Technology
Proposition With our real-world track record in Innovation Management,
we can show you HOW to achieve more – faster and with better
output
© 2010 XPEDITE INNOVATION MANAGEMENT CONSULTING COMPANY CONFIDENTIAL