Cancer Innovation Challenge

Concluding comments

• Having a non-NHS/government lead (such as Data Lab) for innovation challenges helped in bringing a variety of stakeholders together. Likewise, involving an independent and multi-sector programme such as IHDP bought a range of expertise and knowledge to the project which ensured innovations would be of real benefit to the NHS.
• Access to real data can be challenging in innovation, where the exact use of data is not known at the outset and potential is being explored. The availability of good quality and realistic simulated data can help significantly.
• Fast paced innovation involving NHS and industry is possible but challenging. Key to success is having influential champions within the relevant Health Board.
• Industry can find it very difficult to navigate the healthcare innovation landscape in NHS Scotland.
• Integration with NHS e-health infrastructures remain challenging (but not impossible).
• Information governance challenges have a particular impact on innovation with data, especially in terms of timeframes to accessing data.
• There are also challenges around the NHS’s ability to negotiate contractual benefits in an industry collaboration.
• Despite successful technical implementations, service adoption of innovations in the NHS remain a key challenge. Innovation does not automatically lead to implementation, even where developments are compatible with NHS systems. Much more attention needs to be paid to change management from the start of any project, if implementation is to be achieved.
• The benefits of technical innovations go beyond the immediate product in development, and can lay foundations for exploring, building and more rapidly deploying solutions which meet broader needs.