Président-directeur général du regroupement CHUM-CHU Sainte-Justine.
The purpose of this chapter is to answer the following questions:
'From what creative sources does innovation spring?
'What role does innovation play in the health sector?
'Who are the decision makers and influencers?
'What elements are related to the internal environment?
'What is organizational agility?
'How can managers be innovative within their environment?
'What management practices support innovation?
Surveying the external environment
By Fabrice Brunet
Regardless of which country is being considered, the health sector is constantly changing due to innovations emerging from both the internal and external environments. The rate and intensity of these changes vary depending on the situation.
Due to international exchanges of ideas, the globalization of medicine and the vitality of pharmaceutical and technological research, the health care sector is constantly seeing innovations of all kinds emerge. Institutions, professionals and patients must also adapt to changes occurring in other areas, such as education, the economy, politics and the regulatory and legal environment - all spheres that are themselves in a state of constant evolution. Given the extent of these changes, organizations must define strategies for identifying workable innovations and for ensuring they are able to integrate them.
In a department or a team, the same approach must be taken in considering all the factors essential to success.
In all cases, the first step is to analyze the political, economic and regulatory environment. Depending on the situation, this may be a facilitating element or, conversely, represent an obstacle.
Academic Health Science Networks in the United Kingdom
The British health system recently implemented a structured approach to develop, implement and promote innovation in the life sciences sector. This approach results from an observation made by the British government regarding the difficulty of instituting innovation and demonstrating its benefits. Their analysis resulted in the creation of the Academic Health Science Networks in 2013. Their first mission was to create a link between research institutes and health institutions to facilitate the integration of innovation into the practice of care. They also aimed to facilitate measures taken by health care organizations, providing them with support and a methodology that enabled them to accelerate the process of developing a new service distribution models, especially if they include a social and economic dimension. Finally, their purpose is to develop a strategy for the diffusion and exploitation of innovation.
In this example, an initiative launched by an institution could benefit from the support of this network if it is defined as a priority.
Other circumstances, such as a difficult economic situation, could cause the government to take measures to slow down and control the implementation of costly innovations in the health care field. This unfavourable context may be an impediment to progress, but it introduces more rigour into the process and can be an asset for future projects. We must not forget that these situations are temporary and they should not hinder the actors in their innovative momentum.
Establishing an environmental monitoring system can be very useful in enabling an organization to pursue attractive opportunities. This mandate involves the role of management responsible for strategy and development, and varies depending on the structures. Some organizations have also created innovation managers. Such an analys