Structural barriers to implementing open innovation in healthcare

Abstract

For many decades, the pursuit of practicable service provision has been the fundamental goal of the NHS. This article explores ‘open innovation’ as an existing force within the NHS management structures and examines the possibilities of adopting it as a tool for optimisation and strategic development. Within this context, it explores the uniformities, barriers and inconsistences that can be encountered within an innovation cycle. The authors consider the different forms of change, which are supported by appropriate innovation, as adapters that could reinforce an outcome in a favourable way. The article concludes that properly managed innovations can provide the framework necessary to better support healthcare delivery. However, importantly, it is the underpinning flexibility that allows implementation of effective solutions.

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