Much of the frustration linked with the scale and pace of change within healthcare is not linked to effort, talent or resources. Instead, it stems from attempts to make the current healthcare model fit the demands now expected of it. Dawn Bruce suggests that one of the most positive learnings healthcare can make from business is to utilise businesses own learning from transformation and the innovations processes that have facilitated it.
She explains: “In addition to being a responsible business propelled by our purpose to make life better, one of the most compelling reasons to partner with a company like Philips is the benefit of shared learnings in addition to shared values. From being a siloed organization, we’ve spent the past 7 years transforming to be a future forward health technology organization, working to address many of the operational challenges that our hospital partners are also facing. They can learn from our mistakes and employ the fast fail principle. In addition to this, we can also help them adopt the disruptive innovation tools that have made change stick.”
The tools Dawn cites include the importance of multidisciplinary teams, embracing and building design thinking capabilities and new skills development, such as developing empathy, radical collaboration and rapid prototyping. She recommends that these soft skills should be coupled with systems thinking capabilities, the tech -originated practice of understanding the interconnectedness of how health systems operate, their complexity and how they interact.