As a business transformation practitioner who has transformed and grown a number of businesses for EMC I have a deep fascination with how organisations, systems and countries adapt to ensure they thrive.
One element of a transformational leadership lecture I give is based on the Albert Szent-Gyorgyi quote:
Discovery consists in seeing what everyone else has seen and thinking what no one else has thought.
When, in May 2013, the UK government announced that 15 new Academic Health Science Networks (AHSNs) had been confirmed by NHS England and iterated again that these networks will focus on innovation to boost patient outcomes and contribute to economic growth the NHS had certainly thought what no one else had thought.
To take previously not-for-profit organisations and to transform them into wealth creation bodies that are capable of driving economic growth while delivering on patient outcomes and shift from an acute model of delivery to a wellness model of healthcare delivery is a triple play of some significance.
Having reviewed the objectives of the 15 AHSNs it becomes clear that translational medicine, bio infomatics, data and collaboration are at the heart of the "New Normal" of medicine.
Since the AHSNs announcement there has been much discussion regarding the networks' role in improving translational medicine or in providing a mechanism for achieving a step-change in the way the NHS translates research, innovation and best practice into effective and cost-efficient treatments and services for patients.
However, little mention has been made of how previously not-for-profit organisations are going to transform themselves into wealth creation bodies that are capable of driving economic growth.
With this in mind Dr Catherine Kelly, who was for 12 years a consultant in acute and high dependency medicine, Kim Kingan, a Chief Privacy Officer, and I have put together some thoughts in a paper on how CEOs of AHSNs and NHS trusts and senior clinicians could address this challenge.
The central thesis of the paper is that AHSNs should approach their transformation as if they are building an open business model in a long tail market and that executing on a "consumer grade" biomedical informatics platform strategy is key to wealth creation for them.
The paper introduces business modeling and biomedical informatics concepts that the authors believe the leadership and management of AHSNs will need to embrace if they are to deliver on the wealth creation agenda.
We hope you enjoy the paper and would welcome your feedback.
Raj Jain, the new MD of the Greater Manchester AHSN, had this to say about the paper:
This is a must read article for all CEOs of healthcare organizations and AHSNs. Never has there been a time when inspiring leadership is more needed. We must be authentic, engage the public and take our staff with us. We are all searching for solutions.
Transformational is a word that is widely used, but little of it is in evidence. This article will help you think about how to position your organisation to maximise value to the people we serve and help you inspire your staff as you map out a road forthem.
Understanding the transformational implications of "big data" in the biomedical informatics field, understanding how your business model must change and the understanding that the NHS is one of the few healthcare systems in the world that is capable of leading the revolution are the value that you will receive from reading this article and applying your thinking to it.
For more visit the Academic Health Science Network EMC page.
Content on this page is produced and controlled by EMC
