What is holding back innovation in the current system and where are the gaps? The 'Open Book of Social Innovation' describes six stages of innovation that take ideas from inception to impact.
Developing a digital innovation will inevitably raise a variety of issues, risks and concerns that will need to be thought through and addressed as part of the innovation process. What impact will a new approach have? Will users be safe? Will it work as well as the current service offer? How will relationships between professionals and service users be affected? Is the new approach legal? What legislation needs to be considered? How will the information that is collected be protected?
Different people see and think differently and radical ideas can come from many sources, so it is important to tap into this diversity and uncover creative, new ideas in response to the problem that has been identified. But who are the right people to bring in, how should they be involved and when is the right time to do this?
One of the goals for any future health system is to ensure that the best available knowledge reaches decision-makers in real time. This applies whether decision-makers are doctors, nurses, patients or policymakers and whether knowledge is medical, clinical, social, or statistical. The key question is how this knowledge should best be organised – both to ensure the right flow of knowledge, to orchestrate in the most effective ways, and to make it accessible.
In June 2010, the new Government announced its intention to overhaul and further streamline the employment, welfare and benefit systems.
This week I read some very thoughtful comments on prizes in a blog post on The Guardian website by Rebekah Higgitt of the National Maritime Museum.
The tough social problems we have focussed on through Reboot Britain have often defied solutions for significant periods of time. When coupled with the fact innovators are experimenting with untested tools, this means development processes must be agile and able to evolve in the face of extreme uncertainty if they are to be successful.
Last week we were at the Gulbenkian Foundation in Lisbon for the launch of the EU Social Innovation Prize Competition in memory of Diogo Vasconcelos. Diogo was described as a person of outstanding energy and charisma. He never stopped thinking ahead, developing and connecting ideas and engaging with new people.
The other day a very talented and committed member of my team suddenly looked very worried and asked me:
'What if we're wrong?'
'What do you mean?' I replied.
'What if we're wrong about digital technology and education? What if it doesn't make any difference? There's no evidence from previous trials that technology makes any difference to attainment. What if we're wasting money?'
A university illustrates the radical shift in the objectives to which enterprise is being put: it dedicates itself entirely to social enterprise.
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