Innovation Management


Many of the best ideas are likely to come from clinicians, nurses and social workers who understand where improvements can be made to existing processes. These innovations need to be recognised, assessed and, where possible, scaled up to provide benefit across the system. At the same time, universities and private sector companies are increasingly willing to engage in open innovation, and innovative procurement, in order to develop new technologies, test process improvements and deliver new services that meet the needs of citizens. There is also value in looking outside the 10 system to other regions and countries that are dealing with the same set of challenges, to learn from their experiences. Overall, this means managing the innovation process to get the best results for the systems of care, and ensuring that good ideas are encouraged and rewarded.

  • Adopting proven ideas faster.
  • Enabling an atmosphere of innovation from top to bottom, with collection and diffusion of best practice.
  • Learning from inside the system, as well as from other regions, to expand thinking and speed up change.
  • Involving universities and private sector companies in the innovation process (i.e., ‘open innovation’).
  • Using innovative procurement approaches (Pre-Commercial Procurement, IPP, PPP, Shared Risk, Outcome-Based Payment)
  • Using European projects (e.g., Horizon 2020, EIP, CEF).

Indicators of maturity:

Innovation management methods; outreach to regions; creative involvement of academic & industry
relations; innovative procurement methods.


  1. No plan for innovation management
  2. Isolated innovations across the region/country, but limited visibility
  3. Innovations are captured and published as good practice
  4. Innovation is governed and encouraged at a region/country level
  5. Formalised innovation management process in place
  6. Extensive open innovation combined with supporting procurement & the diffusion of good practice.
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