|Issue: 1(29), October 19,
IT Is time for true innovators to shine
Last month, the IN VIVO blog reported
on efforts by the UK's National Institute for Clinical Excellence
(NICE) to take into account the quality of innovation when assessing
new therapies. In January 2009, NICE asked Sir Ian Kennedy to address
the following questions:
What approach should be adopted by NICE to ensure that
innovation is properly taken into account when establishing the value
of new health technologies?
Should particular forms of value be considered more
important than others?
How should innovation in health technologies be defined?
What is the relationship between innovation and value?
In February, Sir Ian put out a call for written input
which was contributed by groups large and small, and held three
workshops in May on the topic. In July, he presented his report
to NICE on appraising the value of innovation.
The bottom line is that innovation is something that
should be valued and somehow supported.
While measuring it may still be difficult, this, and
other trends, point to healthcare systems being tired of evaluating and
paying for "me too" drugs, small incremental improvements, combinations
of approved drugs, and variations on therapeutic themes that merely
follow the leader.
Value creation is the number one challenge in bioscience
and it is enabled by innovation. It is, nevertheless, hard to be
first at anything, particularly medical innovations.
Truly novel first efforts are rarely perfect out of the
gate and it can leave the gate open for the competition to pass more
easily - in theory. I often used to hear that it is better to be number
two. I am not sure that still holds, if it ever did.
As Peter Drucker advises, if you set your sights on
leading the field, you must also commit to being the best at it,
delivering the best, and continually striving to be the best, otherwise
you are indeed only creating a learning experience for your
competition! But if your team and company can truly lead, it will
be in the driver's
seat, even if the hills up ahead seem steep and the terrain a bit
uncertain. Now, more than ever, it is your time to shine.
TIP: If your company can lead the field, it can
drive the field.
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Tasks are always for a purpose
As consultants, we may receive a client request that
will comprise a list of tasks they need help completing or information
they need researched. From that we create a list of deliverables. But
we must always be sure that we understand the purpose of those tasks
and information. Are we clear on what the client wants to
achieve? Only then, can we be confident we will deliver what the
client needs to fulfill their objectives. Tasks without context are
only half the job!
It is easy to be task oriented but no matter if you are
the consultant, internal staff or the executive in charge, tasks and
information are for a purpose and it is the purpose that has to be
enabled at the end of the day.
Tasks, or work for work's sake can too often take over
the day to day, creating an inefficient work process internally, or if
you are a consultant, a less than satisfied client! Always remember
that every task is for a reason and it is the reason that should set
internal work priorities and guide not only task creation, but what
those tasks entail.
Make sure you enable the hired help, whether they are
internal or external, by communicating the purpose of the work you want
done. And if you are the one tasked with the job, ask plenty of
questions up front to be sure you understand the purpose - it shows you
care about doing a great job!
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TIP: High value work
product is enabled by a clear purpose.
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