Healthcare Innovation Management Training Course

Participants can define a priority healthcare problem using evidence from users, services and performance data.

• Patient journey mapping identifies delays, handoffs, failures and unmet needs
• Workforce journey mapping reveals workload burdens, workarounds and capability gaps
• Five Whys analysis distinguishes root causes from visible operational symptoms
• Segmentation of patient populations by need, risk, behaviour and access barriers
• Service data triangulated with patient feedback, staff insight and clinical evidence
• Problem prioritisation matrix scores impact, urgency, feasibility, equity and strategic fit

Participants can design a service innovation concept with a clear value proposition and operating model.

• Human-centred design principles applied to patient, carer and staff needs
• Value proposition canvas links user jobs, pains, gains and service features
• Co-design methods structure meaningful involvement of patients, carers and clinicians
• Target operating model defines people, process, technology, governance and suppliers
• Care pathway redesign identifies substitutions, task shifting and coordination improvements
• Equity impact assessment tests access barriers for underserved population groups

Participants can evaluate evidence, clinical safety and regulatory requirements for proposed innovations.

• Evidence hierarchy assesses guidelines, trials, observational studies and real-world data
• Clinical safety case documents hazards, controls, residual risk and accountability
• Data protection impact assessment identifies privacy risks in digital services
• Medical device classification considerations for software, diagnostics and connected technologies
• Health technology assessment examines clinical effectiveness, cost-effectiveness and budget impact
• Pilot protocols define eligibility, consent, escalation and adverse-event reporting

Participants can prepare a decision-ready business case for healthcare innovation investment.

• Business case structure links strategic need, options, costs and benefits
• Theory of change connects activities, outputs, outcomes and long-term impact
• Cost estimation separates capital, implementation, recurring and opportunity costs
• Benefits mapping identifies clinical, operational, financial, workforce and equity gains
• Sensitivity analysis tests assumptions about uptake, demand, savings and capacity
• Investment appraisal compares do-nothing, pilot, phased rollout and full-scale options

Participants can create an implementation plan that addresses adoption barriers and enabling conditions.

• CFIR domains assess intervention, inner setting, outer setting and individuals
• Diffusion of Innovations identifies innovators, early adopters and adoption patterns
• Readiness assessment examines leadership, resources, culture, workflow and technical capacity
• Implementation strategies assign training, champions, communications and workflow redesign
• PDSA cycles test changes with defined predictions, measures and review points
• Resistance analysis distinguishes legitimate concerns, capability gaps and incentive conflicts

Participants can establish governance and engagement arrangements for accountable innovation delivery.

• Stakeholder mapping assesses influence, interest, impact and engagement requirements
• RACI matrix clarifies decision rights, accountabilities, consultations and communications
• Clinical champion roles support credibility, feedback loops and local adoption
• Innovation governance boards review safety, value, delivery risks and scale decisions
• Ethical decision frameworks address consent, fairness, transparency and unintended consequences
• Supplier governance defines performance expectations, information rights and escalation routes

Participants can assess digital health innovations against workflow, data and interoperability requirements.

• Digital workflow mapping identifies manual steps, duplicate entry and automation opportunities
• Interoperability requirements define data exchange, identifiers, terminology and interfaces
• HL7 FHIR concepts support structured exchange between clinical information systems
• Clinical usability assessment examines cognitive load, task completion and error risks
• Algorithm governance addresses bias, validation, explainability, monitoring and human oversight
• Cybersecurity controls cover access management, incident response and supplier assurance

Participants can manage innovation portfolios and make evidence-based scale, stop or adapt decisions.

• Innovation portfolio matrix balances strategic value, risk, readiness and resource demand
• Stage-gate reviews determine continuation, adaptation, pause, scale or closure decisions
• Benefits-realisation plans assign owners, baselines, targets, measures and review dates
• Balanced scorecard measures patient, clinical, operational, workforce and financial results
• Run charts distinguish common-cause variation from meaningful service performance changes
• Scale-up planning addresses workforce, infrastructure, financing, procurement and local adaptation

Participants can assemble a practical roadmap for progressing a workplace innovation initiative.

• Implementation roadmap sequences discovery, design, testing, adoption and scale activities
• Milestone plans identify dependencies, decision points, owners and required evidence
• Risk register records probability, impact, controls, triggers and contingency actions
• Communications plan tailors messages for executives, clinicians, patients and partners
• Dashboard design selects leading indicators, outcome measures and review cadence
• Ninety-day action plan commits immediate priorities, stakeholders and decision requests

Participants should have working experience in a health, public health, social care, insurance or health technology setting. Prior project management or quality improvement experience is useful, but no clinical qualification or technical background is required.

Bring a current service challenge, proposed innovation or improvement initiative where possible. Participants can use it to test the course methods and develop a practical application plan.

It is designed for managers and professionals involved in service redesign, innovation, digital health, clinical operations, quality, strategy or programme delivery. It is also relevant to clinicians who lead change beyond their immediate specialty.

Quality improvement courses focus mainly on improving established processes, while project management courses focus on planning and controlling delivery. This course addresses the earlier innovation decisions: identifying worthwhile opportunities, testing value, building adoption conditions and deciding whether to scale.

Participants can use the templates to assess a proposed innovation, strengthen a funding request or improve an existing pilot. The final application plan identifies early actions, stakeholders, evidence needs and decision points for the next 90 days.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. Time is divided between instructor input, healthcare case analysis, group exercises, simulations, discussion and workplace application planning.