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Check These Vital Signs Before Innovating

by Jaume Ribera
published by IESE Insight, No. 18, 2013
Ref ART-2416-E

Check These Vital Signs Before InnovatingIf you were about to undergo major surgery, where would you prefer to have the operation: in the hospital with the best technology or the one with the best management practices? In this article, the author reveals evidence that may help you decide – and may also surprise you!

In both the public and private sector, there is mounting pressure to do more with less, and in the case of healthcare, writes the author, there is a need to make better use of available resources through innovation. But no breakthrough is sustainable without rational management. Indeed, some of the most important innovations are those that aren’t technological, but instead, change the way services are organised and care is delivered.

The article goes on to describe the InnPACT framework developed by the IESE Accenture Center for Research in Healthcare Innovation Management. InnPACT takes a holistic approach to analysing healthcare innovation, ensuring that the interests of all stakeholders are taken into account.

Using numerous examples drawn from healthcare initiatives in Europe and the US, this article outlines the basic steps to follow to ensure innovation results in a positive outcome. InnPACT was designed for the healthcare sector, but its principles can be successfully applied to other sectors.

Jaume Ribera adds:

As already mentioned, the health sector is suffering a strong pressure to innovate, to come up with ways to provide better value to patients and reduce system costs.  However, when analysing recent innovations in the industry, we encountered mixed results, with a significant number of innovations failing to achieve what was expected.

We realised that in many cases it would have been possible to detect some of the factors that made the innovation fail right at the beginning and to modify either the innovation itself or the way it is implemented and communicated, enhancing its probability of success. This was the motivation to study what should be analysed before the innovation is launched, resulting in the InnPACT framework.

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About the author

Jaume Ribera is a Professor of Operations Management at IESE, Spain, and also holds the Port of Barcelona Chair of Logistics at CEIBS, Shanghai.

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