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Highlight mutualbenefits, rather than focusing
on the benefits an allycould bring you
Work with engaged‘experts’ and key influencersin your field to understand
barriers and enablersto adoption
Understandyour critics and respond
to their concerns
Work with friendlydecision makers tounderstand what
evidence will truly impacton decision making
Align your casefor change with trends
in NHS strategy
Createopportunities to
work together in whichrisk and reward
are shared
Use advocates tohighlight benefitsand opportunities
on your behalf
Create co-investmentopportunities, rather
than asking for supportwithout return
BUILDTHE CASE
FOR ALLIESTO ENGAGE
FINDING ALLIES
STAKEHOLDER ENGAGEMENTAND BUILDING ALLIANCES
Seek acess to great PR, comms and marketing expertise
to help build the publicprofile of your work
Be tight andfocused on understandingpatient need - and looseon the solution required
to meet them
Harness and talkabout the NIA brand
and selection processfor legitimacy
RAISINGAWARENESS
OF THENEED
Harness the power ofpatient stories to highlight
the need for your innovationto decision makers
Work with advocates whoalready have serious credibilityand networks to tell the story
of your work
Work with and throughearly adopters to understand
patient and system needs andhow best to communicate them
in a way that resonates withpotential adopters
The NHS Innovation Accelerator (NIA) supports fellows to spread their innovations in the NHS.To realise the benefits of innovation for patients and the NHS, fellows cannot work alone: networks and allies play an integral role in scaling innovations. These insights from NIA fellows describe how innovators can find, engage and sustain relationships with allies, from articulating a shared vision,
to working with adopters to help them apply an idea to their context.
Work with adopters of your innovation
to understand the value in theirterms to help you develop
your pitch to future adopters
Adapt and enhance theinnovation - and your plan for
scale - in response to earlyadopters’ experiences of
implementation
Use their experience tobuild an evidence base that
is compelling for futureadopters (not just sufficient)
Publicly celebrate the success of early adopters
Develop strong, trusting, mutually beneficialrelationships to encourageearly adopters to become
advocates for yourinnovation
Co-produce practicaltools that support future adopters
with implementation, such as businesscases and training materials
PARTNERWITH EARLYADOPTERS
Work throughadvocates and sharednetworks, rather thanapproaching potential
allies ‘cold’
Acknowledgepartners and share
recognition
Establish clearroles and responsibilities,
so allies know whatsupport you want
and need
Be responsive to the needsand wants of your allies,
rather than viewing theseas one-way, transactional
relationships
Access or create peernetworks with other
entrepreneurs forcompanionship and
morale
Deliver onpromises - don’t oversell
or overpromise
Establish cleargovernance and
transparent decisionmaking
Be humble,rather than asalesperson
BUILDTRUST AND
SUSTAINALLIES
BUILD AND GROW ALLIES