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