My mission statement

The times we are working in now need a great deal of accelerated change and there must be no negotiating that down. So my mission statement for this part of my consultancy career is to be clear that there needs to be and will be a lot of change from the work that I do with individuals and organisations and if organisations don’t want that, then it is probably best to go somewhere else.

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An example of ‘disruptive innovation’ from the third sector for NHS services

Filed Under (Health Improvement, Public service reform, Third party provision, Third Sector) by Paul on 19-07-2010

A little while ago I argued for the third sector developing a new business model for the delivery of NHS services. Last week ACEVO published my pamphlet on this subject coincident with my speaking at their 14th July conference.

Following that post I was sent a really interesting example of how this new business model is actually working right now – The Lindsay Leg Club. You can also download a copy of their paper “Dispelling the myths of the Lindsay Leg Clubs” here.

What is really interesting is that they recognise that as a new model of care they will be in dispute with the old model and that the old model will not simply move aside.

Comments:

One Response to “An example of ‘disruptive innovation’ from the third sector for NHS services”


  1. I agree with Paul that there is a clear need for disruptive inovation and for new business models if we are to have a hope of meeting rising expectations with static or falling budgets .Where I disagree is that these are the preserve of the third sector, indeed there are those who argue that innovation is more common in private business where the need to innovate is driven by competitive pressure and the profit motive(see Seth’s blog http://sethgodin.typepad.com/seths_blog/2009/09/the-problem-with-non.html). To take one example the new web based businesses that discharge banking functions by simply putting individuals who wish to loan or borrow in touch with each other such that they can strike a deal.Even more relevant is the new mobile telecom GiffGaff.Daft name but it is relying on its customers being its marketing and technical support departments .Enlisting new customers or fixing their faults is rewarded with cash.Surely a model that with just a little translation could become one very relevant to groups of expert patients who share a chronic condition ?

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