Latest / Embedded / Why Good NHS Industry Partnerships Fail Before They Ever Reach Patients Scott Mckenzie

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Why Good NHS Industry Partnerships Fail Before They Ever Reach Patients Scott Mckenzie · Embedded

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  [music]
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  Most NHS and industry partnerships don't
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  fail because the idea is bad. They fail
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  long before patients ever see anything
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  and usually for reasons that nobody will
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  talk about openly. From the industry
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  side, it can feel inconsistent, opaque,
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  or even resistant. From the NHS side, it
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  often feels risky, disruptive, or just
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  badly timed.
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  The reality is this. The NHS is not
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  resistant to change. It's just saturated
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  with risk. Every new proposal triggers
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  questions that matter deeply inside the
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  system. Who owns this? Who carries
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  accountability? What workload does this
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  create? And what happens if this goes
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  wrong? If those questions are not
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  answered clearly and early, the safest
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  option is to pause. Now, that isn't a
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  lack of ambition. It's a rational
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  response from teams that are under
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  massive pressure. What industry often
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  doesn't see is the hidden work required
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  to make collaboration viable.
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  Governance, information assurance,
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  alignment across clinical, operational,
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  and financial priorities, and of course,
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  engagement with frontline teams who are
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  already stretched. And timing really
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  does matter, far more than most people
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  realize. Pushing change when the system
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  has no capacity doesn't accelerate
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  progress, it damages trust. I've written
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  a blog that unpacks why good NHS
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  partnerships fail before they even start
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  and what genuinely successful
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  collaboration looks like in practice. If
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  you're working with the NHS and you want
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  your ideas to land in bed and last, this
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  is well worth a read.