An Enterprise Systems Model to Deliver Innovation in the Healthcare Industry Based on Cognitive and Social-Tech Engineering

摘要

An optimal enterprise system that fosters innovation is based on people, process and technology. However, current enterprise systems lack a significant involvement of the human aspects. An innovation model can incorporate those three components to provide greater value to stakeholders, drive organizational growth, gain a competitive advantage and achieve greater end-user satisfaction. We investigated how an enterprise systems model for open innovation could be created based on existing innovation socio-technical frameworks and how that model may benefit the UK National Health Service (NHS). We carried out a literature review of enterprise systems models, cognitive and social-tech engineering and innovation management. Two researchers undertook a thematic analysis of 46 academic papers. Themes included business sectors, types of innovation strategy and the use of cognitive and social-tech engineering elements. Results show that little application of innovation models within the healthcare sector has been undertaken to foster innovation. We suggest that existing innovation frameworks such as the Innovation Pentathlon Framework, the NASA's partnering incentive and the Tesco club card scheme may be the basis for the creation of a healthcare innovation model that incorporates substantive human aspects, including human cognition and human reward. Since the cost of missing medical appointments in the NHS is around $1390 million dollars per year, our innovation model may be implemented to improve patient attendance to family doctors and hospital appointments. The model strategy comprises rewarding people with shopping vouchers (Tesco club card points or nectar points) each time they confirm or cancel a medical appointment online or by SMS text message. With this model, the NHS would improve the management of their resources, may improve the quality of service and may have higher user satisfaction. Nevertheless, future challenges may include the adaptation of current NHS business processes and the management of the collaboration with private organizations.