Thank you for registering for our on-demand webinar: Shape the Value Proposition

You’ve registered for our on-demand webinar – Shape the Value Proposition: What the NHS needs from Industry

The webinar took place on Wednesday 24 April 2024 and you can now watch the recording below.

We received lots of excellent questions from the audience during the webinar. Content Director, Oli Hudson answers the questions we didn’t get time to address on the day here:

Can you provide examples of good partnership with the Industry?

Yes! We are ideally placed to do this via our involvement and judging of the HSJ Partnership Awards. Please see HSJ Partnership Awards.

I am currently working on a service pathway portfolio… it’s so difficult to get in front of  an ICB responsible person… do you have any tips? 

Our consultancy team would be delighted to engage with you on this, as we specialise in NHS engagement at every level. Please feel free to contact principal consultant, Jyoti Singh to explore how we could help you: Jyotika.Singh@wilmingtonhealthcare.com

How do you write a value proposition for multiple audiences/stakeholders in one single statement? Or is it about exploring that through different messages for different audiences?

This question is best answered by our in-house multi-dimensional value proposition formula – again, I direct you to Jyoti for more insight: Jyotika.Singh@wilmingtonhealthcare.com

Is there a therapy area where more partnerships are needed?

As Adam explained in the webinar, it’s not so much a case of certain therapy areas – all could benefit partnership with industry. But certain localities experience more inefficient pathways where industry help would be particularly welcome.

How would you advise we can access ICBs to present our value proposition? They seem difficult to approach/get a hold of.

Everything to do with your value proposition – from the email subject line, to whom you’re sending it to, to what you go in with, to the evidence you present and the way it is presented, to the right message for the right stakeholder about something they are acutely interested in and need to action, can be interrogated and improved.

Again, this is a specialty of Wilmington Healthcare – please feel free to contact Jyotika.Singh@wilmingtonhealthcare.com to see how we can help.

Meeting NHS stakeholders face to face is also key in establishing relationships – try HSJ events.

If you have a value proposition for a product / service that is aligned and will help an ICB – but there is cynicism amongst the stakeholders – how do you overcome that?

The success of companies winning HSJ Partnership awards is testament to how this cynicism can be overcome. Just get the why, what, who, and how right and this is possible.

At risk of sounding like a broken record, this is exactly what Wilmington Healthcare specialise in, so contact us and we will help you reposition your VP to get past that cynicism. Try our head of consulting: Julian.Snape@wilmingtonhealthcare.com, or Jyotika.Singh@wilmingtonhealthcare.com

How ready do you think NHS Organisations/ICBs are to invest into a solution now but not see the value and instant efficiencies until years down the line? Eg, Workforce Sentiment and Experience.

Again, depends on the philosophy of the ICB governance, and also its financial picture. Some are more long-termist than others, and if your VP is for one of their strategic concerns, they’ll be more likely to be patient. We’re seeing predictions that under a Labour government ICBs will be given more autonomy and some are predicting 5 year resource envelopes.

Anyway; If you’ve got such a proposition affecting workforce, this could be invaluable now. What can make a big difference is what we referring to as ‘system readiness’ – how likely is it that a particular ICB or organisation will be geared up to partnership – how together is their transformation programme; do they have system leads – do they like working with Industry?

We have the means to establish this for you at Wilmington Healthcare via our commercial optimisation services – please contact Stuart.Shotton@wilmingtonplc.com to discuss your case.

We also have insight in this via our Soundbites from the NHS – or you can contact Jyotika.Singh@wilmingtonhealthcare.com to become involved in our collaborative working programme.

If all the VP elements are in place, and it aligns with all stakeholders and systems it touches upon, together with thought and empathy for system readiness, how much of a barrier to implementation can perception to the public in terms of compliance and perceived bias be when working collaboratively from a board perspective..?

It can be an issue – but as Adam said, the ground is more fertile than perhaps ever before, as systems are crying out for ideas for transformed services and pathway efficiencies.

There are clear guidelines on collaborative working set out by the ABPI to aid public perception. Some systems are far more pro-Industry than others; in some there may be residual barriers to co-working and public perception may form part of this scepticism – but we believe this can be turned around with the right VP.

Again, contact Jyotika.Singh@wilmingtonhealthcare.com to become involved in our collaborative working programme.

As Jyoti hinted at earlier, many Integrated Care Systems (ICSs) face financial difficulties alongside a shortage of commissioning resources. This is evident in the frequent rollover of contracts under new PSR regulations. A notable concern is that most commissioners seem to overlook the fundamental question of what benefits they stand to gain. While NHS Planning guidance outlines the right principles, NHSE fails to allocate the necessary resources to translate these guidelines into action.

Wouldn’t you agree that the most effective approach to enhancing the value proposition lies in targeting the most pressing needs of the system? This entails focusing on outputs, capacity, capability, and, most crucially, measurable benefits that address the system’s most urgent requirements!

We totally agree.

ICSs are constrained with restructures and 30% cut in workforce – those pressing needs are becoming ever more acute and the VP needs to take staff time into account as an important currency. Efficiency and addressing waste are also crucial – is there an easier way of doing a pathway, doing more for less and freeing up time and resource?

Could the MDVP template be shared with us?

Sure – if you contact Jyotika.Singh@wilmingtonhealthcare.com she will be happy to share.

It takes a significant amount of investment to understand the varying individual customer needs and create a suitable value proposition. But then the NHS doesn’t commit to the project or goes back to cost savings. What are your thoughts on this? Is the NHS truly moving away from capital purchasing?

As mentioned above, there are noises afoot in the NHS to increase the resource envelope from a year by year to a five year model for ICBs, which will help longer-term thinking.

Don’t give up on your VP though if you genuinely believe it does the job for patients, clinicians and the system – as Adam says, its as much about finding the right stakeholder group and picking the right area, to achieve traction.

Hello, this 3-part series has clashed with meetings I’ve needed to attend. Will these be recorded (fingers crossed!) Super interesting!

Glad you like them! The first part on shaping the market can be watched here. The final part of the trilogy, “Shape the Organisation”, will be on Wednesday 19 June, so please put that in your diary.

Is there a “dummy’s guide” for those NHS MSAs?

Thanks for the idea! The cheque is in the post. We will put out some content on this in the near future.