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and Islands Enterprise (HIE). Profes- sor Watson was already exploring this type of approach but lacked the resources to scale it up, which is CHI’s speciality. Watson had also been work-

ing with Elgin-based IT specialists OpenBrolly on projects such as MyCancerPortal. OpenBrolly were experienced in pulling information across NHS firewalls and had learnt effective ways to anonymise patient information and then re-attach it to individual patient records. Facilitated by DHI and HIE, the

partners discovered that they shared the same commitment and con- fidence in the benefits the project promises. “I didn’t think a govern- ment agency could be so flexible and proactive,” added Wenzek. “Te collaborative support we’ve had from HIE has been outstanding.” CHI was one of the first com-

panies to open a base at Inverness Campus, a 215-acre enterprise park with a particular focus on Life Sciences which is becoming a significant economic driver for the Highlands and Islands. Tirty jobs, including AI and data

specialists, are to be created at In- verness campus over three years and, as demand rises, medical analysts based in Hamburg will be augmented by additional analysts in Inverness who will be reviewing images sub- mitted from capsules across the UK. Inverness will be CHI’s global

research and development centre and, through its collaboration with HIE, the company has already won a contract with Addenbrooke’s Hos- pital in Cambridge to research ways that the analytical process can be undertaken by artificial intelligence. “Tis exciting initiative is leading

the way toward scalable, commu- nity-based bowel cancer screen- ing in a way that can address the substantive backlogs we currently face,” commented Adrian Smith, head of digital transformation at NHS Arden & GEM CSU. “Tis is an exceptional and highly

creative programme driven by a passionately committed and knowl- edgeable set of partners that will underpin significant patient, clini- cian and system-wide benefits.” l Meeting in four dimensions

An NHS project is transforming the way we work to get things done BY TAMMY WATCHORN

Te National Health Service is cash strapped, time poor, and needs to innovate for longer term sustainability. Over the last 4 years I have focused on looking at how we can be innova- tive in how we work (both as an employee of NHS National Services Scotland (NSS) and working independently with NHS Boards). One of the big successes has been using a

4D virtual immersive workspace to transform how we work, so that we can be more produc- tive, collaborative and innovative. QUBE is a virtual workspace that comes

with a range of performance enhancement tools to support speed, creativity, alignment, and collaboration across organisational boundaries and geography. It is not 2D voice/ video conferencing, a database, or software. It’s not a consultancy, a talking shop, or run using traditional hierarchies. But it does chal- lenge current ways of working - meetings, papers, reporting, and…hierarchies. On QUBE we don’t meet to talk about work;

we meet to do, at regular ‘drumbeats’ within a neutral and safe environment. Everyone has an equal voice, using ‘spincasting’ to ensure align- ment. It challenges our normal thinking to help create, and deliver, innovative solutions at speed while saving time and money and removing the need to travel. It is the future of work. QUBE use has increased across NHS Scot-

land (from a team of 6 to around 1000) sup- porting staff training (innovation, leadership and agile methods), project delivery (including

ideation, prototype development, user design) and collaboration with other organisations. Tis has ultimately improved patient health and care, processes and systems, staff culture, and reduced costs and carbon footprint. QUBE is now the norm for many teams. Examples of impact include 30 senior nurses

across Scotland developed in new world lead- ership methods and now working virtually on service challenges, development of a multi- million pound business case in just 6 weekly drumbeats, development of a multi-disciplin- ary decision-making tool for liver cancer in three weeks and running virtual haqathons. Te next step is to spread the learning wider,

allowing more staff to remove valueless tasks, to look at problems in new and creative ways, and embed new (and better) ways of working. Te NHS has some great visions for innovation and transformation, but still works in the same way it always has and working differently is really need- ed to enable large scale change. Changing how we work from within will enable more innovative and transformative activities across all levels. We have created a virtual global ‘collabora-

tion for health team’ stretching far beyond our typical networks, resulting in better and more creative ideas and insight. Personally, it has transformed my life; 70% of my activity is QUBE-based. I have near zero administration, 80% less email, and delivering twice as much. It’s also a lot of fun! Try QUBE; it could transform your life. l

Dr Tammy Watchorn is Head of Innovation at NHS National Services Scotland and works independently supporting innovation in healthcare using QUBE.


We don’t meet to talk about work; we meet to do work

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