Graham Watson, Executive Chair of Scottish Health Innovations Ltd

helping to spotlight the signifi- cance of health innovation within the wider entrepreneurial vision for Scotland. In a nutshell, it is about unify-

ing the right skills, expertise, and ambition to optimise our true po- tential across Scotland and support faster adoption at scale of transfor- mational healthcare innovations. Fundamentally, we believe that

innovation is an empowering force for good. Ground-breaking ideas have the power to signifi- cantly improve health and social care for all, while supporting an ambitious, entrepreneurial, forward-thinking Scotland. In developing the strategy, we

potential of Scotland’s healthcare innovation opportunity. Our new five-year strategy

such as the RhinoPinch nasal clip for stopping nose bleeds, and SCRAM – a portfolio of emer- gency airway bags which provide a structured approach to airway management in remote locations, as well as innovations such as the SARUS resuscitation hood, inspired by those working in the front line of treating Covid-19 pa- tients. Creating jobs and attract- ing investment to Scotland is also evident in the growing success of SHIL-supported spin-outs.

Aurum Biosciences, which has developed novel oxygen carriers and proprietary software for use with MRI, initially for treating and diagnosing acute ischaemic stroke; and Clear Surgical, which has developed a portfolio of inno- vative surgical devices, have both secured significant additional investment to support growth and ambitious development plans. Tis evident success, combined

with the longevity of SHIL, is testament to the strength of the organisation, which lies in bring- ing specialist skill sets together to complement clinical knowledge and ambition; working together to unlock the true collective

leverages and extends this vast experience. It is focused primar- ily on helping shape a highly adaptive, innovative NHS, while recognising that strong partner- ships forged with academic insti- tutions, funders, entrepreneurs and industrial partners are vital in supporting our mission. Set around four strategic com-

mitments, and fully aligned with Scotland’s National Performance Framework and United Nations Sustainable Development Goals, it recognises the unique strengths of SHIL, which provide the foun- dation for collaborative growth.

Firstly as a national organisation, SHIL is extremely well connected. Embedded within local NHS research and development teams, national oversight combines with targeted health board engagement and a strong digital presence. Tis not only provides local insight and intelligence, but also cultivates strong, trusted relation- ships. Tese help to position SHIL as an integral player within new, and emerging, innovation struc- tures, such as regional innovation hubs which are leading some excellent, and really important work, to test innovative solutions in real world environments. Tis connected, collaborative commu- nity is a central theme through- out the SHIL strategy. Secondly, the trusted, high-

quality advice provided by SHIL,

encompassing areas that include intellectual property, medical de- vice regulation, funding, product development and commercialisa- tion, is widely recognised for its importance. Likewise, clinical and commercial input is needed to support Scotland’s future healthcare innovation priorities. For SHIL, harnessing expertise for optimal innovation means we can maximise what is immediately available to us from the vast talent pool working every day across the NHS, but also consider the new doors that can open when we reach out to share knowledge and collaborate successfully. Tirdly, while SHIL’s proven

ability to uncover transforma- tional ideas from health and social care professionals, accelerate the most promising ideas and launch successfully an ever- expanding portfolio is evident, it is also recognised that more work is needed across the sector to minimise all barriers – systemic, financial or otherwise – to ensure innovations of substance and scale can be expedited onto the market. By supporting and encouraging an open and receptive environment to innovations originating across Scotland, we can accelerate a bet- ter healthcare future.

And finally, whilst healthcare innovations must deliver ben- efit to the NHS and its patient population; to deliver real value from healthcare innovation we must focus not just on health, but social and economic benefits too,

have offered inspiration for how and why we should be doing things differently, ensuring that we are always in the best possible position to grow and meet new challenges. With that in mind, the delivery of this strategy will be complemented by continuous ho- rizon-scanning and monitoring of performance. Te organisation’s size, structure and professional culture is beneficial in this respect – it allows SHIL to be flexible and agile to respond to the demands of an evolving healthcare landscape. SHIL recognises that ground-

breaking innovation cannot be realised in isolation. Only a connected, collaborative health- care innovation community will maximise the true collective po- tential of Scottish know-how and shape the future of healthcare for optimum patient benefit. We believe our new strategy allows us to work together in an effective ecosystem with NHS, academia, industry, entrepreneurs, and funders to encourage innovation and entrepreneurism across all areas of health. l

Graham Watson is the Executive Chair of Scottish Health Innovations Ltd @ScotHealthInno


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44