Innovation Climate in Healthcare: Less Cutting, More Connecting!

Innovation in healthcare? We have plenty of it. But why does scaling up so often lag behind? Because we keep thinking that technology is the solution. Let’s be honest: only a small part of innovation is about technology—important as it may be. The rest? Organizational integration, work processes, and actively involving healthcare professionals in the change. And that’s where things often go wrong: the innovation climate. But what do we mean by that?
 
In a sector where time is scarce and workload is high, innovation is often met with: “Can we handle yet another thing?” A natural reaction. But as long as we see innovation as an extra burden rather than an integrated part of daily practice, scaling up will remain a challenge. Without a strong innovation climate, change simply won’t take root.
A well-functioning implementation climate is one where innovation is embraced, resources and time are available, and change flows smoothly—despite daily pressures. Sounds great, right? Many step-by-step plans and toolboxes have already been developed. But I don’t believe in a one-size-fits-all recipe for successful implementation. What I do believe is that fragmentation within organizations is the core challenge. As André Wierdsma (Emeritus Professor of Co-Creation at Nyenrode) aptly put it: “Where you cut, you must also connect.”
 
When you create distinctions—between departments, roles, positions, or disciplines, or even between innovation and daily execution—it becomes your responsibility as a leader to organize collaboration and connection. To do this, you must sense where the disconnects are and observe systemically. You must dare to acknowledge what is—was ist, as Bert Hellinger said—and recognize that implementation in your organization won’t just happen automatically. Look at this with care, rather than judgment. It’s not just about diagnosing the problem, but also about carrying the consequences of that diagnosis: actively connecting what belongs together and separating what does not, such as conflicting interests or rigid hierarchies.
The real work starts after the diagnosis—when it comes to implementation, anchoring, and scaling up change. And that remains a struggle. This can only succeed if we remain radically open in conversation throughout the implementation process and dare to share different perspectives. This is how a strong innovation climate naturally emerges.
This is the purpose of the Implementation Radar.