Canterbury District Health Board, established in 2001, inherited numerous issues and problems including organisational dysfunction and patient dissatisfaction, as well as being faced with a rapidly ageing population. From 2002 a dedicated team of innovators including clinical leaders Nigel Millar and Mary Gordon began 'improving the patient journey' and encouraging fresh thinking and new ideas to save time and reduce demand on facilities. Arriving in 2009, Chief Executive David Meates continued to encourage innovative activities like Showcase, Vision 2020, XCelr8, Particip8 and Collabor8. The culture change and lean thinking proved invaluable when Christchurch city was hit by a series of devastating earthquakes. This is Part A of a two-part case that was principally developed to discuss the innovation process, with Part B tracing the changes enabled by the earthquake and culture change, and a teaching note that focuses on innovation. The case, however, can be used for a number of other discussion purposes, including cross-sectoral leadership, organisational change and development, and development of health-related information technologies.
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.