In 2021, Vivalto Santé established itself as the first hospital operator to publish a clear Innovation Manifesto, which gave rise to a governance model unique in the private healthcare sector. This model positions innovation as a strategic lever and a pillar of the Group’s purpose, thereby reinforcing its long-term vision.

Today, this innovation management framework serves as a major strategic pillar supporting the Group’s development and performance.

This model is based on four strategic pillars that address the key challenges facing the Group and our professionals:

• Medical Innovation
• Patient Experience
• Quality of Life and Working Conditions (QVCT) for teams
• Operational Excellence

At the intersection of ideas and action, the teams responsible for innovation and transformation connect on-the-ground needs (patients, caregivers, business units, etc.) with innovative solutions that deliver measurable improvements across the Group. At the same time, these teams also coordinate the transformation by facilitating the rollout of projects across the Group while measuring their impact. To identify innovative opportunities, close collaboration is maintained with all functional departments, the Group’s facilities, and stakeholders in the national healthcare ecosystem.

In summary, within the Innovation and Partnerships Department, the missions are: 

• Identify unmet needs internally
• Identify innovations within the ecosystem (internal/external) to pilot
• Match needs with market opportunities
• Develop innovative projects and pilot them in the Group’s facilities
• Assess the impacts (acceptance and usage, organizations and practices)
• Deploy innovations with a significant impact for the group across departments and facilities

The Group's Innovation and Partnerships Department centralizes requests in order to best manage:

• The project and its maturity
• Opportunities within the Group

If an opportunity within the Group is identified, the Innovation and Partnerships Department coordinates internal stakeholders to improve efficiency in defining, launching, and evaluating the pilot.

• Proof of Concept
• Product launch

No, but depending on the project, the team may seek funding to set up a pilot program.